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The Key To Smart Branding



I know that for some new entrepreneurs, ‘branding’ can be a scary word. The ‘big guys’ spend millions on their branding efforts, so how can you possibly compete?

In a word – consistency. You compete with consistency in your branding.

I promise – a strong focused brand will attract the perfect customers to you like a magnet.

So why is consistency the #1 best thing you can do for your branding? And how do you keep your branding consistent? Let’s jump in.

Use Consistency For Better Branding

To achieve business success, you need to know how to best leverage your website, social media and other online marketing channels.

And to best leverage these marketing channels, you need brand consistency.

So what do I mean by brand consistency?

First, you must (repeat: must) go through the process of clearly defining your brand. Do this before you build your website, scout out storefronts, or start planning your business packages. If you don’t know who you are and what your business is all about, then nothing else will turn out the way you want.

So how do you determine your brand positioning? You start by understanding your unique selling position (USP) and what sets you apart from your competitors.

Then you follow up with a brand positioning statement that will guide all your future marketing endeavours.

READ: Choosing The Right Photos For Your Website & Online Brand

Forget the old saying. Online, a picture is worth way more than a thousand words. That’s why you have to choose photos for your website and online marketing that really pop and make potential clients remember you.

And don’t worry. Even if you don’t have the budget for a fancy photographer, there’s still plenty of ways to get great images for your website

More on our website

How To Use Your Brand Consistently

Once you’ve established the heart of your brand, you’ll want to make sure that all of your marketing and business dealings reflect your brand voice and personality.

On the ground, this means that every interaction someone has with your brand should have the same look and feel. And that look and feel has to come across in an instant. Remember you only have about five seconds to make a first impression. So what kind of first impression do you want to give.

That’s why it’s so important to have a brand guide to identify your style for all visual materials. Use the same colours and fonts in all of your marketing materials, along with your logo. Stay consistent in this way, and customers will instantly recognize your brand whenever they interact with it.

So have you gone through the process of clearly defining your brand yet? Remember that a brand with individuality has a unique competitive advantage.

Visit our website to find tips on how to make a memorable brand.

Or, you can work with a branding expert! Our visual branding seervices are for small businesses and rising entrepreneurs looking to present their business in a way that will better impress their target market while establishing vital credibility and trust.

To your business success,




CEO Tips I Wish I’d Had When I Started



As a good CEO I like to get to the bottom line quickly, so here are the tips we will review.

1 What’s my job? What am I responsible for?

2 It’s the people. It’s all about the people.

3 The roadmap to your vision.

4 Who are you? What is the brand YOU?

5 “What’s in it for me” Your Customer

6 Stick with what you are good at.

7 Do it. Just do it!

Today, you may be at the top of the company’s organization chart. HELP!!!!!

If you are a new CEO or have aspirations of being one, I hope you will do well and you may have learned some of these lessons already. If you have been in place for a while, this may be just a review for you and will help accelerate your business performance.

CEOs are in office for a shorter and shorter time. A Booze Allen study in the 2500 largest market cap companies has shown that in a decade the average tenure has been cut by more than 2/3rds from 9.5 years to 3 years and the turnover is less and less at the CEO’s choosing. The non voluntary reasons for leaving have skyrocketed from 27% in 1995 to 70% in 2006.

Why are CEOs turning over? In about equal proportions the reasons are:

o Merger driven

o Performance driven

o Regular Transition

Think about it. A very short time in place and only 1/3 are regular transition. CEOs had better hit the ground running and running well.

“Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn’t matter whether you are a lion or a gazelle, when the sun comes up, you’d better be running.” Successories

Many of us learned through on the job training. As we worked our way up to larger and larger responsibilities, we had the chance to hone the skills we learned first hand. That takes time and lots of experience. But there is another way and that is to learn from others who have gone before you and done so successfully.

Here are some CEO tips I’d wish I had when I first became a CEO. This isn’t a clipping service from the latest books. It is a summary of what I have found through my 36 years in general management to be most important, augmented by some pearls of wisdom from many other CEOs. When you have the time, read all the books. Better still; hire a smart business advisor consultant to provide the depth to these ideas.

