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Showing posts with label Denver and Colorado Springs innovation Consultants. Show all posts
Showing posts with label Denver and Colorado Springs innovation Consultants. Show all posts

Saturday, May 12, 2012

Solving Family Business Conflicts Before They're Out of Control: Alan E. Fishman

The strong personalities and wills that make family businesses successful are also the roots of family conflicts.  Too many of these conflicts have been allowed to grow out of control and have wound up in litigation, causing major rifts in families as well as in the businesses. They usually cause major strain on family relationships through one party buying out another or by family members continuing to work with each other in an atmosphere of tension. 
Often I have heard comments such as, "My sister wants to keep our company small and is fighting a controlled growth," or "Dad won't let go of the control," or "My brother and I are paid the same and he doesn't carry his weight."
Family members usually have different levels of involvement and will rarely agree on what those levels are, or how to set fair compensation for different levels of involvement.  Are the perks reasonable?  What about the children of the non-active family member?  Should the business be required to give them good jobs as well?  Can it afford to?  These conflicts get much worse if a divorce takes place.
One way to avoid lawsuits is to agree to binding arbitration.  This means that you let a third party decide who is right after the party hears arguments and sees evidence from both sides. 
Another alternative dispute resolution approach is the so-called "rent-a-judge" method.  Family members hire a judge who gives a binding or, depending upon the wishes of the parties, a non-binding opinion.
Some family disputes are being solved by using a confidential-non-binding process in which the attorneys representing the family members give condensed arguments to an expert advisor.  This process, called a mini-trial, lets family members look at the strengths and weaknesses of both sides and facilitates a settlement through the exchange of information.
Of course, the best solution is always to try to avoid disputes of this scale altogether, by structuring the ownership and responsibilities in a family business to suit the abilities and personalities of the family members involved.  The sad reality is that these disputes are inevitable.  When they do occur, the key is to acknowledge and address them right away, usually through an objective third party.  The sooner you can act on a problem in your family-run business, the better your chances of avoiding the knockdown drag-out family feuds that cause the downfall of many businesses and the disruption of many families in business. 
Allen E. Fishman founded The Alternative Board® (TAB), the world’s largest franchise system providing advisory board and executive coaching services to business owners, Presidents and CEOs. TAB’s worldwide business advisory network operates in over 1,000 cities in the United States, Canada, the UK, and Venezuela.
Fishman is also the author of several books in which he shares his business insights to help business owners, including two best-sellers: 7 Secrets of Great Entrepreneurial Master: The GEM Power Formula for Lifelong Success (McGraw-Hill, 2006) and 9 Elements of Family Business Success: A Proven Formula for Improving Leadership & Relationships in Family Business (McGraw-Hill 2008).

Rethink Your Business Approach. Driving Top Line Growth through Effective Innovation 

Strategies defining business in the 20th Century no longer work in meeting today’s challenges. Companies are reinventing how they respond to consumers, employees and suppliers. At InnoThink Group we help companies find new methods of increasing top line growth and achieving competitive advantage. 

With InnoThink Group as your innovation partner, your company will create and implement growth strategies that work.

Innothink Group is a strategic management and innovation consultancy.

Our Guarantee. Where many consulting firms are reluctant to bear risks or tie their rewards to project outcomes, we decided to build a better model. We align our success with yours. We’re outcome obsessed, outcome paid, putting nearly two thirds of our fees at risk subject to hitting predetermined milestones. More than a guarantee we wanted from the outset to create true partnerships with shared responsibility. See a few of our clients. 

We will enable you to: 

  1. Effectively create an Innovation culture that drives top line growth
  2. Total customer responsiveness
  3. Develop creative leadership
  4. Create uniqueness
  5. Turn manufacturing into marketing weapons
  6. Pursue fast paced innovations
  7. Set qualitative innovation goals
  8. Develop an inspiring vision
  9. Create a sense of urgency
  10. Demand total integrity
  11. Exceed shareholder expectations
  12. Increase top line growth

 For speaking, coaching or consulting inquiries complete the  contact form >>> or call719-649-4118.

