When your eCommerce business grows to the point where you can no longer package and ship the orders yourself, it’s time to begin outsourcing your order fulfillment. Although all order fulfillment centers offer the same basic services, their individual methods and costs will help you choose one over the other. When selecting an order fulfillment service, keep the following in mind:

Location

Order fulfillment warehouses are located all over the country. It’s more important to select a warehouse that is close in proximity to your customers than to select one that is close to your business. For example, if your warehouse is located in California, and most of your customers are located on the East coast, your shipping rates will be higher than if you had a warehouse located in Kansas. Fulfillment centers located in the middle of the country will be able to ship to both the east and west coast for similar prices.

Size

Fulfillment warehouses range from small business with just a few employees to large companies such as UPS. Select a fulfillment service that can meet your daily order fulfillment needs. Do you have consistent orders each day or do your orders spike? If you have orders that spike, be sure to choose a fulfillment center that can handle the extra workload and still ship the orders within the agreed timeline.

Shipping Options

Most fulfillment centers offer a variety of shipping options. Make sure the fulfillment service you select offers all of the shipping options you currently offer your customers and the shipping options that you may want to offer in the future.

Turn-around Time

Each fulfillment warehouse has it’s own policy regarding order processing. For example some fulfillment centers will ship all orders that arrive before 1pm on the same business day. If you miss the 1pm deadline, the order is shipped the next business day. This could impact your customers if a next-day order is placed after 1pm. In this case, next day shipping turns out to be two-day shipping.

Order Entry

Order entry methods can be very important when considering a fulfillment service. The most common methods include:

• Forwarding individual order invoices to the warehouse

• Entering each order on the fulfillment center’s web-based system

• Emailing an Excel spreadsheet with all order once a day

Each method has a different affect on your business. For example, you may save money by manually entering orders into a web-based application, but it can be tedious if your business grows to the point where you have more orders than you have time to enter. You may pay a higher price to automatically email each individual invoice to the warehouse, but it may be worth the extra costs to have orders may be shipped as they arrive. Same day shipping could give you the edge over your competitor. On the other hand, if you have a high volume of orders, you won’t want to individually enter each order into a web-based system and may not want to pay the extra charge of having individual orders emailed to the warehouse. If you don’t mind shipping the next business day, you can send an Excel spreadsheet containing all of your orders once a day. Choose a warehouse that offers an order entry method that meets your business needs and fits your budget.

Communication

Communication is an important part of every business. There will be times when you need to contact the fulfillment center to modify a customer’s address or cancel an order. Select a fulfillment center that is available via phone and email. You should not have to wait more than a few hours for a return email or call from the fulfillment center.

Error Rate

Mistakes will happen. Some customers will receive the wrong items or the items will be shipped to the billing address rather than the shipping address. When interviewing potential fulfillment centers, ask about their error rate and their process for remedying the situation. For example, do they issue UPS call tags to pick up the incorrect item and pay to ship a replacement item? Will they ship the replacement item at a faster rate to compensate the customer?

Costs

Each fulfillment center operates under a different payment schedule. Some use sliding scales and require contracts while others charge per order or per item with no contracts. You will also be charged a base fee to store your inventory at the warehouse and an additional fee per pallet or per item. Be sure you have a clear understanding of the fulfillment center’s costs and any contracts.

When choosing a fulfillment center, create a checklist of the features you would like. Interview a member of the warehouse staff, as well as, their references to make sure the warehouse will meet the needs of your growing eCommerce business. When you outsource order fulfillment, the time that you normally spend packaging orders, managing inventory, and dealing with returns, can now be focused on growing your business. Use this time to expand your product line, enhance your online image, promote your business or expand into new markets.

Copyright 2004. Danna Henderson. All Rights Reserved.

About The Author

Danna Henderson started ZIP Baby in order to provide parents with comprehensive breastfeeding information and a large selection of parenting products. For more information visit Breastmilk Banks.