You will note that there are some questions for you at the end of each section that relate to that section. Answer them. The only way to learn and make these tips worthwhile is to apply them to your business.

1 What’s my job? What am I responsible for?

While ultimately it can be said that the CEO is responsible for everything, there are several key leadership responsibilities that fit for CEOs of companies of all sizes. You are going to find, if you haven’t found already, that you like me are being pulled into many, many activities and issues that really can be handled by someone else. Be vigilant, because each will erode your time on the really important areas that only you as CEO can handle.

Setting strategy and vision.

The CEO is the owner of the vision and the strategies on how to make that vision a reality. No one else in your company can play this role. The senior management team can help develop strategy. The Board and investors can approve a business plan but the CEO ultimately sets the direction.

Vision is your concept of the future of your business, how you perceive and experience the future of your company right now, in the present. A powerfully held and shared vision energizes and inspires people. Vision is the vital catalyst that multiplies the efforts people put into their work, and intensifies and enlarges the effect of those efforts. Getting big is all about how one thinks. It is just as easy to have a big dream as it is to have a small dream.

“Your vision is the promise of what you shall one day be; your ideal is the prophecy of what you shall at last unveil.”

James Allen

“Dream Big and Kick Ass.”

Donald Trump

“It was just about a little over 30 years ago when I started Microsoft. That was based on a vision that the microprocessor, the computer on a chip, combined with great software that we saw ourselves and other companies doing, could create something magical, a tool of empowerment.”

Bill Gates

What is your vision for your company? Does it stretch you and your company or is it just comfortable?

Core Purpose is the organization’s reason for being.

3M To solve unsolved problems innovatively Mary Kay Cosmetics To give unlimited opportunity to women

HP To make technical contributions for the advancement and welfare of humanity Nike To experience the emotion of competition, winning and crushing competitors

Merck To preserve and improve human life

Walt Disney To make people happy

Sony To experience the joy of advancing and applying technology for the benefit of the public

Wal-Mart To give ordinary folk the chance to buy the same things as rich people

Building culture.

If vision is where the company is going, values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. A great place to work can attract and retain the very best and a terrible place to work can drive away high performers. Culture is built in many ways, and the CEO sets the tone. His every action-or inaction-sends cultural messages. People take their cues about interpersonal values-trust, honesty, openness-from CEO’s actions as well.

“Culture isn’t one aspect of the game – it is the game!” Lou Gerstner – ex IBM CEO

“Good values attract good people.” John Wooden

Have you been clear on the core values and operating principles for your company? What are they?

Core values are essential and enduring tenets of an organization. A small set of timeless guiding principles that require no external justification but have intrinsic value and importance to those inside the organization.


* Corporate social responsibility

* Unequivocal excellence in all aspects of the company

* Science based innovation

* Honesty and integrity

* Profit but profit from work that benefits humanity


* Service to the customer above all else

* Hard work and individual productivity

* Never be satisfied

* Excellence in reputation; being part of something special


* Elevation of the Japanese culture and national status

* Being a pioneer – not following others; doing the impossible

* Encouraging individual ability and creativity

Walt Disney

* No Cynicism

* Nurturing and promulgation of wholesome American values

* Creativity dreams and imagination

* Fanatical attention to consistency and detail

* Preservation and control of the Disney magic


The CEO hires, fires, and leads the senior management team. They, in turn, hire, fire, and lead the rest of the organization. The CEO sets direction by communicating the strategy and vision of where the company is going. With clear direction, the team can rally together and make it happen. As the leader of the leaders, the CEO has to make them function smoothly together.

“Build for your team a feeling of oneness, of dependence upon one another and of strength to be derived from unity.” Vince Lombardi

“Surround yourself with people of integrity and get out of their way” Hector Ruiz – CEO of AMD

How well is your team functioning and is everyone pulling their weight?

