@Yoni Shechter

favorizer for 3 years

When was the last time you felt comfortable doing nothing? Not for an hour or a day, but in general, with no immediate projects at hand? Lewis said he has no problem with inactivity if nothing worthwhile has captured his attention. If he believed that being industrious was important, he said, "I'd be panicked at the question 'What are you working on?' if I wasn't working on anything."
"People waste years of their lives not being willing to waste hours of their lives. If you mistake busyness for importance--which we do a lot--you're not able to see what really is important."
For years, retailers have been haunted by the thought of Amazon using its technological prowess to squeeze them into powder. That battle has mostly played out on Amazon’s home turf, the world of online shopping.
If those experiments work — and there is no guarantee of that — they could have a profound influence on how other stores operate. Over time, they could also introduce new forms of automation, putting traditional retail jobs in jeopardy. At the same time, locating those stores close to customers’ homes could also help Amazon further its ambitions of delivering internet orders within hours.
The company is exploring the idea of creating stores to sell furniture and home appliances, like refrigerators — the kinds of products that shoppers are reluctant to buy over the internet sight unseen
These would not be your average Home Depots: Amazon has considered using forms of augmented or virtual reality to allow people to see how couches, stoves and credenzas will look in their homes,
Amazon is also kicking around an electronics-store concept similar to Apple’s retail emporiums, according to two of the people familiar with the discussions. These shops would have a heavy emphasis on Amazon devices and services such as the company’s Echo smart home speaker and Prime Video streaming service.
And in groceries — a giant category in which Amazon has struggled — the company has opened a convenience store that does not need cashiers, and it is close to opening two stores where drivers can quickly pick up groceries without leaving their cars, all in Seattle. It has explored another grocery store concept that could serve walk-in customers and act as a hub for home deliveries.
Overseas, Amazon is quietly targeting India for new brick-and-mortar grocery stores. It is a vast market, and one still largely dominated by traditional street bazaars where shoppers must wander from stall to stall haggling over prices and deliberating over unrefrigerated meat sitting in the dusty open air. Amazon’s internal code name for its India grocery ambitions: Project Everest.
Last week, Amazon opened its fifth physical book store in Chicago, and it has five more announced locations under construction.
It is possible that some of the store ideas will never see the light of day.
“We are always thinking about new ways to serve customers, but thinking is different than planning,”
One big desire many customers have is that they want to see fresh fruits, vegetables and meat in person before buying them. The relatively high cost of home delivery — Amazon charges $15 a month for its Fresh service, on top of a $99 annual Prime membership — is another barrier.
Online grocery delivery accounts for only about 3 percent of the market in the United States, though it is closer to 10 percent in Britain
Joe Thompson, a former general manager in Amazon’s retail business, sees physical retail as key to Mr. Bezos’s outsize ambitions for the company. "I can’t help but feel that, in Bezos’s mind, he wants to be the first trillion-dollar valuation company,” said Mr. Thompson, who is now an executive at BuildDirect, an online home improvement store. To do that, he said, Amazon would have to “crack” a couple of “completely underpenetrated markets online.”
Amazon’s current market value is bobbing around $400 billion.
A growing number of established grocery retailers are experimenting with this “click and collect” approach to shopping, including Walmart, Kroger and others.
the company has been developing technology for automatically detecting when a customer pulls into the parking lot so orders can be brought to them more quickly.
A few miles away from its other Seattle stores, on the ground floor of one of its many office towers in the city, the company is testing Amazon Go, a convenience store concept stocked with beverages, sandwiches and prepared meals, which are put together by chefs in a kitchen that is visible from the street.
“Amazon is wonderful at frictionless commerce,”
“I’ve probably been in 30 boardrooms of retailers in the past year,” Mr. Galloway said. “I would say the No. 1 topic of conversation is Amazon.”
India could represent another big market for Amazon in physical retail. The company, which has vowed to spend billions of dollars on its efforts in the world’s second-most populous country, recently sought approval from the Indian government to open online and physical food stores in the country, The Economic Times reported in February.
“What appears to be clear is they haven’t yet zeroed in on a format they’re willing to massively scale,” he said. “This is a company that the moment it figures out something that works, it puts nuclear energy behind it.”
We’ve all heard the “walk 10,000 steps a day to be healthy” pitch, but new research says that, while 10,000 is better than nothing, it might not quite be enough.
Unsurprisingly, those who sat most of the day had higher BMIs, larger waistlines, poor blood sugar control, and less than ideal cholesterol profiles when compared to those who moved around more. In fact, for every hour of sitting during the day beyond five hours, participants had a .2% increased likelihood of developing heart disease in their lifetime based on the researchers’ model.
Workers who walked 15,000 steps or more each day (which is roughly seven miles), or were standing upright for seven hours or more, had normal BMIs, average waistlines, and had no features of metabolic syndrome.
This research suggests that our current estimate of 10,000 steps per day may be too conservative, and that 15,000 steps is the mark we should be aiming for if we want to stave off life-threatening cardiac conditions.
Walk for 30 minutes before work, during lunch, and after dinner. Add a few, quick 10-minute walks throughout the day and you’re golden.
Dr. X is a dad. Appropriately – boringly – at 4:37 p.m. on a national holiday, he is lighting a charcoal grill, about to grab a pair of tongs with one hand and a beer with the other
Somewhat less conventionally, two hours ago, he was escorting a woman around his yard, helping her walk off a large dose of MDMA.
