Un obiettivo è sogno con una scadenza!
Posso immaginare quello che potresti desiderare: come tirare su una nuova carriera occupandoti di internet marketing e fare soldi a sei cifre o più all'anno? Ho ragione? Questo desideri? Ok. Non mi sembra una cattiva idea, ma come puoi sbaragliare la concorrenza di milioni di altri consulenti? E soprattutto, da dove cominciare?
La maggior parte delle persone cerca di imparare tutto il possibile da articoli, riviste, social network, email, e, molto importante, l'acquisto di prodotti Internet appositamente progettati per aiutare nello studio dell' internet marketing, almeno secondo le promesse dei venditori di questi prodotti.
Ma, purtroppo, molti prodotti acquistati e testati non sembrano affatto rispettare le promesse iniziali, neanche quelle di incrementare almeno un business già solido in partenza. Allora, che cosa si può fare? Rinunciare? No, anche se molte persone fanno proprio questo. Voglio dire, l'idea di fare 100.000 dollari l'anno conproprio computer di casa è certamente un' immagine allettante. Può questa idea o, meglio obiettivo, essere raggiunto? È una cosa realistic?
Ehi, un sacco di persone hanno raggiunto questo stesso nostro obiettivo! Certo la loro percentuale è più bassa delle persone che, pur provando, hanno fallito. Allora perché posso riuscire io là dove altri falliscono? Direi che ci sono due fattori da considerare, e soprattutto sui quali concentrare tutto il proprio lavoro: EDUCAZIONE e determinazione.
La determinazione si misura con ciò che siamo disposti a dare per raggiungere il nostro obiettivo. Essenzialmente si tratta di 2 parametri, tempo e continuità. Con il primo indico semplicemente le ore che mi ritaglio a disposizione del mio progetto; con il secondo misuro l'intervallo che esiste tra la fine di uno step e l'inizio del successivo.
Inoltre non voglio dimenticare che è facile stimolare la propria determinazione se si dispone di aiuto: se si dispone di qualcuno che ci aiuti o che semplicemente ci rassicuri che stiamo sulla strada buona e che stiamo facendo progressi in molti modi.
L'educazione si misura invece con ciò che siamo disposti ad imparare, sia ascoltando noi stessi, seguendo cioè gli errori commessi, sia ascoltando i consigli di qualcuno che sa qualcosa a riguardo, o perchè ha già affrontato questi nostri stessi problemi e ha trovato la soluzione vincente, o perchè è in qualche modo un pioniere.
Qui è dove ti posso aiutare io. Il mio obiettivo è quello di fornire a te la tecnica per fare da solo 3 consulenze al tuo business, lasciandoti la possibilità di avere a pagamento solo la verifica finale.
Mi sembra una proposta più che onesta, che ne dici?
Se sei interessato, quindi, rimani sintonizzato!
mercoledì 14 dicembre 2011
sabato 9 aprile 2011
Linux vs Windows
La vittoria di Linux. Dopo 20 anni
Ci sono voluti vent’anni esatti, ma alla fine Linux ha vinto. Una vittoria figlia della pazienza, possibile solo se sei «no profit», dei piccoli e piccolissimi passi del «pinguino» sull’acerrimo rivale: Windows. Che poi si tratti di una vera vittoria, è tutto da dimostrare. Lo è senz’altro nelle parole del direttore della Linux Foundation, Jim Zemlin, intervistato proprio in occasione del ventennale dalla creazione del primo codice del sistema operativo open source: era il 1991 quando il finlandese Linus Torvalds diede l’annuncio in un newsgroup con il saluto divenuto mito: «Hello everybody out there». Zemlin non usa frasi di circostanza: «Al momento attuale non ci interessa più di tanto confrontarci con Microsoft. Erano i nostri grandi rivali, ora prendersela con loro sarebbe come prendere a calci un cucciolo di cane».