Capital allocation.

The CEO sets budgets, funds projects which support the strategy and ramps down projects which lose money or don’t support the strategy. He considers carefully the company’s major expenditures, and manages the firm’s capital. Some CEOs don’t consider themselves financial people, but at the end of the day, it is their decisions that determine the company’s financial fate. Sound decisions are key to your profitability and long term success. No surprise here!

“Business isn’t about the score of the game you played in the last quarter or the last year. It’s probably about decisions you made three or five years ago, and how well you were able to adjust your course.” John Chambers, CEO, Cisco

On what basis do you make capital decisions and how does the need for quarterly results impact your longer term thinking and plans?

“Manage your top line of strategy, people and products and your bottom line will take care of itself.” Steve Jobs – CEO Apple

2 It’s the people. It’s the people. It’s all about the people.

Work gets done through people. They create the products, the processes and the revenue. They manage the customers, they manage the resources and they activate the strategies and plans. They bring the vision alive and actualize it. They should be your most valuable resource.

“A leader is judged in terms of what others do to obtain the results he is placed there to get.” Vince Lombardi

Historically, most companies hired good people, trained them and kept them for many years. Loyalty went both ways. They followed a philosophy like these ones at Procter & Gamble and GE.

“I know that the single biggest contribution I will make to this company is helping the next generation of leaders become the best that they can be.” “My job is to unleash the creativity, initiative, leadership, and productivity of P&G people. They are the leaders who’ve delivered the results.” AG Lafely, Procter &Gamble CEO

“Before you are a leader, success is all about growing yourself. When you become a leader, success is about growing others.” Jack Welch Ex CEO of GE

“If you leave us our money, our buildings and our brands but take away our people, the company will fail. But if you take away our money, our buildings and our brands but leave us our people, we can rebuild the whole thing in less than a decade.” Procter &Gamble CEO Richard R Dupree 1947

That philosophy is no longer the case for many companies. Meaningful development plans no longer exist, particularly for the CEO. That means you need a plan that recruits the right person for the job and moves them out quickly when they are no longer right. Half a body is worse than no body at all. It means far more work to do anything through someone who isn’t in tune and it lulls you into a false set of security since you don’t have a ready hole to fill. Plus you are paying for the full measure while only getting part. Training and development takes time and money. The “hire, admire and fire” is also quite expensive when all the costs are added in, including the loss of the intellectual capital that goes out the door each time. Be careful in your strategic selection.

“Recognize the skills and traits you don’t possess and hire people who have them.” Howard Schultz – Starbucks

In either philosophy, a critical action is selecting “A” players and having them in key positions. An “A” player is someone who consistently excels and goes beyond expectations, reinventing and improving new situations. They take initiative, and that they exhibit purposeful action. No organization can have all “A” players, but “A” players have to be in the key positions for the organization to be successful. The responsibility of the CEO is to understand which positions within the company are key positions and to insure that the business has “A” players in all key positions in the company. Then have fully functioning “B” players in the other roles to support them. Move out the “C” players to other companies and opportunities where their talents will allow them to become “A” or “B” players there.

“Life with top players is heaven! Life without top players is not life at all. It is hell!” All managers of non playoff teams

What are your people plans?

How are you nourishing them so that they deliver above average results?

3 Show me the roadmap to your vision. You have to have a written plan.

Strategy is about figuring out what is really important and what you can do to influence it. Businesses are a complex network of issues but there are only a few things that really make the difference in the marketplace. I have found that the majority of CEO’s with whom I speak may have a plan but most don’t have it written down. My findings are supported by the Association for Strategic Planning with 63% of companies not having a strategic plan at all. Most have simple short term plans but not much more than a half year. Your plan has to be written in order to really take hold and bring your organization in support. It must cause you to identify the key targets and the plans that will deliver them. It will harness your scarce resources and dictate how to use them most effectively. It aligns the work of your employees. It keeps you on track!