The key difference between an (old-fashioned) Intranet and a Portal

What typifies a modern intranet portal is that there is a standardised user interface ("UI") with a built in system for user authentication. In other words, the user signs in to the portal rather than simply accessing it. This brings us to the key difference; an intranet portal knows who you are, whilst with an old-fashioned intranet, the user is anonymous.

If the user authentication is properly linked to your employee data, then the portal will know things like (a) what grade the person is, (b) which department they work in, (c) what location they work at and (d) what job they do.

If the portal authentication is also liked to a metadirectory (along with the authentication for all the other systems the user needs to use in their job) then the portal will additionally know (e) which applications the user needs to do their job and (f) the rights the user has (from their security profile) to access different application functionality.

Finally, if an infocube-based web statistics package has been installed, the portal will know (a) which areas of the portal are accessed by the user and (b) the frequency and depth of that access.

The opportunity to personalise the portal experience

Clearly, given the knowledge above, it is possible to personalise the UI for each individual user. For example, if the user works in the sales function, then the homepage that greets them upon logon could be the Sales team homepage. If they work in Leeds, the facilities link on their homepage could be to maps, traffic, fire orders, etc. about the Leeds office (rather than anywhere else). If their specific job is as a field sales manager, then field sales performance graphs and management dashboard could be displayed on the homepage.

If the user is of a grade that places them on the company insider dealing list, then additional (price sensitive) real-time data might be displayed on the screen (which other users would not see). If statistics tell us that they are not reading important communications, then messages could be served to them that draw their attention to what they are missing. Finally, if they use functionality from three different (legacy) systems to do their job, then these could be brought together and surfaced via a portlet application on the portal page.

The prize is clearly a smoother and more integrated user experience, with key information "pushed" at the user in a way they can’t ignore and always no more than a single click away.

The depressing truth about personalisation today

Many portal vendors have undertaken research with their existing customer base to explore (a) how many customers have made extensive use of personalisation and (b) how many surface key business applications via their portal. The results do not make encouraging reading (with less than 20% achieving much beyond what Plumtree call “the empty portal”).

This prompts an obvious question. If the benefits to the user of personalisation are so obvious, why have companies not taken advantage of them? In fact, based on my experience, there are multiple reasons not to personalise, which I group into "bad" and "good" reasons.

Bad reasons not to personalise

There are a number of typical failings that tend to stem from a lack of courage, poor understanding or personal prejudice:

1) Failure to link through to employee data and/or a metadirectory

This can be due to a number of factors, including (a) the costs of software seen as too expensive, (b) a perception that implementation will be too difficult or prone to failure, (c) a lack of confidence in the quality of employee data and (d) realising too late that this work is important and having failed therefore to include in project scope or business case costs

2) Failure of vision and/or lack of confidence in personalisation benefits

Typical problems include (a) a lack of experience of using portals and thus a lack of awareness of the possibilities, (b) a nostalgia for the old-fashioned style of intranet navigation, (c) an unhealthy focus on the intranet simply as a communication channel, rather than as a business tool and - perhaps most interestingly - (d) a perception that personalisation is synonymous with (or otherwise encourages) individuals failing to observe and comply with single, enterprise-wide processes and policy.

Good reasons not to personalise

There are actually several valid objections to personalisation, which you would ignore at your peril. The two most notable are:

3) The whole is more than the sum of the parts

Many portal projects are built on the concepts of (a) increased knowledge sharing between teams, (b) better awareness of the "big picture" of what is happening in the company and (c) a sense of belonging to a single, enterprise-wide community. By personalising teams and individuals into "ghettos" where they only see information and applications directly relevant to them, the opportunity is lost to have them explore the intranet presence of other colleagues.

4) Log-in as a barrier to user adoption

A (valid) concern that requiring people to log-in each time they access the portal will act as a deterrent to them doing so, thereby reducing the portal benefits through a reduction in intranet usage. This has lead to some customers disabling the log-in feature! Of course, such problems can be overcome through the implementation of a single sign-on application, where rights to access the portal (without a separate log-on procedure) are granted when the user logs onto the network. However, companies often fail to plan or budget for such changes.

