Too many leaders take an incomplete approach to understanding empirical patterns, leading to costly mistakes and misinterpretations. As we have discussed before, one extremely common mistake is interpreting a misleading correlation as causal. We’ve advised countless organizations on the topic. We’ve written research papers, managerial articles, and even a book dedicated to the power of experiments and causal inference tools — a toolkit that economists have adopted and adapted over the past few decades. Yet, while we are deep believers in the causal inference toolkit, we’ve also seen the reverse problem — leaders who overlook useful patterns because they are not causal. The truth is, there are also times when a correlation is not only sufficient, but is exactly what is needed. The mistake leaders make here is failing to understand the distinction between prediction and causation. Or, more specifically, the distinction between predicting an outcome and predicting how a decision will affect an outcome.
Consider a manager that is struggling with the following question: Should I subsidize college degrees for my employees? She might start by examining the relationship between college degrees and productivity. Yet, even if she sees a positive association between college degrees and productivity, it is hard to know — without further analysis — whether this relationship is causal. After all, there are likely to be other underlying differences between people with and without degrees. And offering education subsidies to the degree-less employees won’t make them identical to the other employees who already have a degree. She would need an experiment, or natural experiment, to better understand whether this relationship is causal.
Now, suppose the same manager was grappling with a slightly different question: Should I hire more college graduates? She might again look at the correlation between college degrees and productivity to consider whether she’d hire more productive workers by tweaking hiring to place more weight on a degree. In this case, the correlation is useful — since it is helping to predict who will be productive, even if it says nothing about whether the degree is causing productivity.
A subtle but critical difference exists between these two questions. “Should I hire more college graduates?” is a prediction problem. “Should I subsidize college degrees for my employees?” is a causal inference problem. In the former, she is trying to assess whether college degrees are predictive of productivity. In other words, are the kinds of people who get college degrees good employees? In the latter, she is trying to determine whether college degrees cause higher productivity.
This distinction is critical for decision makers: When considering hiring employees with a college degree, the manager needs predictive tools, which can range from basic correlations to more advanced machine learning algorithms. She might not need to know whether degrees are having a causal effect (or if, instead, the kind of people who get college degrees also happen to be productive employees). When considering subsidizing college degrees for her employees, however, understanding whether it’s the actual college education that causes higher productivity should be her core question. To successfully determine whether degrees will help improve current employee performance, she needs the tools of causal inference, such as experiments or natural experiments, which are focused on understanding the causal impact of making a change.
Here we provide examples of common causal inference and prediction problems. We draw out key distinctions between the two types of problems and point to different tools leaders need when confronting each.
Common causal inference problems
Managers regularly face decisions that involve thinking through the causal impact of different options. Will hiring consultants improve our company’s productivity? Will higher wages reduce turnover? Will advertising on social media draw in new customers?
These questions have all been answered using the causal inference methods from social science. For instance, economists Emma Harrington and Natalia Emanuel, in conjunction with a large tech company, examined wages within the company’s call centers and warehouses. In 2019, the company increased pay for warehouse workers from $16 an hour to $18 an hour. Looking at the timing of the pay raise, the researchers were able to see the effect of higher wages on productivity using a difference-in-differences approach. They found that the raises not only increased productivity, but also that a $1 increase reduced the chances an employee would quit by 19%. As it turns out, it was profitable to increase wages, as the pay hikes more than paid for themselves through the productivity boost and decline in turnover.