Also: 

  • Define an Innovation and Growth Strategy
  • Build Innovation Capabilities 
  • Learn to avoid commoditization
  • Generate Customer Insights
  • Blueprint Business Model
  • Prototype and Model

Email: CEO Jim Woods

Call: +1 719- 649-4118

 

Infographic: In 80 Years, We Lost 93% Of Variety In Our Food Seeds

Seeds are tricky things. On one hand, we have the whole Omnivore’s Dilemma argument, that industrialized and genetically engineered food is probably bad. And on the other, we have strains of vegetables that can grow four times as much produce on the same plot of land as their heirloom counterparts--a successful, man-dictated genetics that we’ve actually been fueling for millennia. After all, we wouldn’t have the heirloom seeds of today if our grandfather’s grandfather’s grandfather hadn’t saved the seeds from the sweetest watermelons or the most drought-resistant cantaloupes.

I don’t know that any of us can honestly assess the repercussions of our actions, but I do know one thing: This National Geographic infographic by John Tomanio is staggering. Using the metaphor of a tree, it charts the loss of U.S. seed variety from 1903 to 1983. And what you see is that we’ve lost about 93% of our unique seed strands behind some of the most popular produce. (Clever details: Where the root system should be strong, Tomanio has rendered a tree that looks like it could tip right out of the ground.)

In 1903, we had almost 500 varieties of lettuce. By 1983, we had just 36. Radishes, peas, and beets have fared no better. In fact, the most steadfast of the crops has been the tomato, which, probably due to the popularity of strange and tasty heirloom varieties, only lost about 80% of its seed diversity. It’s a shame to lose so many intricacies of nature’s tastiest gifts. But more worryingly, monocultures strip the land of nutrients: Where you once had self-sustaining harvest cycles, you get farm land denuded of nutrients that then needs copious chemical fertilizers to grow more food. And the crops themselves become vulnerable to plant diseases.

Still, a lot has changed in the public consciousness since 1983. Farmers markets aren’t just for hippies anymore--they’re lifestyle statements for everyone from young foodies to soccer moms. And as long as this trend stays alive, so too will many of the heirloom seed strands we have remaining.

[Image: NixPhotography/Shutterstock]

Rethink Your Business Approach. Driving Top Line Growth through Effective Innovation 

Strategies defining business in the 20th Century no longer work in meeting today’s challenges. Companies are reinventing how they respond to consumers, employees and suppliers. At InnoThink Group we help companies find new methods of increasing top line growth and achieving competitive advantage.  

With InnoThink Group as your innovation partner, your company will create and implement growth strategies that work. 

Innothink Group is a strategic management and innovation consultancy.

Our Guarantee. Where many consulting firms are reluctant to bear risks or tie their rewards to project outcomes, we decided to build a better model. We align our success with yours. We’re outcome obsessed, outcome paid, putting nearly two thirds of our fees at risk subject to hitting predetermined milestones. More than a guarantee we wanted from the outset to create true partnerships with shared responsibility. See a few of our clients. 

We will enable you to: 

  1. Effectively create an Innovation culture that drives top line growth
  2. Total customer responsiveness
  3. Develop creative leadership
  4. Create uniqueness
  5. Turn manufacturing into marketing weapons
  6. Pursue fast paced innovations
  7. Set qualitative innovation goals
  8. Develop an inspiring vision
  9. Create a sense of urgency
  10. Demand total integrity
  11. Exceed shareholder expectations
  12. Increase top line growth

 For speaking, coaching or consulting inquiries complete the  contact form >>> or call719-649-4118.

Also: 

  • Define an Innovation and Growth Strategy
  • Build Innovation Capabilities 
  • Learn to avoid commoditization
  • Generate Customer Insights
  • Blueprint Business Model
  • Prototype and Model

Email: CEO Jim Woods

Call: +1 719- 649-4118

 

Thursday, May 10, 2012

Richard Branson on Embracing Change, Competition, & Obsolesence

In business, change sometimes happens more quickly than you want it to – transformative technologies arrive suddenly and economies shift. Telling your staff to embrace change and get creative is all well and good, but that will not address their (or your) underlying anxieties. The reality is that change is usually a threat – one that has the potential to bring your business to a halt.

Given Virgin's long experience in the music industry, I often receive questions from readers about the industry's future. How can anyone successfully launch a business in this sector when transformative change is stressing even the nimblest players?

Our experience shows there is always opportunity in times of change. The pundits who have predicted the end of the industry should remember the last time it was in meltdown: 1982. The economic recession was having a deep impact. Many people were home-taping off the radio or from a friend's LP – a forerunner to illegal downloading.

At the time, Virgin Retail had over 100 record stores across the U.K. On weekdays they were deserted. Then we learned that the CD was about to take the market by storm.

The new format's advantages were immediately obvious. It was much smaller than the LP, and there was no wear, distortion or surface noise. My notebooks from that period are full of questions about the potential impact on our business. I wrote: "What happens to the record collection around the country – do people replace their vinyl with CDs?"