“When I am on that speedway, you had better believe that my team and I are following a written plan that we have developed for success. I am going far too fast to just wing it.” Dale Earnhardt

There are many reasons given for not taking the time to make the investment in developing a strategic plan. Most have to do with time and other priorities. Some companies foolishly believe that their industry is different. It is changing too fast for a plan to be meaningful. Not so! Believe me this is the most productive and beneficial activity you can do for your company and yourself by a long shot. You need a written plan in a format that is useable.

“You shouldn’t expect to walk into a new leadership job with an established strategic plan. Rather you should walk in prepared to lead a strategic process.” Dave Peterschmidt – CEO of Securify and previously Sybase

What is your plan? Is it clear, concise understandable and actionable? Is it a living document that can be modified as you reach milestones or circumstances change? Do you even have a written long term plan? If not, when?

4 Who are you? What is the brand YOU?

As the old wise marketing guru said ” Branding is the essence of successful marketing.”

Brand equity is a precious gem. While not particularly rare it can be very valuable. So how do you tap into this treasure?

Consumers and customers don’t buy products or companies they buy brands. They form relationships with brands. The performance of your company or product, what it does and how it does it, is the core identity for the brand. The brand also has a distinctive personality and character that makes an emotional and trust based connection with the customer and distinguishes it from competitive brands.

“What Is a Customer Relationship? It is an on going conversation in which the customer never thinks of you without thinking of the two of you.”

Tom Peters

What does Peters mean when he says the customer thinks of the two of you? I believe that he means that you have established such a positive relationship with that customer that they consider you to be instrumental in their business success. Therefore you are bonded and the equity you have established is very strong.

Brand equity can provide strategic advantages to your company in many ways

o Indicator of quality. (Coke vs. cola.)

o Command a price premium. (Intel vs. AMD)

o Simplify the decision process for low-cost products. (Kleenex vs. facial tissue)

o Give comfort by reducing the perceived risk. (Beringer vs. Two Buck Chuck)

o Maintain higher awareness and included in most consumers’ consideration set. (Microsoft, Ipod)

o Strong defense against competition.

Brand names are company assets that must be invested in, protected and nurtured to maximize their long-term value to your company. Brands have many of the same implications as capital assets (like equipment and plant purchases) on a company’s bottom line, including the ability to be bought and sold and the ability to provide strategic advantages.

“What you ARE shouts so loudly in my ears I cannot hear what you say.”

Ralph Waldo Emerson

“Your brand is not what you say you are, but what your customer thinks you are.”

Steve Yastro

When people think of your company what image comes to mind?

5 “What’s in it for me” – Your Customer

This isn’t just a song by Faith Hill. It is a way of life for your customers. They don’t care about you and your business issues. They are interested in what makes their life better. How can you or your product help them? Yes they want a great price and they want value but most of all they want that emotional benefit that says this fills MY needs. It isn’t always the best product from a logical standpoint. The emotion is also important and needed. Think about it.

“People don’t want a quarter inch drill. They want a quarter inch hole.”

Theodore Levitt

Value is what the consumer says it is. This is where a brand has to walk the talk.

“It’s the EXPERIENCE, stupid!”

as James Carvel might have said

Customer satisfaction = Your performance

Customer Expectations

Research shows that people want:

o To have you really know what they want and need

o To be treated with respect and to be listened to

o Not be bounced around and treated like dummies

o Not be served by people who don’t know their stuff

o To have products that fill those needs

Find out what customers want from you and know that what you are providing matches it. Do the research and don’t guess. Deliver what you say you will. Far too many businesses focus on ways to keep customers, only to lose sight of the fact that their product or service simply isn’t what it should be. Stop talking about features and start talking about benefits. The benefits to the customer. The benefits make a customer, YOUR customer. Make yourself more valuable to your customers, become a part of their world. Give them the five star treatment and they will give you five star loyalty.

“Call it “loyalty” or “customer intimacy”. Come hell or high water, get close to that customer, listen to that customer, and love up that customer for all you’re worth”.