As a second example, consider a recent analysis by Brett Gordon, Florian Zettelmeyer, Neha Bhargava, and Dan Chapsky which looks at advertising campaigns run on Facebook. Looking at 15 U.S.-based advertising campaigns consisting of roughly 1.6 billion advertising impressions, the researchers compare the estimates of the impact of advertisements on Facebook from experiments to the estimates from non-experimental correlations. The team found that the non-experimental correlations between advertisements and purchase intentions were misleading, as advertisements are targeted and tend to be shown to users who are already inclined to purchase a product. For instance, laundry detergent ads are going to be shown to people who are already inclined to buy laundry detergent even in the absences of the ad. The authors then investigated different non-experimental approaches to controlling for characteristics of users, and found that the correlation remained misleading despite the controls. Even more advanced statistical controls didn’t eliminate this ‘selection bias’ problem. This is because selection bias is especially severe in the context of online advertisements, where advertisements are heavily targeted and where effects tend to be small on a per impression basis, which means that even small amounts of bias can lead to very misleading estimates overall. In that context, experiments can be a powerful way to overcome selection bias and to identify the causal impact of advertisements.
A third example comes from the world of financial products, where one of us (Dean), with colleagues Jeremy Burke, Julian Jamison, Kata Mihaly, and Jonathan Zinman, ran a study with a credit union in St Louis. It looked at a popular “credit builder” loan product designed to help those who wanted to establish a credit history do so. Indeed, if you just looked a correlation, you’d find that people who availed themselves of the product designed to build credit scores did go on to build credit scores — success! But because the credit union had randomized the offers, they found plenty of people similar to those successful clients who hadn’t been offered that product also went on to build good credit scores on their own. Again, we have problem of the college degree correlation — the people who are the type of people who want it, tend to be the type to be successful. It wasn’t the product that did it, but the correlation might make you think it was.
These are just three of many examples of how the causal inference toolkit can answer critical questions in areas ranging from operations to strategy to marketing.
Common prediction problems
If your employees or customers are a self-selecting group, does that mean you’re out of luck? No, finding out a credit improvement product seemed to lead to no increase in scores, might be interpreted as a failure of the product, but it’s not a failure of information. Recall that a user’s decision to use the product turned out to be quite predictive of whether their score would improve. If you are the bank, that is information you can use. For example, you may want to use similar information to assess credit risks. Banks might be more willing to give credit to individuals with low credit scores who elect to use a credit improvement product compared to individuals who don’t use the product. The reason is simple: Using the product is predictive of future behavior, even though it is not causing the behavior.
Managers in all industries regularly face decisions that involve making predictions.
Machine learning and artificial intelligence are extremely valuable in these contexts. Our own research has documented the potential for algorithms to lead to more efficient hiring and promotion processes in areas ranging from teachers to police officers. Recent work has further explored these ideas, and found that algorithms have the potential to increase both efficiency and equity of hiring. For instance, consider a recent paper by economists Danielle Li, Lindsey Raymond, and Peter Bergman, which examines the value of using an algorithm to screen resumes — with data on roughly 90,000 job applications to a Fortune 500 firm between 2016 and 2019. Comparing multiple algorithms to human decision makers, the researchers found the algorithms helped to identify better candidates in the screening than the people did, leading to a higher likelihood that the candidates were hired. Moreover, when carefully designed, the algorithms led to both higher quality candidates and more demographically diverse candidates. But, to get there, the organization needed to realize that there is an element of prediction in hiring and needed to be clear about what its hiring goals were are.
As a third example, suppose that you were to see a correlation between a given year’s most popular cuisines in Boston and the prior year’s most popular cuisines in New York. Even if the link is not causal, the correlation is valuable. For instance, it can be insightful for restaurants that are looking to innovate in their menus. One of us (Mike) has seen this type of question come up in his work with Yelp, where it is possible to look at large scale data sets to answer this type of question. This work has helped to ways in which data from tech companies can shed light on the evolution of economic activity. For instance, Yelp data can help to provide insight into the ways in which gentrification affects different types of businesses. It can also help to predict changes in economic activity. More broadly, data from tech companies has been one important new source of information — and has now been widely used for both causal inference and prediction problems.