La frase è eccessiva, figlia forse proprio di una lunga attesa, e sarebbe interessante a livello umano poter assistere alla reazione del focoso Steve Ballmer, attuale Ceo della multinazionale di Redmond, dopo averla letta. Ma nelle parole di Zemlin c’è più realtà di quanto non appaia in un primo momento, dato che si riferisce all’azienda che produce il sistema operativo che fa girare oltre il 90% dei computer desktop. Il «pinguino» (nel disegno) è però arrivato in realtà ovunque. In settori dove Windows invece latita. Troviamo Linux sulla maggior parte dei server aziendali e nei cosiddetti supercomputer: 9 «cervelloni» su 10 dei top 500 ha il marchio del «pinguino». Che ora marcia anche nell’elettronica di consumo: dalle smart tv alle videocamere di Sony, sul Kindle, sui cellulari e i tablet con Android. Rimane solo il nodo del fallimento sui desktop. Ma come ricorda il direttore della Fondazione, è una fetta di mercato che sta diventando sempre meno importante.
La frase è eccessiva, figlia forse proprio di una lunga attesa, e sarebbe interessante a livello umano poter assistere alla reazione del focoso Steve Ballmer, attuale Ceo della multinazionale di Redmond, dopo averla letta. Ma nelle parole di Zemlin c’è più realtà di quanto non appaia in un primo momento, dato che si riferisce all’azienda che produce il sistema operativo che fa girare oltre il 90% dei computer desktop. Il «pinguino» (nel disegno) è però arrivato in realtà ovunque. In settori dove Windows invece latita. Troviamo Linux sulla maggior parte dei server aziendali e nei cosiddetti supercomputer: 9 «cervelloni» su 10 dei top 500 ha il marchio del «pinguino». Che ora marcia anche nell’elettronica di consumo: dalle smart tv alle videocamere di Sony, sul Kindle, sui cellulari e i tablet con Android. Rimane solo il nodo del fallimento sui desktop. Ma come ricorda il direttore della Fondazione, è una fetta di mercato che sta diventando sempre meno importante.
sabato 4 dicembre 2010
Netnography
analyses the free behaviour of individuals on the internet that uses online marketing research techniques to provide useful insights.Below are listed four different types of online community from a netnographic analysis by Kozinets (see Kozinets ref. below for more detail). Even though the technologies, and the use of these technologies within culture, is evolving over time, the insights below have been included here in order to show an example of what a market-oriented “netnography” looked like:
- bulletin boards, which function as electronic bulletin boards (also called newsgroups, usegroups, or usenet groups). These are often organized around particular products, services or lifestyles, each of which may have important uses and implications for marketing researchers interested in particular consumer topics (e.g., McDonalds, Sony Playstation, beer, travel to Europe, skiing). Many consumer-oriented newsgroups have over 100,000 readers, and some have over one million (Reid 1995).
- Independent web pages as well as web-rings composed of thematically-linked World Wide Web pages. Web-pages such as epinions ([www.epinions.com]) provide online community resources for consumer-to-consumer exchanges. Yahoo!’s consumer advocacy listings also provide useful listing of independent consumer web-pages. Yahoo! also has an excellent directory of web-rings ([www.dir.webring.yahoo.com]).
- lists (also called listservs, after thesoftware program), which are e-mail mailing lists united by common themes (e.g., art, diet, music, professions, toys, educational services, hobbies). Some good search engines of lists are [www.egroups.com] and [www.liszt.com].
- multi-user dungeons and chat rooms tend to be considerably less market-oriented in their focus, containing information that is often fantasy-oriented, social, sexual and relational in nature. General search engines (e.g., Yahoo! or excite) provide good directories of these communities. Dungeons and chat rooms may still be of interest to marketing researchers (see, e.g., White 1999) because of their ability to provide insight into particular themes (e.g., certain industry, demographic or lifestyle segments). However, many marketing researchers will find the generally more focused and more information-laden content provided by the members of boards, rings and lists to be more useful to their investigation than the more social information present in dungeons and chat rooms.
giovedì 20 maggio 2010
Web marketing 1
Il webmaketing sicuramente è un mondo del tutto da esplorare.