This would be psychedelic-assisted therapy, the not-new but increasingly popular practice of administering psychotropic substances to treat a wide range of physical, psychological and psycho-spiritual concerns.
She'd been skeptical going in, but after it was over, Dr. X says, "She was so angry that it was illegal."
"I'm seeing that consciousness correlates to disease," he says. "Every disease." Narcolepsy. Cataplexy. Crohn's. Diabetes – one patient's psychedelic therapy preceded a 30 percent reduction in fasting blood-sugar levels.
Putting an end to a fierce competition in the pet-sitting business, Rover and DogVacay have agreed to join forces. Rover will be acquiring DogVacay in an all-stock deal.
Both had a very similar model, with a marketplace for pet sitting, dog walking and other pet-care services. Each take about a 20 percent cut from bookings. Total bookings on the combined sites amounted to $150 million for 2016. The growing businesses are not yet profitable.
The merged company will be headquartered at Rover’s Seattle location. The DogVacay team will remain in Santa Monica, but with 22 positions set to be eliminated.
One of the new focuses will be to expand internationally. DogVacay already does well in Canada, which Easterly was enthusiastic about. They also plan to grow their dog-walking business and potentially introduce other pet-related categories.
While there are other companies offering CRM tools for brick-and-mortar merchants (Square, for example, is trying to do this on the payments side), Abraham said his company’s approach is particularly compelling because it doesn’t require any change in consumer behavior or any additional training for store staff: You just install the Zenreach router and it automatically starts collecting email addresses.
letting their huge user base try “Stories” without even bothering to download a new app or build a new network little by little.
Facebook is trying to impose a plateau for Snapchat growth sooner rather than later.
So how many of these “human beings” do you need to create? It is recommended that you make three to five personas to represent your audience; this number is big enough to cover the majority of your customers yet small enough to still carry the value of specificity.
We love our Amazon Echo. Among other tasks, my four year old finds the knock knock jokes hilarious, the weather captivating, the ability to summon songs comparable to magic and Echo to be the best speller in the house. But I fear it’s also turning our daughter into a raging asshole. Because Alexa tolerates poor manners.
Our daughter’s fascination with the Echo isn’t an anomaly — I hear from lots of friends that their kids are the most enthusiastic users.
Dumping a new user into an empty dashboard is a sure way to make them close their browser tab and never come back. People trying out a new product need to be guided from the very start.
Here’s what a new Proposify user needs to do to win a proposal (the ultimate success metric):
And there are a few things that can go wrong during that process:
First, we tell the user the overall process instead of showing them.
Second, we assumed the user wants to send a test proposal first when they may prefered to send a real one to start.
Another problem here: Instead of guiding the user through how our software can benefit their sales process, we’re getting them hung up on the content and design of their proposal template.
Problems: The user sometimes wondered, “Wait, isn’t this just a test?”, “What do I choose for a due date?” or “Who is ‘Example Company’ and where will this send to?”
When the user went to send the proposal we made them verify their email first. Still a bit of friction there.
Most people want to send a test proposal to themselves first to see the process before sending a real proposal to a client. We were blurring the lines between a test and a real proposal instead of actually showing them how it all comes together.
We were eating up users’ mental energy by making them look through proposal templates and choose one instead of demonstrating the value of the product.
Many people who jumped into the editor were overwhelmed by how much you can do with it and then reached out to support with basic questions like, “How do I add a signature”? Apparently a lot of people don’t search your knowledge base or watch help videos when trying out a product. Go figure.
A light bulb moment came when we saw that Canva didn’t just show new users how to edit a sample document, instead the sample document contained visual instructions on how to edit it!
We knew we wanted to do this, so we set out to design a document template that walked our users through all the actions of the various tools in our software, like editing text, and adding fee tables, images, videos, and signatures — complete with animated gifs showing how to do it.
We were very careful to not introduce too much detail. Features like team metrics and integrations didn’t need to be communicated during the tour as those are value-add features that improve the product experience over time. Instead, we wanted to get the user to the “aha” moment of what it feels like to close a deal using our product — without the effort and time needed to close one for real.
This allowed us to place animated gifs of using the interface in the document and, more importantly, it keeps users focused on how to use the software instead of getting distracted by the contents of the proposal itself.
Aside: After looking at it with a fresh pair of eyes, I think we should tweak the messaging to reinforce that the user did sign up for a trial. A little pat on the back to acknowledge their accomplishment can go a long way.
If the user decides to skip the tutorial, we take them to the empty pipeline and then they can create a new proposal and/or choose a template from our gallery. But we always include a reminder for them to finish the tour.
Every feature includes a short how-to video, saving the user from having to scour our knowledge base for answers.
Finally, once they click the “Finish the Tour” button, they’ve completed the onboarding process and are considered “active”.
Using email to nurture new users as they begin to learn your product is an important element of onboarding, and we weren’t doing it as well as we could have.
empowering new users to get more value out of the product and sending targeted emails based on their behavior while using the product.
Then, we tested it out ourselves internally and showed our spouses, partners, and friends.
Finally, we sent it out to UserTesting.com and had some complete strangers walk through the onboarding, speaking their thoughts aloud.
By testing it on five subjects, we realized that the last step of checking email was confusing to most people, so we added a secondary button to complete the tutorial.

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