Choosing the right machinery
“We are drowning in information but starving for wisdom.” This quote, from biologist E.O. Wilson, captures the essence of the modern business ecosystem. The world is awash in data. And advances in data analytics over recent decades have the potential to improve managerial decisions in virtually all sectors and for a wide range of problems. A large body of economics and statistics literature has explored the ways in which artificial intelligence has reduced the cost of making predictions, in settings ranging from hiring to investing to driverless cars. In parallel, the development of causal inference tools has been recognized in the 2019 and 2021 Nobel Prizes in Economics. Both are important for business decisions.
Yet, leaders too often misinterpret empirical patterns and miss opportunities to engage in data-driven thinking. To better leverage data, leaders need to understand the types of problems data can help solve as well as the difference between those problems that can be solved with improved prediction and those that can be solved with a better understanding of causation.
5 Ways to Control Your Inventory So It Doesn’t Control You
Managing inventory is a task that can make or break your small business. With too much inventory, profits suffer and storerooms overflow. With too little, items get back-ordered, customers get frustrated and business is lost. And striking a balance is hard, especially with disruptions to the global supply chain in the last few years causing delayed deliveries.
While you can’t control the supply chain, you can take steps to prevent common problems like product shortages and excess stock. Here’s how.
1. Stick to the story
Donna Daniel owns and operates three connected small businesses in Claremont, California: The Grove Clothing, The Grove Home and The Outdoor Store, which sell women’s clothing, home goods and unisex adventure-themed gear, respectively. To run all three of her stores, Daniel needs to keep an impressive variety and quantity of inventory in stock — and ensure it moves quickly to make room for seasonal items and new shipments.
To keep her inventory cohesive within each store, she arranges it in themed displays — or what she calls “stories” — which tie together dozens of different items to appeal to a color, season or activity.
“I don’t buy anything outside of the stories,” she says, which helps her collect data on sales and seasonal trends, and keeps her stock to what’s most likely to sell.
She keeps most of her inventory on the shop floor, with stock in each store’s backroom and larger items in a nearby storage unit. In the backrooms and warehouse, she stores items according to product type and size — not by story — so employees can easily restock displays and substitute a similar item if necessary.
2. Double down on your reliable inventory
“Just-in-time inventory is much more difficult to do today,” says Mark Baxa, president and CEO of the Council of Supply Chain Management Professionals, a global trade association for supply chain professionals. Baxa adds that since the supply chain is less stable than it was pre-pandemic, businesses may need to lean on their most reliable products and vendors.
Courtney Cowan, owner and founder of Los Angeles bakery Milk Jar Cookies, keeps supply needs and consumer demand stable with a very consistent product line. Her 16-flavor menu has “changed very little” in the bakery’s nine-year history, though she leaves room for a rare seasonal standout to join the rotation. Since her store pre-mixes and preserves dough in a deep freezer, she can ensure that her bestsellers are always in stock.
Though some businesses may prefer a bit more variety, in uncertain times — over-ordering on go-to products with a dependable profit margin can help fill the gaps and keep sales steady.
3. Keep products moving
Longtime retailers know that while running out of inventory is bad, having too much can be worse. “Too much backstock eats up all your capital,” Daniel says. She prevents this from happening by planning ahead and using sales sections to make room for new merchandise.
Daniel reorders seasonal inventory as far as a year ahead by using recent sales reports as a baseline. But with this commitment to hundreds of new products arriving every month, she makes sure that items don’t sit on shelves for more than a few weeks.
“I do not like merchandise hanging around,” she says, explaining that if an item isn’t clearing out quickly enough, she’ll move it to the sales rack and discount it until it’s gone.
Though selling an item for a fraction of its original price may seem painful, it may be worth doing to keep inventory moving and keep customers coming back for new products.
4. Get to know your supply chain
Especially in periods of supply chain disruption, getting to know your vendors can make a big difference in your day-to-day operations. “Hold your supplier base accountable,” Baxa says. He suggests finding the “shortest path” possible, including finding local and sustainable suppliers, to help ensure consistent, reliable supply.