So is personalisation the right thing to do? If so, how can I make it happen?

On balance, of course, the benefits of personalisation, for most organisations, far outweigh the risks and costs. After all, why buy a Ferrari, then only use it to do the school run? If you were never going to use the portal for these advanced functions, why did you buy one? It would have been much cheaper to invest in your traditional intranet!

If you are looking to make it happen, however, you must recognise the organisational, financial and technical challenges inherent in the work. Firstly, you should ensure that your business case contains the full costs of integrating the portal with employee data and metadirectory capabilities. Ideally, you should also extend this to a single-sign-on solution if you can afford it. Secondly, you should showcase to sponsors what personalisation looks like, so that they can improve their understanding of the opportunity. Finally, you should not underestimate the technical grunt work involved in cleaning up your employee data and systems rights.

Do not neglect customisation

I define customisation as the ability for users to customise their own portal settings and appearance (as distinct from how I am defining personalisation, where the portal provisions information and applications authomatically, based on the user’s profile). By letting users "do it themselves" you allow for the possibility that they may wish to share knowledge and collaborate with people outside their immediate role. You can also learn (by observing their behaviour in customisation) where you could improve upon your personalisation.

Some final thoughts

Personlisation should be a key element of your early visioning work with sponsors and drive costs and benefits in your business case. If you find at that stage that the return on investment (ROI) is not there, then you should perhaps question whether a portal investment is really for you! A mini is adequate, after all, for the school run!

About the author:

David Viney (david@viney.com) is the author of the Intranet Portal Guide; 31 pages of advice, tools and downloads covering the period before, during and after an Intranet Portal implementation.

Read the guide at http://www.viney.com/DFV/intranet_portal_guide or the Intranet Watch Blog at http://www.viney.com/intranet_watch.

As the mother of a teenage clothing fanatic I’m often at my local mall. It occurred to me that the shopping experience for my daughter is attractive to her not because she wants to spend my money, but because the experience of buying itself is so rich to the senses.

For example, when we enter her favorite stores the first thing that hits me is the music. If it’s her kind of music, we’re in the right place for her. If the signs near the front of the store have sale prices and notices about markdowns, we’re in the right place for me. Immediately there are two user needs met. Mother’s and daughter’s.

Next, for me, is how products are displayed. I look for orderliness and logical groupings such as jeans in one place, the teeny tiny things she calls shirts in another place, “hoodies” in every possible color in another section. I also look for clean dressing rooms and clues as to how many items she can load up on before she meets their limit. Meanwhile, she’s looking at colors, sizes, textures, and styles. She glides along in her beat up sneakers touching the items as she passes by. Her hands drift along piles of sweaters as if walking through a field of daisies. A certain texture will stop her dead in her tracks and I’ll get that “Mom, look!” expression from her.

It strikes me that some of the stores she insists we stop into don’t offer much for me to do or look at. The d้cor is dark, black, and limited to a few racks mixed with hanging things on the walls separated by posters of half naked teenagers standing next to cars they can’t possibly afford to buy. Clothing prices are hidden inside sleeves. Sale signs are taboo. But the music is hip, the salespersons are scary-looking and the smell of leather mixed with hair gel is making my wallet itch. Their website, I bet, has but one click-path designed for teens and their parents must be blindfolded so as not to read the content before handing over their credit card.

Finally in a store where I feel welcome, my daughter is admiring the merchandise and starting to find what she likes in her size. I’m avoiding the mirrors and marveling at the sales personnel with their size 3 bodies, smudged eyeliner and 35 bracelets on each wrist. For my daughter, who looks just like them, this is confirmation she’s in the right store. I, on the other hand, will stop holding in my stomach when we get back out to the parking lot, or when we grab our latt้s in Starbucks on the first floor.

