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daily 03/27/2014

    • This has to be the ultimate ‘what happened next’ and we remain hopeful that Jenny’s path will cross with her father’s again. Reportedly it was Steven Moffat who


      suggested this happy ending, so maybe he has an idea or two parked somewhere. Perhaps the Doctor will discover her on the wrong side of a conflict, or she will ride to his rescue at a crucial moment bringing that extra tension that only an awkward family reunion can offer.

    • With this alien cuckoo growing up amid human parents, albeit hidden behind a perception filter, even the Time Lord warned them to watch out when he hit puberty – promising to return. If George develops like a normal human boy, we think the Doctor ought to be making that house call sometime around 2020!



    • Gatiss also recently discussed the possiblity of the Time Lords returning at a Q&A panel in Brazil: “Every time you go back to Gallifrey, it starts to make the Time Lords a bit too domesticated … if you talk about them as this amazing, powerful force, they’re much more exciting.”
    • If you tell your managers they need to have a certain pipeline, you’ll get it. 
    • For late stage deals, ensure the rep has anticipated the most likely customer objections.  They should address these proactively.
    • Emphasize more prospecting activity when the top of the funnel is weak. Be prescriptive about How and Who your reps should prospect.
    • Identifying gaps in the current opportunities. Identify potential activities or information that the rep should’ve performed, but hasn’t. Ensure they follow up on these tasks.
    • Each time an activity is completed, the stage is advanced.  Each stage is tied to a specific close probability.  This leads to wildly inaccurate forecasts. 
    • Instead, forecasting should be tied to a tightly defined series of buyer behaviors and criteria.
    • The buyer is a current but frustrated customer of yours looking for an upgrade. You have been engaged early and often with their executive team.  They have asked for a proposal.
    • Most companies that have forecasting problems have a CRM adoption problem. 
    • This is a problem that starts at the top of the organization. The VP doesn’t understand the value CRM provides.  The result?  CRM becomes a massive reporting mechanism filled with lagging indicators
    • A properly enabled CRM system eliminates almost all the effort associated with forecasting.
    • Capturing customer feedback always has been a challenge for conventional vendors because they have to generate new processes to reach out to customers.
    • Subscription vendors are in a much better position because they can take advantage of all the customer data generated in the normal course of business. Virtually every customer action gives off data that when aggregated and analyzed can give a business great insights into the customer base. Savvy vendors can use the information thus generated to measure, iterate and scale their businesses.
    • Capturing billing data and its timing enables a vendor to make comparisons between periods — and even between years — that can reveal variations in use and uptake, and signal some aspects of satisfaction.
    • Pricing and packaging are two areas where subscription companies must constantly iterate, and the measure-iterate cycle can be a great solution for helping a company zero in on the best pricing and packaging approach for the moment.
    • Measures like attrition and customer lifetime value can combine to provide a powerful picture of future revenue before new business is counted.
    • For example, you might be able to measure and accurately predict customer attrition, something every subscription business faces.
    • Initially I dyed the jeans with a pack of the navy Rit powder dye, but this made them look more like colored denim than normal dark blue jeans. I went back and used black dye, and it gave me the exact look I was going for. I’d say you can skip the blue dye altogether.
    • Anytime I wash jeans I like to pull them inside out to protect as much dye as possible. Let them air dry and blam-o, your favorite jeans should be wearable again.
    • Doris Piserchia
    • Kathleen Ann Goonan
    • Robert Sheckley
    • Kage Baker
    • Carol Emshwiller
    • Amy Thomson
    • While advanced-consent waivers can’t be signed until a player makes the roster, they are almost always agreed to when a player signs his contract. That’s what has Wolf so offended—the Mariners didn’t tell him they’d require him to sign the waiver until Tuesday.
    • “I principally objected to that simply because we negotiated in good faith in February on a team friendly contract, if I were to make the team,” Wolf said. “”I felt like I came in amazing shape, I pitched great and I earned a spot on the team. They told me I earned the spot on team. But to me, that advanced consent thing is kind of renegotiating a contract so I told them I wouldn’t sign in and I disagreed with it.”
    • And it is the teams who have all the leverage—as non-roster invitees, players are so desperate to make a big league club that they’ll sign on under any onerous restriction.
    • It is also the sort of place where the bars have a dress code to keep out what your bigoted great-aunt might call “the wrong element.”
    • A full half of millennials call themselves “Independents,” which is twentysomething-speak for “I thought Obama was gonna close Guantanamo and not spy on us? What happened?”
    • It will be followed in short order by the “Giving Up” phase, in which these activist millennials either become Democrats because at least they’re not Republicans, or become Republicans because they made some money.
    • Significantly, that argument seemed to carry at least some weight with Justice Anthony Kennedy, who earlier in the argument had expressed concern that an employer’s religious beliefs could trump the rights of female employees. But other Justices were skeptical, asking Verrilli to identify language in RFRA that would even allow courts to consider the interests of the female employees.
    • Not really, and some of them are pretty upset. This is kind of a new thing for a company, to start with a Kickstarter campaign and later be bought out by a company like Facebook or Google. But it’s already pretty clear that a lot of people aren’t comfortable with the idea of paying a company seed money so that its founders can get rich off of a corporate acquisition shortly afterward.P


    • It kinda was, at least if you paid the $300 that it took to guarantee yourself a headset. But plenty of people paid more than that, and whatever the legalities of the situation are, those people probably feel like they had some kind of stake in the company. Think of it this way: If you gave a friend $5,000 to help them start a new business, then a couple years later they sold that business for a couple billion dollars without really consulting you, wouldn’t you feel a bit stung?P


Posted from Diigo. The rest of my favorite links are here.

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