At first the only way for us to survive was to start clearing the decks for the new stocks and discounting our LPs. We succeeded in switching our business over to CDs, which not all competitors did.

We could also see the dawn of another retailing phenomenon. Two years after the introduction of the personal computer in 1980, there were already nearly 500,000 video-game machines in use in the U.K. Soon, selling games and then films became a worthwhile sideline for our stores.

By 1986, even Virgin Megastores was under threat. Our biggest rival, HMV, was going after us by opening giant stores, some near our flagship locations. Undeterred, we launched our Dublin store, then the biggest in the world, at Aston's Quay. That store not only stocked specialist classical and jazz, folk and rock music, but also sold music videos, games and computer software. This was where I could see the future of our business.

And we gave the old-fashioned retailers, such as Woolworths, Dixons and Currys, a run for their money. Our shop windows and store interiors were dynamic and exciting. We brought in bands to perform and play a few songs. These events brought more sales and better publicity.

So, despite -- and because of --the disruptive change that had just taken place, we transformed our business model and did very well in the '80s and '90s. 

Did all this work make us future-proof? Of course not. Even from the start, our smaller Virgin Records shops made little money. The stores kept our youthful, irreverent brand in the public eye, but they were unsustainable in the long run. One of my biggest business mistakes – indeed, regrets – was not selling all of our stores sooner. Closing the book on Virgin Records in 1992, with the sale to EMI, was painful, but the best decision.

Today, is digital downloading killing music? The economics of music production are far healthier now than they ever were in Virgin's heyday as a music company. When we built our recording studio, it was a massive, expensive undertaking. Virgin Records' job was to bankroll recording sessions for musicians – and take the risks. To make money, we had to sell a lot of albums.

Now a top-quality album can be made on a laptop, and then you can send the file over the Internet to anyone, almost anywhere. Promotion is as easy as setting up a page on MySpace, Facebook or another social networking site. Economies of scale don't matter anymore to young musicians, although they still matter a great deal to the record companies and their shareholders.

I do think that record companies will survive, but they will have to be much leaner – and in business, small is beautiful. Those smaller companies will have to discover genuine talent, which is the reason many people who are passionate about music choose careers in the industry. And with all that energy and zeal, there's no telling what some entrepreneurs will achieve next.

This is an edited excerpt from Richard Branson's book Business Stripped Bare: Adventures of a Global Entrepreneur (Virgin Books, 2010).

Consulting, Speaking & Coaching. Driving Growth through Innovation 

Innothink Group is a strategic management and innovation consultancy. Where many consulting firms are reluctant to bear risks or tie their rewards to project outcomes, we decided to build a better model. We align our success with yours. We’re outcome obsessed, outcome paid, putting over a third of our fees at risk subject o hitting predetermined milestones. More than a guarantee we wanted from the outset to create true partnerships.

 

For speaking, coaching or consulting inquiries contact:  

Email: CEO Jim Woods

Call: +1 719- 649-4118

 

Monday, April 16, 2012

Betsy Morais: Has Kindle Killed the Book Cover?

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How designers are responding to e-readers

morais_ebook_post.jpg

AP Images

Daylight Saving came out in the U.K. in February, and in the months leading up to its release, the publisher used a novel strategy to generate interest in the teen novel: It placed a ticker at the bottom of the digital cover, counting down to the launch date. (It's still counting, now into a negative number.) In addition to the digital jacket's embedded clock, an underwater design ripples with the drag of a cursor, as if your finger could make waves through the screen. The interactive blue splashes (gimmicky, maybe) are nonetheless entrancing for the few minutes spent toying with the cover. And with that, the book has caught the eye of a potential buyer. Once purchased, of course, the water transforms into a static image, its graceful motion unsupported by the media formats in which it is ultimately consumed (print or the standard digital forms). The cover is seductive, but its spell is broken. Which brings to mind the tagline of Daylight Saving: "Can you save someone from something that's already happened?"

That question comes to bear on the book publishing industry. Digital reading is already happening, but electronic books have only barely begun to adapt to current habits and devices—not to mention forge new standards for either. The various constraints—technological, financial, and cultural—allow hardly any clarity in seeing what books will be, or how they will be. Especially if we are to judge them by their covers.

In November, at the Build 2011 conference in Belfast, Northern Ireland, a publisher-designer named Craig Mod told the crowd, "We're trying to bring order and form and boundaries to what is otherwise a boundless space" and went on to describe the "generalized marginalization of the cover that's happening in digital books."