Non solo perchè ognuno crede di essere un guro in materia, e dunque ascoltare i segreti sussurati al vento di costoro è un po' come ascoltare il segreto di Pulcinella; piuttosto è interessante perchè il web è innanzitutto un mondo estremamente dinamico. tenendo presente questo è bene ricordare che se da un lato ci sono le furbizie di chi vorrebbe vedere il proprio sito nei primi posti di tutti i motori di ricerca, dall'altro ci sono gli algoritmi dei crawler che si pefezionano continuamente per bannare proprio questi comportamenti. è dunque una guerra sì, tra guardie e ladri, ma anche tra ladri e ladri, e ladri e poveretti.
Non solo perchè ognuno crede di essere un guro in materia, e dunque ascoltare i segreti sussurati al vento di costoro è un po' come ascoltare il segreto di Pulcinella; piuttosto è interessante perchè il web è innanzitutto un mondo estremamente dinamico. tenendo presente questo è bene ricordare che se da un lato ci sono le furbizie di chi vorrebbe vedere il proprio sito nei primi posti di tutti i motori di ricerca, dall'altro ci sono gli algoritmi dei crawler che si pefezionano continuamente per bannare proprio questi comportamenti. è dunque una guerra sì, tra guardie e ladri, ma anche tra ladri e ladri, e ladri e poveretti.
venerdì 5 febbraio 2010
venerdì 15 gennaio 2010
RISK ANALYSIS PROCESS
Regardless of the prevention techniques employed, possible threats that could arise inside or outside the organization need to be assessed. Although the exact nature of potential disasters or their resulting consequences are difficult to determine, it is beneficial to perform a comprehensive risk assessment of all threats that can realistically occur to the organization. Regardless of the type of threat, the goals of business recovery planning are to ensure the safety of customers, employees and other personnel during and following a disaster.
The relative probability of a disaster occurring should be determined. Items to consider in determining the probability of a specific disaster should include, but not be limited to: geographic location, topography of the area, proximity to major sources of power, bodies of water and airports, degree of accessibility to facilities within the organization, history of local utility companies in providing uninterrupted services, history of the area’s susceptibility to natural threats, proximity to major highways which transport hazardous waste and combustible products.
Potential exposures may be classified as natural, technical, or human threats. Examples include:
Natural Threats: internal flooding, external flooding, internal fire, external fire, seismic activity, high winds, snow and ice storms, volcanic eruption, tornado, hurricane, epidemic, tidal wave, typhoon.
Technical Threats: power failure/fluctuation, heating, ventilation or air conditioning failure, malfunction or failure of CPU, failure of system software, failure of application software, telecommunications failure, gas leaks, communications failure, nuclear fallout.
Human Threats: robbery, bomb threats, embezzlement, extortion, burglary, vandalism, terrorism, civil disorder, chemical spill, sabotage, explosion, war, biological contamination, radiation contamination, hazardous waste, vehicle crash, airport proximity, work stoppage (Internal/External), computer crime.
All locations and facilities should be included in the risk analysis. Rather than attempting to determine exact probabilities of each disaster, a general relational rating system of high, medium and low can be used initially to identify the probability of the threat occurring.
The risk analysis also should determine the impact of each type of potential threat on various functions or departments within the organization. A Risk Analysis Form, found Here(PDF Format), can facilitate the process. The functions or departments will vary by type of organization.
The planning process should identify and measure the likelihood of all potential risks and the impact on the organization if that threat occurred. To do this, each department should be analyzed separately. Although the main computer system may be the single greatest risk, it is not the only important concern. Even in the most automated organizations, some departments may not be computerized or automated at all. In fully automated departments, important records remain outside the system, such as legal files, PC data, software stored on diskettes, or supporting documentation for data entry.