Tom Peters

How do you measure your customers’ loyalty and what are you doing to drive it ahead?

6 “Stick with what you are good at.”

That means your core competencies. A core competency is something that a firm can do well and that provides customer benefits, is hard for competitors to imitate and can be leveraged widely to many products and markets. Clearly these provide a competitive advantage…if you stick to them and use them.

Your strategic plan should identify your core competencies and how to use them most effectively. Most fall into three overall categories of strategic focus. They are low price, technological advantage and customer service. Within each of those are many more specific core competencies that enable the company to deliver on that particular strategic focus.

Here is an example of what can happen when you don’t do this and I know that all of you have seen similar examples.

Garo Yepremian, Miami Dolphins field goal kicker, despite all of his success, is remembered by many people for an embarrassing incident in Super Bowl VII. Yepremian was sent in to kick a field goal. The field goal attempt was blocked and Yepremian managed to get to the ball. He picked it up and attempted to throw a pass. The ball slipped from his hands and went into the arms of Redskins cornerback Mike Bass, who returned it for a touchdown.

In the 1990s, Sears Roebuck divested itself of Allstate Insurance, Dean Witter, and its real estate brokerage activities to focus on its core competency, which was retailing general merchandise.

Wendy’s is divesting Tim Hortons doughnuts.

Chainsaw Al Dunlop divested almost everything in his companies but that’s another story.

“What it will come down to…is that we will try to do what we do best. We will go with our strengths.”

Vince Lombardi

Green Bay had the pulling guards, Kramer and Thurston, and gave the ball to Jim Taylor or Paul Horning on a sweep. They won 5 NFL titles and the first two Super Bowls.

“Baseball was okay but let’s get back to the court with the Bulls.”

Michael Jordon

What are your personal core competencies?

What are the core competencies of your company?

7 Do it. Just do it

A great Nike slogan that reached a lot of people and established Nike’s reputation in athletic wear. But it is much more than that. It is a call to action. To actually employ the people and the leadership teams in the culture that has been created. To capitalize on the capital you have invested and the brands created. To be meaningful to your customers, to fill their needs and to do it through your significant strengths. You just have to do it. A good plan in the market has a far better chance of successful impact than a great plan still being developed

“The thing that keeps me awake in this business is the speed at which you have to move.”

Robert Nardelli CEO Home Depot

Many CEO’s get to the top based on their success at making decisions. However, once at the top there is the realization that the decisions are different. At all other levels in the company on important decisions all you could say is no to the project. If you agreed with the idea or recommended project, it went up the line to the next level of authority for their concurrence. Now, at the CEO level, you’re it. You make that “Yes” decision. The final decision is yours!

“You miss 100% of the shots you don’t take.”

Wayne Gretzsky

But there can be a reluctance to actually make that decision. It can be seen in some of the following actions:

o Paralysis by analysis.

o Do more research.

o Send it to a committee for further study.

All of these are delays in the decision making process and all cause the company’s progress to slow or stall. Often times they come under the umbrella thought of “We will do this when things settle down.” Guess what?? Things never settle down. So get on with it and start driving your business forward.

“Get out of your own way … Your success depends on it.”

Bill Gates Microsoft

How are you doing? Are you poised for action or are you treading water at the moment? What is keeping you from driving ahead?


There are many other tips that can be added in subsequent wrings but these are the most important in my experience. Put these tips to use for you and your company.

1 What’s my job? What am I responsible for?

2 It’s the people. It’s all about the people.

3 The roadmap to your vision.

4 Who are you? What is the brand YOU?

5 “What’s in it for me” – Your Customer

6 Stick with what you are good at.

7 Do it. Just do it!

I’d offer you one more tip. It comes from consulting with the many clients I have been fortunate to assist. Invest in an expert to accelerate your progress. You read this article to get some tips to help you do a better job of being a CEO. Now make the investment to secure a good business advisor in whatever area where you know you need to focus. The ROI is substantial.

Do it today.

Remember, there is no rewind button on business or life.

