Ghostly Voices From Thomas Edison s Dolls Can Now Be Heard
TIPS MEMIKAT PEMBELI ONLINE
Tentukan target pasar yang tepat. Anda perlu menentukan kalangan yang akan menjadi target pasar Anda. Kajilah latar belakang pendidikan, ekonomi, dan sosial calon buyer Anda agar apa yang Anda cantumkan dalam toko online benar-benar sesuai dengan kondisi mereka.
Temukan target pasar di dunia online. Setelah menentukan target pasar, Anda perlu tahu di channel-channel mana buyer Anda berada. Bergabunglah ke dalam forum dan komunitas calon buyer potensial Anda. Mengetahui perbincangan dan diskusi target pasar membantu Anda dapat mengumpulkan informasi tentang apa yang dibutuhkan mereka dari sebuah toko online.
Buat konten yang menarik. Di toko online, Anda bisa membuat foto, kutipan atau quotes, dan video yang menarik sehingga memicu buyer untuk berkomentar, nge-like, atau nge-share. Ketika di- share, konten tersebut akan masuk ke dalam timeline dan newsfeed dari buyer . Konten tersebut secara otomatis akan dibaca oleh para followers atau teman-teman buyer . Orang banyak pun akan terpancing untuk mengunjungi toko online Anda.
Tampilkan testimonial positif dari buyer . Testimonial dari buyer yang pernah bertransaksi adalah aset bagi bisnis online Anda. Rekomendasi yang diberikan buyer adalah sesuatu yang sangat mempengaruhi buyer lain sebelum membeli. Sajikanlah testimonial positif ini bisa disajikan melalui tulisan atau fasilitas memberikan rating dari sebuah produk yang dijual di toko online.
Sebarkan alamat toko online di media sosial. Pada tahap sebelumnya, Anda telah mengetahui di channel-channel mana saja target pasar Anda berada. Publikasikanlah alamat toko online Anda pada channel-channel tersebut, misalnya lewat Facebook dan Twitter. Dengan begitu, Anda “mengundang” orang yang tepat untuk datang ke toko online Anda.
Sediakan forum diskusi. Menyediakan forum diskusi di toko online memang terkesan tidak memberikan profit uang secara langsung bagi Anda. Namun, diskusi antar buyer yang terjadi di toko online akan membuat merek bisnis Anda dikenal oleh banyak orang. Selain itu, semakin banyak buyer yang berdiskusi di forum artinya semakin tinggi jumlah visit atau kunjungan di toko online Anda.
Responsif. Jawablah setiap pertanyaan dan tanggapan yang buyer sampaikan melalui toko online. Buyer membutuhkan informasi yang lengkap sebelum membeli sebuah produk. Semakin cepat Anda merespon buyer , semakin baik citra Anda sebagai seller. buyer pun lebih terdorong untuk bertransaksi dengan seller yang responsif seperti Anda.
Berpromosi di toko online. Toko online yang Anda gunakan dalam berbisnis juga merupakan sarana publikasi promosi yang baik. Cantumkanlah iklan dengan desain yang menarik dalam toko online, setiap kali Anda mengadakan promosi produk.
Gunakan kata-kata yang SEO-friendly. Anda tidak boleh sembarangan dalam mengisi konten toko online Anda. Tuliskan kata-kata yang bisa menaikkan rating toko online Anda dalam search engine. Pemilihan kata yang dapat ditelusuri dengan mudah oleh search engine membuat buyer lebih gampang menemukan toko online Anda.
Desain ulang tampilan toko online secara berkala. Melakukan inovasi dan pembaharuan secara berkala dapat membuat bisnis yang Anda jalani terkesan selalu up-to-date dan memiliki nilai lebih. Contoh sederhananya adalah dengan mendesain ulang tampilan toko online secara berkala. Ini dilakukan agar buyer yang mengunjungi toko online tidak merasa bosan, meski ia mengunjungi toko online yang sama berulang-ulang.
How Some Men Fake an 80-Hour Workweek, and Why It Matters
Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.
Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.
Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.
Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.
“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”
Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.
The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.
They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.
A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.
Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.
What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.
It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)
A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.
The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.
It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.
High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.
But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.
In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.