A digital book has no cover. There's no paper to be bound up with a spine and protected inside a sturdy jacket. Browsers no longer roam around Borders scanning the shelves for the right title to pluck. Increasingly, instead, they scroll through Amazon's postage stamp-sized pictures, which don't actually cover anything, and instead operate as visual portals into an entire webpage of data (publication date, reader reviews, price) some of which can also be found on a physical cover and some of which cannot.

The abstract idea of the cover remains, though, as it does for album covers. Book designer Carin Goldberg remembers when she would sit in her room as a teenage girl listening to Joni Mitchell, holding the record in her arms. Since then she has designed hundreds of covers—among them are the 1986 edition of James Joyce's Ulysses, books by Kurt Vonnegut, and Madonna's first record. The cover "functions as an emotional visual touchstone," Goldberg says. "It's still something that we will always visualize in our heads as what that book looked like. It definitely becomes part of the experience."

For three decades, Goldberg has also been teaching design. This year, for the first time, she is offering a digital editorial design class using the iPad. To explain the technology side of things, she teamed up with two pros from Conde Nast. Goldberg didn't have a computer for her entire career, and hasn't designed any covers for ebooks herself. These days, she says, "I'm more sort of, I guess, the guru."

Or, as she added later, "I'm just somebody who gives a shit but I don't really know how to do it." In late January, Goldberg tried her hand by presenting at an event on the future of design in digital book publishing, sponsored by AIGA, the professional association for design. She showed off her students' work with animated book covers, and declared that the Kindle experience is like "reading through a tub full of dirty dishwater." Eric Himmel, the editor in chief of Abrams publishing, took notice. After the talk, he called her up and said, "I'm not waiting for the world to shift."

Himmel has been in publishing for 30 years, and at the art-focused ABRAMS, it is his job to care about design. "Book covers have been in crisis for some time now," he told me. Pressure comes from the shrunken images on Amazon, a need for covers to be more multifunctional, and, on the other hand, a renewed desire to reclaim the tactile qualities of textured, gorgeous print. The idea of a book cover as a singular form has vanished some time ago, and he says, "I don't have a clear view of the future."

Then he saw how Goldberg's students incorporated the vocabulary of bookmaking into multimedia cover layouts. Rather than borrow techniques from documentary film, they used typography in more sophisticated ways that seemed to be digitally-native expressions of book design. Her students also used moving images, video, and audio.

The digital book can be a complete piece of art, Goldberg explained, though "we're doing it by the seat of our pants. There is no technology that is uniform yet." And publishers haven't embraced it, she says, because "they don't have resources."

"I don't think anybody's figured out how to create a whole creative environment that's able to fit well into every publishing house right now," Goldberg told me, adding, "I'm sure there are companies that are talking about it all the time. But I haven't seen anybody go about it."

Himmel's call after her talk came as a sign of hope. He asked Goldberg for her students' phone numbers. He isn't quite sure how he wants to put them to work, but he described "a kind of laboratory" to develop some prototypes using the most accessible software. There's the ubiquitous program, Adobe—which Goldberg and others say can be hard to use for digital book design—and Himmel pointed to Apple's iBook platform as an alternative option. Still, Himmel says, this is all very new.

And costly. Paul Buckley, Vice President, Executive Creative Director at Penguin—who oversees the development of 800 book covers each year—noted the expense of adding digital features: "Benefits have not yet caught up to the costs of this extra content. Because the viewer's not going to pay for it." Publishers' art departments haven't traditionally come equipped with highly tech-savvy illustrators and typographers. And even as more digitally-capable designers arrive, so too will their demand for new tools to support their talents.

With or without digital frills, the cover sensibility is fetching simplicity. A winning formula tends to involve bold text and pared down illustrations. Says Buckley, "We need to broadcast ourselves clearly."

Legible means, literally, capable of being read. For Buckley and other like-minded designers, there is elegance in legibility: The cover can be deciphered by the human eye, from a distance or on a small screen. But it's not only our eyes that must do the reading. So too, computers read our books, with varying degrees of success. So says Holladay Penick—Creative Director at OnixSuite, and formerly of the Institute for the Future of the Book—in noting that "legibility is a big concern."