Daniel follows the same principle, sourcing her inventory from mostly local vendors so she can pick up items instead of shipping. She weighs several factors, including production time, available quantity and shelf life to figure out how much to order and how often.
Cowan’s inventory is perishable, so she needs her wholesale ingredients to arrive on a tight schedule. Her bakery receives truck deliveries directly from the restaurant supplier Sysco and wholesale store Costco, which keeps her supply chain close to home.
“We keep it as centralized as possible,” Cowan says. For special ingredients like nuts and candy, she places advance orders with small online vendors.
Clear communication with vendors can help business owners figure out limitations, plan ahead and mitigate risk.
5. Use a point-of-sale system with inventory management tools
For the past five years, Daniel has been using Lightspeed, a POS system with standout inventory management tools. The software can track her inventory across all three of her stores, and it generates reports that help her analyze seasonal sales data and follow her businesses’ growth.
This data is essential for her to plan reorder points and determine which items will reliably sell. Especially with a small staff and multiple locations, an all-in-one POS system can help minimize costs and labor.
Best POS for inventory management
Lightspeed Retail POS
Cost: Software $69 per month (billed annually) and up. Hardware quote-based.
Lightspeed’s retail point-of-sale system is built for inventory management. It can keep detailed records of your products across multiple locations and set automatic reorder points, so you don’t run out. The software also offers employee and customer relationship management tools, as well as advanced analytics features on its higher-priced plans.
You have the option to use a third-party payment processor, or Lightspeed’s in-house processor with per-transaction fees at 2.6% plus 10 cents for swipe, dip and contactless payments and 2.6% plus 30 cents for keyed-in transactions.
Square for Retail
Cost: Software free and up. Hardware from free card reader to $799 terminal and up.
Square’s retail-specific POS software offers inventory management tools and multi-location capabilities as well. The free version has a variety of other useful features including reporting tools, customer and employee management. Email marketing, loyalty programs and payroll are available with a higher-priced plan or as a paid add-on.
Though its inventory management isn’t quite as deep as Lightspeed’s, Square’s user-friendly interface and accessible pricing make it a great choice for most retail businesses. Payment processing fees vary per plan, but with the free retail plan, costs are 2.6% plus 10 cents per in-person transaction, 2.9% plus 30 cents per online transaction and 3.5% plus 15 cents per keyed transaction.
Cost: Software $29 to $299 and up. Hardware $49 and up.
Shopify’s point-of-sale system is geared for businesses that primarily sell online. The software tracks inventory, hides out-of-stock products on your website and offers basic inventory analysis. It also facilitates drop-shipping, curbside pickup and local delivery options, plus access to vendors and third-party applications.
Shopify helps businesses manage inventory across online and in-store locations. Its Pro version can create purchase orders, run inventory counts, perform advanced inventory analysis and generate low-stock reports. However, it’s not ideal for a business that only sells in store. Payment processing varies by plan, with in-person fees starting at 2.4% with Shopify POS Lite.
14 community management tips for meaningful connections with customers
The idea for sharing community management tips came to me about a year ago. That’s when I synced up with the GoDaddy Community team to host a webinar for small business owners. As hundreds of attendees rolled into the Zoom, I had a realization: “GoDaddy has a strong community.”
Behind every good brand and business, there’s a solid community of supporters, stakeholders, and sometimes, even haters.
But building a community and maintaining connections is one of the most misunderstood and least talked about topics within the small business world. For a business with fewer than five employees and a handful of customers, community building might seem like just another marketing tactic that is just out of reach.
To help small businesses build and manage an online community, I asked other business owners and marketers what community management tips they had for creating meaningful connections with customers.