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Choose the Right Agile Methodology With External Dependencies – Scrum VS Kanban




Software development is a set of complex tasks. Many parties involvements and coordinated participation are necessary in order to achieve results. Agile methodologies explains some guidelines and provides more multiple framework to facilitate the development process. Two well known framework is Scrum and Kanban. It is important to select the appropriate framework for effective project management. Making a good choice will make the project run smoother and increase team members engagement. This article explains which framework could be a more appropriate choice when a project has too many external dependencies.

Scrum Framework in a nutshell:

Scrum Software development is a value driven iterative development process. Each iteration is called sprint. sprint starts with planning and end with a review and retrospective. Scrum defines 3 roles:

Product owner (PO): Product Owner is responsible for creating a prioritized list of all features of the product called product backlog.

Scrum Master (ScM): Scrum Master keep the focus on the goals and help the development team to remove the impediments. Scrum master is also responsible for facilitating scrum artifacts.

Development Team: At the beginning of the a sprint development team picks some of the features based on their capacity. Usually the most important features are picked first. Ideally, end of the sprint all features that are picked shall be done and shippable.

Kanban Framework in a nutshell

Kanban is a Japanese invention that mainly is a scheduling system for lean manufacturing and Just In Time (JIT) manufacturing. It is also viewed as an inventory control system for supply chain.

Kanban operates using “PULL” method. Demands are stacked and the production pulls requests from the demand according the capacity of the production. This philosophy is implemented in every station of production. A Kanban card is used to send signals from one station to another within the production line or even external supplier. A Kanban card generally states the demand. When a Kanban card is received that triggers an order to fulfill the demand stated in the card. Thats how Kanban represents a contentious flow of work in progress.

How Kanban can be applied in software development & Agile?

All demand orders from customer can be viewed software product development requirements/ requests. as the backlog for the software and product owner can be given the responsibility to make a prioritized list. whenever a Kanban card is received the higher priority work items shall go to the production. Systemization, Development and Test can be considered as three minimum station in software development production line. A work item is done when it goes through the entire flow. Once the last station is passed, it shall be shippable.

What is External Dependency?

Agile software developments teams are expected to be formed in a way that the development teams shall be responsible for end to end value delivery. However, an agile project could be consist of multiple development team. This article refers to a dependency as external dependency when a task can not be handled by the development teams involved in that project. Dependencies within different teams in a project is addressed as internal dependency.

Corrilation between External Dependencies and Scrum and Kanban

When a Scrum development team can not finish a task within the sprint that task shall go back to the product backlog and re-prioritized so it can be pulled by the development in the future/next. One of the main philosophy of Scrum team is to make commitment at every sprint to complete all pulled task and make it shippable. Ideally, team should do nothing else but what they have committed to do. Another key aspect is that in Scrum an estimation of future

Kanban on the other hand accepts producing and/or supplying based on demand signal through Kanban Card. Kanban does not require estimation in future.

Let’s take a case study of Hardware (HW) and Software (SW) development with external dependency

In this example let’s assume Enterprise “ABC” is developing a product “XYZ” where the enterprise is responsible for deliver the complete product both HW and SW. HW and SW development is defined as two separate project and both projects have respective project manager who regularly meets and synchronise the project time plan. For the SW project, HW is an external dependency. For the HW project, both components from external vendor and SW are external dependency.

Case Study: Agile Projects are running with scrum


HW teams develops Component-1 & Component-2. SW team don’t start in Sprint-0.


HW teams delivers component-1 & Component-2. They plan to start working on component-3, component-4 and 15% of the time for unexpected bug report.

SW teams plan to work with component-1, component-2 and 15% of the time for unexpected bug reports.

SW teams take component-1 &2 develops software for both. Component-2 works fine sone send it to Integration and finds a few minor issues on component-1 so send it back to HW project.

HW teams hardly manages to fix within the 15% allocated time.


HW teams delivers Component-1,3 and 4 to the SW project and plan to work with Component-5 & 6 with 10% (lower as component 5 & 6 are bigger) unexpected work estimation.