When Buckley's team at Penguin designs a book cover, they turn it into a PDF (or sometimes a JPG) and load it onto their server for someone else to send out into the marketplace. But major retailers, like Apple's iBook store, won't sell ebooks as PDFs, mainly because these files can't adapt to different screen sizes. Instead, publishers must offer up their books in a format called EPUB, sometimes by working backwards and converting from the PDF. The EPUB file can then be changed again, as is the case for Amazon's Kindle. In other words, digital reading doesn't only have one kind of digital expression, and this poses obvious complications for how books may be aesthetically packaged.

The early ebooks tossed readers right into the text, without ceremony. This is still true in many cases. On a standard Kindle, for example, you can buy a book and pop right over to the first page of the introduction. There is no procession through the cover, title page, and so on. To see the cover at all, you have to manually click backwards, perhaps more than two dozen times.

"I'm not sure they should be called 'covers,'" says Bill McCoy, the director of International Digital Publishing Forum, which oversees the EPUB system. Rather, "It's really more an introduction to the experience you're going to have in consuming this content." For McCoy, this is comparable to an entrée into a video game or DVD main menu page. If a movie were to just start playing, the viewer's impulse would be, "What's wrong, what's going on here?" he explains, "You expect to get some choices and a menu of options." Whereas the movie business has been sorting this out for the past 15 years, "We're just in year one of that for digital books."

For some, those introductions are simply an annoyance to be tolerated until they can get to the good stuff. When McCoy's 9 year-old son plays video games, he skips past preliminary screens to jump right into play. For their part, readers with print copies rarely stare admiringly at a cover for 20 seconds before diving into the text. "People will come to see what works and what's annoying," he says.

Earlier this year, Nielsen released a white paper on the relationship between metadata and book sales. Metadata was defined on different levels—basic and enhanced—so that the former included familiar elements such as title, publication date, and cover image; the latter included author biography, plot descriptions, and table of contents. "As the book industry takes its next step into the digital age, metadata will not only remain an essential part of the industry, but become increasingly important," the report concluded. Also of note: by including a cover image, sales go up 268 percent.

At his Build conference presentation, Craig Mod said "The cover is being encroached upon by social actions," adding that "the cover is no longer this thing that sits on its own, but it's competing with other metadata."

In digital space, the areas where books are read and discussed need not be set apart. The metadata in the Nielsen paper—recognizable from every Amazon book page—is only one part of the equation.

"What's in books is data. And that data is going to be increasingly subject to business," says McCoy. Cover testing—commonly used for magazines—could just as easily be applied to books, and "data analytics-driven optimization is going to have to be something designers are going to have to deal with." Create 20 covers and watch which one sells the best. Or create a monitored ad campaign to determine which branding strategy works for a given title.

"Books ought to have multiple covers and multiple flaps," says Seth Godin, a marketing expert and founder of the direct publishing website, The Domino Project. Readers should be able to set preferences on their ebooks to show different covers depending on what they're looking for, he explained. This might include, among other things, how many people tweet about the book.

That morning, as Godin spoke about book covers within the context of the publishing industry at large—"the next two years are going to be really bloody. A huge, huge about of income is going to disappear, and the amount of competition is going to increase"—Godin had just published a book of his own. He made it available for free in PDF and EPUB formats, as well as html and a Kindle version. The "cover," visible here as the first page of the PDF, is simple text. The title is set in white inside a black rectangle. Yet most of the Domino Project books have no words, just pictures, because Godin says, "We felt like words are redundant. And we wanted to use every square inch to send a message." The message of his book on that particular morning was spelled out clearly: Stop Stealing Dreams.

Ultimately, though, he says "I don't think book covers are going to save the day."

Meanwhile, at Penguin, Paul Buckley is not extremely worried. "Whether it's a hard copy or a digital copy, it's still going to have a cover. I think they might change to a certain degree, but everything evolves," he says. And although he faltered when explaining how covers are tailored for ebooks—"It's sort of amazing how behind I am. It's kind of scary"—he also expressed his willingness to make a few adjustments. "I don't get bogged down in visual integrity. If somebody wants the cover to move a little bit, I won't lose sleep over it." via theatlantic.com

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118. 

Sunday, April 15, 2012

Bordeaux citizens design bike for city-wide rental scheme

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The City of Bordeaux has crowdsourced the design of its Bike of the Future for its public bike rental system.

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France

3rd April 2012 in Government, Transportation.

We’ve seen the crowds chipping in to design everything from credit cards to new fashion collections, and we’ve seen a number of city-based bike rental schemes. Combing elements from all of these, The City of Bordeauxrecently asked its citizens to design the Bike of the Future for its public bike rental system.