14 community management tips to create meaningful customer connections
Given that creating and maintaining a strong community can help retain and attract customers, consider following these 14 community management tips:
- Be quick to address negative experiences
- Filter out spam
- Showcase success
- Send a postcard
- Get your customers involved in important decisions
- Bring Up topics that encourage engagement
- Provide talking points and engage with your community
- Engage regularly
- Be the face of your brand
- Choose a channel that works
- Create content that addresses customers’ specific needs
- Consider a brand ambassador program
- Reward loyalty
- Recognize the importance of inclusivity
Read on to learn more.
1. Be quick to address negative experiences
A bad customer experience can quickly escalate to a brand reputation crisis, and the company’s response must be fast to revert the situation.
Monitoring social channel mentions is an easy way to keep an eye on conversations surrounding your brand and detect potential concerns.
Once a customer posts a comment that threatens your brand reputation, listen, honestly apologize and be willing to solve the issue in the best possible way. Your unsatisfied customer will feel appreciated and perhaps even become a brand advocate.
-Rebeca Sena, GetSpace.digital
2. Filter out spam
The most important thing you should be doing in regards to community management is interacting with your community, and you cannot do that properly if you have to work through a bunch of spam. There are many programs out there, even some within the different social media sites, that can filter out spam in your comments and messages so you can focus on addressing your community. Plus, getting rid of the spam and moderating harmful comments creates a better space for your community to contact you through.
-Jacob Dayan, Community Tax
3. Showcase success
Develop case studies from your successful community members. This is a practical way of propagating the core values of your online community and encouraging new users to join your community.
The more these members contribute to the community, the more impact these case studies have. You can start by creating basic reports to identify the members who are actively contributing high-quality content, assisting other members, and elevating the community.
-Hasan Farahani, Yocale
4. Send a postcard
Many of my customers spend $15–$20K on medical care in Latin America. I send my customers handwritten postcards to remind them of their journey, thank them for their business, and to stay engaged while they recover from procedures like dental implants or plastic surgery.
The cost in time and money is very low, but a human touch in the healthcare space is increasingly rare.
-Wesley Jacobs, Apollo Medical Travel
5. Get your customers involved in important decisions
Taking the time to follow up with your most active customers and getting their insights on important decisions makes them feel like their opinions are truly valued and cared for.
In the long run, this forges a strong connection between you and your audience that relies on more than simply a transaction.
An added benefit of doing this is that you may even get some eye-opening suggestions and creative ideas that could end up benefiting your business.
-Harry Morton, Lower Street
6. Bring up topics that encourage engagement
Meaningful connections need to originate from a common source that offers a moment of relatability, which can further build brand trust. Social platforms offer numerous opportunities for these types of exchanges. When managing your social community, bring up topics that encourage engagement so you can connect on a level that goes beyond the basic company/customer relationship. In doing so, the consumer will feel more at ease to comment, ask questions and even provide more detailed feedback.
-Lindsay McCormick, Bite
7. Provide talking points and engage with your community
It’s important to recognize that community management is an ongoing responsibility. If you want to see your community thrive, you must create opportunities for customers to voice their opinion, communicate with other community members and provide you with feedback. Finding success is contingent on your ability to encourage participation from users, so you must provide talking points and give them plenty of avenues to stay involved.
If you leave your community dormant without your administrative oversight, engagement will start to dwindle as fewer users initiate conversations and take part.
Communities rarely function autonomously, so be sure to play an active role as you connect with and safeguard your community.
This gives you a chance to speak with your customers on a personal level, helping you learn about their likes, dislikes, objections and pain points directly—all of which are crucial in building meaningful connections with customers.
-Mike Grossman, GoodHire
8. Engage regularly
The best community management tip is to engage regularly and don’t neglect questions or threads you didn’t start—even better if they aren’t getting a lot of feedback. If you’re lucky enough to have the opportunity to regularly interact with your customers, make sure you’re commenting often and have a badge next to your name letting them know you’re a moderator or part of the company. That will really cement that feeling of connection and letting members feel heard. Plus, we’ve found that a community manager can really breathe life into a topic by offering input and pushing it to the front of that community for more engagement.