The impact can be rated as: 0= No impact or interruption in operations, 1= Noticeable impact, interruption in operations for up to 8 hours, 2= Damage to equipment and/or facilities, interruption in operations for 8 - 48 hours, 3= Major damage to the equipment and/or facilities, interruption in operations for more than 48 hours. All main office and/or computer center functions must be relocated.
Certain assumptions may be necessary to uniformly apply ratings to each potential threat. Following are typical assumptions that can be used during the risk assessment process:
1. Although impact ratings could range between 1 and 3 for any facility given a specific set of circumstances, ratings applied should reflect anticipated, likely or expected impact on each area.
2. Each potential threat should be assumed to be “localized” to the facility being rated.
3. Although one potential threat could lead to another potential threat (e.g., a hurricane could spawn tornados), no domino effect should be assumed.
4. If the result of the threat would not warrant movement to an alternate site(s), the impact should be rated no higher than a “2.”
5. The risk assessment should be performed by facility.
To measure the potential risks, a weighted point rating system can be used. Each level of probability can be assigned points as follows:
Probability Points
High 10
Medium 5
Low 1
To obtain a weighted risk rating, probability points should be multiplied by the highest impact rating for each facility. For example, if the probability of hurricanes is high (10 points) and the impact rating to a facility is “3” (indicating that a move to alternate facilities would be required), then the weighted risk factor is 30 (10 x 3). Based on this rating method, threats that pose the greatest risk (e.g., 15 points and above) can be identified.
Considerations in analyzing risk include:
1. Investigating the frequency of particular types of disasters (often versus seldom).
2. Determining the degree of predictability of the disaster.
3. Analyzing the speed of onset of the disaster (sudden versus gradual).
4. Determining the amount of forewarning associated with the disaster.
5. Estimating the duration of the disaster.
6. Considering the impact of a disaster based on two scenarios;
a. Vital records are destroyed
b. Vital records are not destroyed.
7. Identifying the consequences of a disaster, such as;
a. Personnel availability
b. Personal injuries
c. Loss of operating capability
d. Loss of assets
e. Facility damage.
8. Determining the existing and required redundancy levels throughout the organization to accommodate critical systems and functions, including;
a. Hardware
b. Information
c. Communication
d. Personnel
e. Services.
9. Estimating potential dollar loss;
a. Increased operating costs
b. Loss of business opportunities
c. Loss of financial management capa- bility
d. Loss of assets
e. Negative media coverage
f. Loss of stockholder confidence
g. Loss of goodwill
h. Loss of income
i. Loss of competitive edge
j. Legal actions.
10. Estimating potential losses for each business function based on the financial and service impact, and the length of time the organization can operate without this business function. The impact of a disaster related to a business function depends on the type of outage that occurs and the time that elapses before normal operations can be resumed.
11. Determining the cost of contingency planning.
http://www.drj.com/new2dr/w3_030.htm
The relative probability of a disaster occurring should be determined. Items to consider in determining the probability of a specific disaster should include, but not be limited to: geographic location, topography of the area, proximity to major sources of power, bodies of water and airports, degree of accessibility to facilities within the organization, history of local utility companies in providing uninterrupted services, history of the area’s susceptibility to natural threats, proximity to major highways which transport hazardous waste and combustible products.
Potential exposures may be classified as natural, technical, or human threats. Examples include:
Natural Threats: internal flooding, external flooding, internal fire, external fire, seismic activity, high winds, snow and ice storms, volcanic eruption, tornado, hurricane, epidemic, tidal wave, typhoon.
Technical Threats: power failure/fluctuation, heating, ventilation or air conditioning failure, malfunction or failure of CPU, failure of system software, failure of application software, telecommunications failure, gas leaks, communications failure, nuclear fallout.