The City asked residents to submit their ideas for a new bike design through the official City of Bordeaux je participe micro-site, with more than 300 respondents taking part. Designer Philippe Starck was then brought in to translate the numerous suggestions into a single concept. The final design, unveiled at the second Cyclab event in Bordeaux in February, is a silver and yellow bike-scooter, with a foot panel placed in front of the pedals to enable users to safely push start the machine. Peugeot has now been contracted to put the bikes into production before they become part of a city-wide rental scheme.

The aim of the project was to give citizens an input into a service they will be using themselves, with the final bike reflecting their concerns over ease-of-use and safety. Government departments elsewhere: could crowdsourcing ideas from local residents improve your services?

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118. 

 

Snap a photo of physical junk mail, become unsubscribed

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Snap a photo of physical junk mail, become unsubscribed

Seattle-based Readabl’s PaperKarma mobile app lets users submit a photograph of each piece of junk mail they’d like to stop receiving, and then works to make that happen.

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United States

30th March 2012 in Life Hacks.

No one likes junk mail, and the average US household receives some 850 pieces of it over the course of a year. Whereas French Pubeco aims to shift such communications to the online sphere, Readabl’sPaperKarma mobile app lets users submit a photograph of each piece of junk mail they’d like to stop receiving, and then works to make that happen.

Roughly 44 percent of unsolicited mail in the US ends up in landfills each year without ever being opened, according to Seattle-based Readabl. Aiming to help address that problem, the company’s PaperKarma app enables users to simply snap a picture of an unwanted piece of junk mail and press “send” to become unsubscribed from the mailing list that generated it. The company explains: “We work closely with the source companies to help you unsubscribe from catalogs, magazines, credit card offers, etc. and optionally – i.e., if you explicitly choose to – convert you to the corresponding online (email) versions.” Launched earlier this year, the free PaperKarma app is now available for AndroidiPhone, and Windows Phone.

Of course, unwanted mass mailings aren’t just a problem for consumers — such fruitless effort also represents a significant waste for the companies that send them. How can your brand help to reduce the many resources wasted this way?

Speaking  

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth.  

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118.  

 

7 Reasons Why You Need a Wedding Website

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GeekSugar    

How do you feel about wedding websites? Some people find them a good outlet for narcissism, while others find them to be a helpful guide during modern digital times.

Sure, tossing 600 photos of yourself on your wedding website with an accompanying story about how you met is a little extreme (and totally unhelpful), while building a simple site to share important event details and anecdotes from your relationship is not.

Here are 7 reasons why you need a wedding website, and what your site should include to be of maximum benefit for your guests.

  • 1. Save on printing costs. If you’re having invites printed, you know how quickly the price will rise by just adding another piece of paper to the mix. By directing everyone to your site in any engagement party, shower, or wedding correspondence, you’ll save time, money, and effort on printing costs.
  • 2. Easy registry access. You’re probably already refreshing your gift registry to see which items have been purchased; why not give guests easy online access, too? In most cases, you can link directly to your registry info, which makes it easy for guests.
  • 3. Your fridge can only hold so many magnets. If your friends are anything like mine, you already have a fridge full of Save-the-Date magnets from friends and family. The side of my refrigerator is busier than the wedding announcement section of my local newspaper. Skip the magnets, save some cash, and put together a website.
  • 4. Change of plans? No problem. Last minute location change? In-case-of-rain info? Hotel updates? While major changes to the big event can make for one hectic bride, making the change on your site takes five minutes of your time. Plus, you can add updates as the date gets closer instead of feeling the pressure to nail everything down before your Save-the-Date notices are sent.
  • 5. It’s easy to stay in contact with your guests. Many wedding site templates offer guest book and RSVP sections. Ask guests to sign the book or enter their email addresses to be notified of site updates or changes. Then happily send one email instead of making 150 calls.
  • 6. You don’t have time to deal with 150 calls from 150 guests trying to figure out directions. The last thing you, your parents, or your Maid of Honor has time to deal with is an endlessly ringing cellphone from friends and relatives asking to clarify the location one more time.
  • 7. It’s eco-friendly. No matter how you use it, your site will probably save you cash on paper and stamps, not to mention the trees you’ve saved by using less paper and carbon emissions you’ve spared by not loading the mail carrier down with a whole lot of envelopes. Whether you prefer to go completely paperless and use your site for everything or just plan to ask for eRSVPs for a portion of your wedding-related festivities, every little bit helps.
via mashable.com This article originally published at GeekSugar here.

 

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118.