-Sylvia Kang, Mira
9. Be the face of your brand
Revealing the human side of your brand is without a shadow of a doubt an efficient strategy to boost your customers’ connection. It conveys transparency and accountability, building a stronger human bond. Consumers tend to trust people more than a company, and showcasing real people will make you and your brand easier to remember and trust.
-Chiara Sternardi, Passport-photo.online
10. Choose a channel that works
The best way to build an authentic community is to have everyone communicate using the same social media platform. Make that a crucial part of your strategy.
If it’s a professional audience that you’re going after, choose LinkedIn. If it’s a broader audience, use Facebook or Instagram. If it’s a young audience, try Snapchat or WhatsApp. If it’s a politically charged audience, maybe try Twitter.
YouTube is a great way to encourage people to watch videos that provide clear instructions on how a product or service works.
Users flock to YouTube for instructions on everything from how to change batteries on a device to playing scales on a guitar. The comment section can be useful for feedback purposes, and it also can be a way for customers to communicate with one another.
-Joel Jackson, Lifeforce
11. Create content that addresses customers’ specific needs
By creating audience and buyer personas based on different client categories, content marketers can create social content that speaks to people rather than just industries. Learn where your customers hang out online using your social media demographics. Then, narrow those results using audience research to help you define a specific audience and channel. You can then customize communications by researching the LinkedIn profiles of potential customers. Doing so will allow you to identify different stakeholders within the organization and determine their pain points. You can then create better content that addresses their challenges. But it’s all about finding an interesting angle for each segment.
Content that is too broad won’t result in authentic engagement with your followers.
Social media posts that offer helpful information are guaranteed to stand out in your clients’ feeds, resulting in more likes, shares and leads.
-Daniel Tejada, Straight Up Growth
12. Consider a brand ambassador program
A great way to create authentic connections with customers is with an acquisition and advocacy program like a brand ambassador program. For example, if a user can get five people to sign up for a service or product, they become an ambassador.
These brand ambassadors can help your business acquire new users. You can reward them with swag and access to special products or services … maybe even a special event!
-Jennifer Pieniazek, Resume Now
13. Reward loyalty
You can create meaningful connections by rewarding loyal customers to show how much you appreciate them. Just like any relationship, whether it’s personal or professional, people appreciate rewards. Show your customers that they matter and are top of mind in your decision-making. That’s how you create a stronger, more loyal customer base—one that will continue to pay attention for new initiatives and future rewards.
-Alyssa Berman-Waugh, Level Home, Inc.
14. Recognize the importance of inclusivity
To create meaningful connections with customers, recognize and accept diversities within your community. Each of your customers will differ in terms of their culture, orientation, ability and life experience. It’s imperative that you celebrate these differences and welcome input from individuals of all walks of life as you advocate for equity and inclusivity. This will develop your community’s reputation and attract diverse groups in greater numbers.
Communities that cater to just one group of people almost always become echo chambers, creating a suboptimal environment for connections to form and important discussions to take place.
By listening, asking questions, and welcoming input from diverse groups of individuals, you’ll cement your community as a welcoming place for diversity and insight to flourish.
In doing so, your ability to build a rapport and create meaningful, lasting connections with your customers will blossom.
-Patrick Casey, Felix
The community management tips used in this article were gathered using Terkel.
Terkel creates community-driven content featuring expert insights. Sign up at terkel.io to answer questions and get published.
How Online Presence Makes Your Business More Trustworthy
Have you ever made a dining decision based on a review you saw on the internet? You may have picked a product because it seemed “more trustworthy” online. It’s also a deal breaker if it isn’t handled correctly.
Customers are more inclined to believe in your company if it presents itself well on the internet. Whether a startup or a large corporation, your online appearance and behaviour matter to your consumers if you own an offline or online company.
Why Should Your Business Go Online?
In addition to being available for your consumers, here are other reasons to consider your online presence.