Human Threats: robbery, bomb threats, embezzlement, extortion, burglary, vandalism, terrorism, civil disorder, chemical spill, sabotage, explosion, war, biological contamination, radiation contamination, hazardous waste, vehicle crash, airport proximity, work stoppage (Internal/External), computer crime.
All locations and facilities should be included in the risk analysis. Rather than attempting to determine exact probabilities of each disaster, a general relational rating system of high, medium and low can be used initially to identify the probability of the threat occurring.
The risk analysis also should determine the impact of each type of potential threat on various functions or departments within the organization. A Risk Analysis Form, found Here(PDF Format), can facilitate the process. The functions or departments will vary by type of organization.
The planning process should identify and measure the likelihood of all potential risks and the impact on the organization if that threat occurred. To do this, each department should be analyzed separately. Although the main computer system may be the single greatest risk, it is not the only important concern. Even in the most automated organizations, some departments may not be computerized or automated at all. In fully automated departments, important records remain outside the system, such as legal files, PC data, software stored on diskettes, or supporting documentation for data entry.
The impact can be rated as: 0= No impact or interruption in operations, 1= Noticeable impact, interruption in operations for up to 8 hours, 2= Damage to equipment and/or facilities, interruption in operations for 8 - 48 hours, 3= Major damage to the equipment and/or facilities, interruption in operations for more than 48 hours. All main office and/or computer center functions must be relocated.
Certain assumptions may be necessary to uniformly apply ratings to each potential threat. Following are typical assumptions that can be used during the risk assessment process:
1. Although impact ratings could range between 1 and 3 for any facility given a specific set of circumstances, ratings applied should reflect anticipated, likely or expected impact on each area.
2. Each potential threat should be assumed to be “localized” to the facility being rated.
3. Although one potential threat could lead to another potential threat (e.g., a hurricane could spawn tornados), no domino effect should be assumed.
4. If the result of the threat would not warrant movement to an alternate site(s), the impact should be rated no higher than a “2.”
5. The risk assessment should be performed by facility.
To measure the potential risks, a weighted point rating system can be used. Each level of probability can be assigned points as follows:
Probability Points
High 10
Medium 5
Low 1
To obtain a weighted risk rating, probability points should be multiplied by the highest impact rating for each facility. For example, if the probability of hurricanes is high (10 points) and the impact rating to a facility is “3” (indicating that a move to alternate facilities would be required), then the weighted risk factor is 30 (10 x 3). Based on this rating method, threats that pose the greatest risk (e.g., 15 points and above) can be identified.
Considerations in analyzing risk include:
1. Investigating the frequency of particular types of disasters (often versus seldom).
2. Determining the degree of predictability of the disaster.
3. Analyzing the speed of onset of the disaster (sudden versus gradual).
4. Determining the amount of forewarning associated with the disaster.
5. Estimating the duration of the disaster.
6. Considering the impact of a disaster based on two scenarios;
a. Vital records are destroyed
b. Vital records are not destroyed.
7. Identifying the consequences of a disaster, such as;
a. Personnel availability
b. Personal injuries
c. Loss of operating capability
d. Loss of assets
e. Facility damage.
8. Determining the existing and required redundancy levels throughout the organization to accommodate critical systems and functions, including;
a. Hardware
b. Information
c. Communication
d. Personnel
e. Services.
9. Estimating potential dollar loss;
a. Increased operating costs
b. Loss of business opportunities
c. Loss of financial management capa- bility
d. Loss of assets
e. Negative media coverage
f. Loss of stockholder confidence
g. Loss of goodwill
h. Loss of income
i. Loss of competitive edge
j. Legal actions.
10. Estimating potential losses for each business function based on the financial and service impact, and the length of time the organization can operate without this business function. The impact of a disaster related to a business function depends on the type of outage that occurs and the time that elapses before normal operations can be resumed.
11. Determining the cost of contingency planning.
http://www.drj.com/new2dr/w3_030.htm
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