SW teams plan to work with component-1, 3, 4 and 5% (lower because more development to be done) unexpected work.

SW teams checks component-1 and send it to integration as it works fine. Almost immediately after they found problem with component-3 and 4. sends it back to HW. HW teams uses 10% and found its major issue and need longer time to solve. In the mean time integration is done with component-1 & 2. It is ready for SW to conduct an End-to-End (E2E) verification.

In this current situation SW teams are blocked because of all planned tasks are back to HW and HW don’t have the capacity to serve them. However, there are work to do for SW, i.e. E2E verification but that’s more that 5% unplanned capacity so the teams can not take the tasks.

In large enterprise this may often happen. Practically, scenarios may become a lot more complicated when teams are colocated in different countries and time zones. Scrum encounter challenges in this kind of scenarios. This enforces to break the sprint, re-plan set new goals which creates additional overhead. In addition, changing goals and commitments in the middle of a sprint may make a ripple effect and indirectly create unseen impediments.

Projects are running with Kanban

Let’s try to make a brief analysis of the case mentioned above using Kanban. In this analisys, both HW and SW projects have created 2 production lines. Every production line has a capacity of developing one component at a time. Kanban don’t require plan ahead so the SW teams could take in Component-1 & 2 E2E tasks without any disruption. Similarly, HW team could pull the chain for one component and start working on Component 3 or 4. From a framework point of view adapting to the situation like this would be OK as Kanban relies on continuous work flow.


Agile project management is about delivering right value fast. Choosing the right methodology can be the solo factor between failure and success.

Scrum is more suitable for development teams that has less external dependency since that allows teams to be able to predicts the future better and make a good estimation. For example, developing applications that are not embedded with HW or don’t have hard dependency on underlying platforms.

Kanban is more suitable when project tasks are triggered mainly by events. i.e. Integration, Development Support for already released products.

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Charity Event Tips: How Much Should You Charge for a Ticket to Your Event?



Keep in mind that the age and socio-economic bracket of your leading attendees, the kind of food, beverages, and entertainment your event features, and the mission of your event (major fund-raising, kitty fund, primarily social, etc.) all play a role in determining what your event’s ticket should cost. To help you decide on what you should charge for your next event you can look to the following three models.

1. If you are planning a black-tie gala at an exclusive venue with live entertainment, dinner, open bar, and a celebrity guest or guests, statistics show that within a price range from $15 to $300, most charitable attendees are willing to pay between$100 and $150 per person. Even in the current economy most people feel comfortable paying this money, but charities must remember that these events are some of the biggest fundraisers. Therefore, set your price at the higher end of the range if you are hosting such a nice social event. Event-goers expect a higher ticket price for Class A venues.

2. If you are planning an upscale cocktail party at a popular venue with passed hors d’oeuvres, a DJ, and an open bar, statistics show that most people would prefer a $75 ticket to the event. However, the range begins at $50 and reaches $100. Because of this wide range your charity should lean toward profitability in its pricing. In general, event goers are prepared to pay higher ticket prices for a charity event, because they know that increased profitability correlates with increased donations for your charity’s cause.

3. If you are planning a casual cocktail party for an after work event with a one hour open bar, statistics show that ticket prices range between $15 and $50, with a preferred $25 charge. As in the previous models, however, charities should lean towards setting the higher price to gain profitability.

According to a recent market research report, charities should also consider whether they want to develop a growing base of attendees for their events. If so, an excellent idea would be to offer discounted tickets for Young Professionals, especially through online ticketing services. If you offer discounted tickets to event-goers under the age of 30, you’re covering your costs, filling seats, and indoctrinating a new generation of philanthropists into the excitement of charitable giving. Lots of events have done this quite successfully. But, most of all, keep in mind that the majority of an event’s proceeds should be donated to the selected constituency. If people know they are donating to the cause and not the organization they are more likely to attend your charity’s next event, too!

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