It Improves Your Company’s Accessibility
When you don’t sell anything online, a solid online presence can help you make more money from the internet if you aren’t engaged on social media.
Before making a purchase, most consumers do internet research to learn more about the company and the goods. Being at the right place at the right time is simply good business.
It Takes Care of Your Marketing and Branding
An internet presence provides a steady supply of customers for your company. Customer feedback and social media participation may help boost purchases. It’s easier for consumers to identify your online presence with a website or social media account.
It May Boosts Your Company’s Credibility
Having an online presence is essential for your organisation to be taken seriously. A startup might have difficulty being accepted as a legitimate organisation in its early stages. It’s essential to have a strong internet presence before people take you seriously. It’s easier to get quick loans at gdayloans.com.au to expand your company.
It Aids in the Comprehension of Your Target Market
When you have an online presence, you can engage with your audience in a two-way conversation to get valuable feedback or evaluations. In addition, it helps you learn more about your prospective consumers and the things they’re looking for. If a restaurant uses polls on its Facebook page, it may determine which specials and goods are most popular with its patrons.
How Can You Evaluate and Enhance Your Company’s Web Presence?
Analysing your online reputation simply means monitoring what others say about you online. Then you make it work for you.
You can monitor and enhance your company’s online appearance by following these three steps.:
Monitor Mentions of Your Business
Monitoring your company’s internet mentions can help you track what’s being said about you and mitigate unfavourable publicity. This can also help you identify communication gaps.
Google Alerts can help you track online references of your company. Set up notifications for your business/product name and relevant keywords, and you’ll be alerted promptly whenever you’re mentioned anyplace online.
Analyse Your Website Traffic
The source of your traffic (and how much) might assist you in evaluating your internet presence. It may be necessary to expand your internet activities beyond your website. For example, low social media traffic might imply a poor social presence.
Tracking your website’s traffic with Google Analytics might reveal secret traffic sources that your Google search may have overlooked. It will also help you find unnoticed remarks or backlinks.
Assess Your Social Media Engagement
Your social media presence affects your online reputation as well. Active consumers on your social media platforms help build trust and confidence.
Consider checking a company’s and a competitor’s Facebook accounts. You may observe that one firm interacts with clients while the other has a few likes but no comments. Which do you prefer?
An active social media presence gives the impression of reliability while also conveying a sense of humanity and authenticity. Your audience will be more engaged as your social media presence improves.
To keep up with your target audience, you need to be one step ahead of them online. The first step is to become well-versed in everything your consumers discover about your company through the internet. Your internet presence must be understood, monitored, and improved to reach this goal.
Medi-Share partners with Lestonnac Free Clinic for their “Wheels That Heal” Grand Opening
5 Ways to Control Your Inventory So It Doesn’t Control You
#1 Bestselling Author and English Confidence Coach Francisca Garcés Launches Here Signature Program The English Confidence Method
The Moment These 7 Entrepreneurs Turned Their Hobby Into a Business
How to Scale Your Sales Team Quickly
Tips for scaling up your Etsy business
Business Software6 days ago
Why Do Payment Processors Freeze Accounts?
Starting A Business6 days ago
Are There SBA Loans for the Self-Employed?
Running a Business4 days ago
Cirque du Soleil’s Daniel Lamarre on How to Put Creativity at the Center of Your Strategy
News4 days ago
Susie Carder Announces the “Power Your Profits Growth Summit” About Building a Million Dollar Brand
Starting A Business4 days ago
How to Find the Right Business Coach — and Avoid the Wrong One
News4 days ago
Jack Tompkins, Founder of Pineapple Consulting, Interviewed on Influential Entrepreneurs Podcast
Growing a Business2 days ago
5 Ways to Control Your Inventory So It Doesn’t Control You
News4 days ago
Interview with Morgan Lloyd Insurance Agent with Trailstone Insurance Group About Bringing Customers the Best Options for Insurance