Elements blockchain platform hydrachain compatibility with the ethereum protocol instant finality native contracts open source

Elements Blockchain Platform

HydraChain

Compatibility with the Ethereum Protocol

Instant finality

Native contracts

Open Source

Customizability

Microsoft Azure and Blockchain Technology: The Beneficial Alliance

Bletchley: The Fabric for Modular Blockchain

Project Bletchley and Cryptlets

Types of Cryptlets

Building in Azure Ecosystem

Azure vs. Chain Core

Installing Chain’s Distributed Ledger

Creating a Private Network

Using Azure’s Financial Services

How to Use Blockchain Tools on Azure

Chapter 18: Blockchain Technology and Financial Services

Future Banking Trends

Chapter 19: Blockchain and Global Financial Products

Payment without Borders

Faster and Better Trade

Cost

Speed of Execution

Value Innovation

Risk Management

Open Source

Potential Changes to Financial Services

Google Translate for Business

The World Wide Ledger

Blockchain and Credit Scores

Role of Blockchain IPO

Chapter 20: Blockchain and Job Opportunities

Overcoming the Banking Challenge

Chapter 21: The Roadmap to Financial Freedom with Blockchain

The Tools

Personal Identity

Remittances as a Case Study

Challenges of Blockchain-based Money Transfer

Chapter 22: Blockchain and Humanitarian Aid

Chapter 23: E-government: Estonia as a Case Study

e-identity

e-Health

e-Voting

e-Residency

e-Business

Chapter 24: Blockchain and Freedom of Speech

Chapter 25: Challenges of Blockchain Implementation

Unfamiliar Technology

Regulations

Illiquidity

Huge Energy Consumption

High Latency

Opposition from Governments

Cybersecurity Concerns

Behavioral Changes

Email Lists Other People S The Reason I Ve Added

VALUE DELIVER OVERVIEW

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6. Email lists (other people’s)

The reason I’ve added “other people’s” in brackets is because if you have an email list of your own I want you to hold it in reserve for when you start your $0.99 promotion. That’s because, of all the lists you email, your own list is likely to be the most responsive. It makes sense, therefore, to ask for their help when it matters most – i.e., when you want to get your book rocketing up the paid bestseller lists.

If you can get people to email their lists at the start of your $0.99 promotion, rather than when your book is free, then do so. The reason I am bringing up other people’s email lists here is that getting people to promote your book when it is free is an easier sell.

The “usual rules” apply when trying to leverage other people’s lists: Just as with Facebook and Twitter reach out to people with audiences who are likely to be interested in your book. Again, if what you’re asking them to promote is both good quality content and free you are more likely to get a “yes”.

Broadly speaking the cost will depend on the size of the list and can be anywhere from a few dollars to several hundred dollars. However, before agreeing on a fee try to gauge how responsive the list is. A highly responsive list of 10,000 may be better than an unresponsive list of 100,000. If the list owner is unwilling to give you any information about the responsiveness of their list then consider looking elsewhere.

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This way your calendar is only filled with items that MUST be done and

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Calendar

You MUST only use your calendar to record actions that must be done by a certain date. If you only think you would like to have things done by a certain date, leave them off your calendar. This way, your calendar is only filled with items that MUST be done and this makes it much easier to keep track of your MUSTS and ENSURES that these tasks are completed on the dates they must be completed by instead of having your calendar inundated with should and could (which is what your next action list is for!).

If your calendar gets cluttered with events or tasks that may or may not need to be done, it makes it tremendously difficult to distinguish your MUSTS from your COULDS or SHOULDS and your MUSTS can get lost in the crowd easily which results in a higher likelihood of them not getting done.

Your Next Actions lists, along with your calendar are at the heart of daily action management organization and orientation. Your calendar will determine the core of your day as you complete your musts and once they’ve been completed your next action lists will be worked on.

Reference List

Many things that come your way will require no action, however it will hold intrinsic value in the information that it provides. These items are things you’ll want to keep on hand and be able to retrieve as needed.

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PAID TRAFFIC IS NOT ALWAYS A GOOD INVESTMENT

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Paid traffic is not always a good investment. It often requires some experimentation, and thus mistakes, to be run profitably. You need to have a few things in place to make the most of your investment in paid traffic.

Below are some of the minimum requirements I would recommend having in place before you begin a lightweight campaign like the ones outlined in this chapter. As the amount of money you use in your paid traffic goes up, so should the sophistication of your tracking and automation.

Something to sell

You should have a product that you can sell to justify investing in paid traffic. Often it’s best to have products that address several price points from a $5-10 impulse buy, to a high-end sale.

Analytics to track success

You need to be able to track and measure the success of your paid traffic campaigns. Without analytics you’ll just be throwing your money out the window.

A basic email sequence

Before using purchase paid traffic, you should have a basic email sequence set up; any time you get a new email address from traffic, that customer should receive some information. Your email sequence should tell your new visitor what to expect, information about you, and some next steps (registering for a webinar, checking out more content, making a small purchase).

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WE SPEND A GOOD FRACTION OF OUR TIME TALKING WITH OUR CLIENTS USERS

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Diagnose by…talking to a “VOC aggregator” (perhaps the fastest way to understand users)

What VOC aggregators are, and why you need to find yours

According to Paul Graham of Y Combinator, to grow an early stage web business, you should spend all of your waking hours on the following three activities:

• Build the product.

• Talk to users.

• Exercise.

We agree. We spend a good fraction of our time talking with our clients’ users. It’s priceless, but it’s also time-consuming.

So we also talk to people who spend their whole lives speaking with users. For example, salespeople, consultants, and customer-support staff. We call these people “Voice-of-Customer Aggregators” (or “VOC aggregators”). VOC aggregators already understand the users. And they don’t just know facts like “The average user is forty years old with 2.4 children”; they know the users intuitively, much like you know your own family. In fact, they can often second-guess how the users would react to a particular idea. Plus, because they speak with so many users, they know the relative importance of each issue. When you talk to a VOC aggregator, you harness the wisdom of thousands of hours of conversations with users.

Of course, you still need to talk to users. But you can accelerate your understanding by identifying your market’s VOC aggregators and then talking to them.

With this in mind, here’s the updated formula:

• Build the product.

• Talk to users—and to people who talk to users.

• Exercise.

How to benefit from VOC aggregation

Here’s what you can do:

1. Identify your own industry’s VOC aggregators. They may be resellers, consultants, telesales people, customer-support people. They may work for your company or for other companies in the same supply chain. They may work for online companies, mail-order companies, or bricks-and-mortar companies. So, for example, when we work for manufacturers of consumer electronics, we spend a lot of time speaking with the staff of bricks-and-mortar electronics stores.

2. Talk to them. Ask them how they would sell your product. Their approach is likely to mirror the logic of how their customers buy.

3. Implement as much of their feedback as you can. Add the rest to your product road map and marketing road map.

While we were working with Sony, we visited a store that sold its devices. The shop assistant was great at selling the product.

She sold several of the devices each week, and she knew the answers to all the questions that visitors asked. We asked her for her views on the product’s website, which she knew well because she had studied it when searching for answers to her visitors’ questions. She described twenty-two facts that her visitors needed to know but that weren’t mentioned on the company’s website. We incorporated these facts into the webpage, making it much more persuasive.

For many products, the salespeople hold decision trees in their heads. What they say depends on how visitors answered the previous questions. In such cases, you should map out the decision trees, consolidate them, and then turn them into conversion flows. We did exactly this for a blue-chip financial services company. After speaking with its call center team, we made changes that resulted in a 214% increase in orders.

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