While other mothers and myself are holding piles of clothes in our arms, or running back and forth to get something in different sizes, my mind drifts to all the ecommerce websites I find in search engines, but don’t purchase from. For starters, most of them think I’m going to read 35 links in their navigation, plus their ads, before deciding which is the right path to follow. Some of them will tell me about one sale, but if I want to know more, I have to figure out where they stuck that stuff. There’s nothing I can physically touch and the images are usually tiny. Sure, I can click to enlarge but how many times have I done that only to find a bigger view of the same boring, unattractive picture?

Most shopping carts don’t give me shipping dates or availability information as I make my selections. (Just recently I ordered something, only to hear from the merchant via email that their software wasn’t working and the color and size wasn’t recorded, so they had to contact me for that information.)

We assume ecommerce have functional websites. We assume incorrectly. We assume they built them for many types of customers, but again, we’ve assumed wrong. We assume that the top 20 sites in search engine results are the best of the best based on our search keywords. That, I’m afraid, is the saddest shock of all. Top rank doesn’t equal the best online experience once you click into that website.

That part of usability wasn’t tested for you by the search engine or directory. That’s not their job.

My daughter looks good in everything. So did I when I was a teenager. If I still had that body I could order from any lingerie site on the Internet and feel quite sure I’d look as fantastic and sexy as their starving models do. But, I never buy sexy lingerie on the Internet because quite frankly, they’re not selling it to me. One look at their models, their poses, their ages and their airbrushed faces tells me their target market is men who dream of making their women look like that too, if they just buy that lacey thing for them.

Fortunately I have a levelheaded daughter who loves to hunt for bargains. The last time we shopped at the Mall together was because I wanted to get her a gift for making the Distinguished Honor Roll that marking period in school. She found something at her favorite teen store for under $20. We splurged at Starbucks on our favorite chocolate coffee fixes, which was the logical choice after doing so well at the clothing store.

Online, after a sale, I’d be alone staring at my monitor at a “Thank you screen” and likely not directed to go anywhere interesting next. This is another common ecommerce practice; dumping the customer off after the last screen of a shopping cart. Instead, they should try suggesting a related site (via paid sponsored link?) or a reminder to bookmark the site for later shopping or better yet, how about a quick “Did you find what you were looking for?” survey. One quick question, one button click is all it takes to say “We hoped you like your shopping experience but if not, please tell us how to make it better.”

This is what the cute pierced nose sales clerk said to us when I handed her the $20 for my daughter’s new shirt. I gratefully accepted the receipt from the nail polished hand attached to the 18 year old face with a pimple on the forehead, multi-colored hair and glittered eye shadow. You just can’t get mimic that kind of user experience on the Internet yet.

Usability Consultant, Kimberly Krause Berg, is the owner of http://www.UsabilityEffect.com, http://www.Cre8pc.com & http://www.Cre8asiteForums.com. Her background in organic search engine optimization, combined with web site usability consulting, offers unique insight into web site development.

To obtain more local customers for your business,
consider expanding your local business through the
Internet. Here are some ways of doing so.

1. Online Directories

Even without a website, you can get listed in online
directories. Many times these listings are free.

For example, if you operated a restaurant, your being
listed in local Internet directories could result in
local residents and visitors to the area finding your
restaurant.

2. E-mail Newsletter

You could also collect e-mail addresses from existing
customers and regularly e-mail them about special events,
menu additions, and other promotions. This would keep
your restaurant visible in their minds and could result
in repeat business and word-of-mouth referrals.

For more information about newsletters, visit
http://www.yenommarketinginc.com/newsletters.html

3. Your Own Website

If you have your own website, the opportunities for
promoting your business increase. A restaurant could
give information about hours, prices, nutritional
information, specials, awards, news releases, contests,
employment opportunities, and so on.

4. Search Engines

Submit your website to search engines for increased
exposure. Some search engines have listings by
regional category so that local customers can find you
easily.

5. Pay-Per-Click Search Engines

Advertise in pay-per-click (PPC) search engines that
use geographical targeting. That way, you are paying
mainly for responses from people local to your area.

6. Internet Auctions

Use eBay or other Internet Auctions to reach out to local
customers. On eBay, you can mention an item location
which will help local people to find you. Not only can
you earn some additional income from Internet auctions,
but you may gain additional local clients.

For more information about online auctions, visit
http://www.yenommarketinginc.com/auctions.html

By applying these suggestions, you, too, can expand your
local business through the Internet.

RESOURCE BOX:

J. Stephen Pope, President of Pope Consulting Inc.,
http://www.popeconsultinginc.com/ has been helping
clients to earn maximum business profits for over
twenty-five years.

For valuable Work at Home Small Business Ideas,
visit: http://www.yenommarketinginc.com/

When your eCommerce business grows to the point where you can no longer package and ship the orders yourself, it’s time to begin outsourcing your order fulfillment. Although all order fulfillment centers offer the same basic services, their individual methods and costs will help you choose one over the other. When selecting an order fulfillment service, keep the following in mind:

Location

Order fulfillment warehouses are located all over the country. It’s more important to select a warehouse that is close in proximity to your customers than to select one that is close to your business. For example, if your warehouse is located in California, and most of your customers are located on the East coast, your shipping rates will be higher than if you had a warehouse located in Kansas. Fulfillment centers located in the middle of the country will be able to ship to both the east and west coast for similar prices.

Size

Fulfillment warehouses range from small business with just a few employees to large companies such as UPS. Select a fulfillment service that can meet your daily order fulfillment needs. Do you have consistent orders each day or do your orders spike? If you have orders that spike, be sure to choose a fulfillment center that can handle the extra workload and still ship the orders within the agreed timeline.

Shipping Options

Most fulfillment centers offer a variety of shipping options. Make sure the fulfillment service you select offers all of the shipping options you currently offer your customers and the shipping options that you may want to offer in the future.

Turn-around Time

Each fulfillment warehouse has it’s own policy regarding order processing. For example some fulfillment centers will ship all orders that arrive before 1pm on the same business day. If you miss the 1pm deadline, the order is shipped the next business day. This could impact your customers if a next-day order is placed after 1pm. In this case, next day shipping turns out to be two-day shipping.

Order Entry

Order entry methods can be very important when considering a fulfillment service. The most common methods include:

• Forwarding individual order invoices to the warehouse

• Entering each order on the fulfillment center’s web-based system

• Emailing an Excel spreadsheet with all order once a day

Each method has a different affect on your business. For example, you may save money by manually entering orders into a web-based application, but it can be tedious if your business grows to the point where you have more orders than you have time to enter. You may pay a higher price to automatically email each individual invoice to the warehouse, but it may be worth the extra costs to have orders may be shipped as they arrive. Same day shipping could give you the edge over your competitor. On the other hand, if you have a high volume of orders, you won’t want to individually enter each order into a web-based system and may not want to pay the extra charge of having individual orders emailed to the warehouse. If you don’t mind shipping the next business day, you can send an Excel spreadsheet containing all of your orders once a day. Choose a warehouse that offers an order entry method that meets your business needs and fits your budget.

Communication

Communication is an important part of every business. There will be times when you need to contact the fulfillment center to modify a customer’s address or cancel an order. Select a fulfillment center that is available via phone and email. You should not have to wait more than a few hours for a return email or call from the fulfillment center.

Error Rate

Mistakes will happen. Some customers will receive the wrong items or the items will be shipped to the billing address rather than the shipping address. When interviewing potential fulfillment centers, ask about their error rate and their process for remedying the situation. For example, do they issue UPS call tags to pick up the incorrect item and pay to ship a replacement item? Will they ship the replacement item at a faster rate to compensate the customer?

Costs

Each fulfillment center operates under a different payment schedule. Some use sliding scales and require contracts while others charge per order or per item with no contracts. You will also be charged a base fee to store your inventory at the warehouse and an additional fee per pallet or per item. Be sure you have a clear understanding of the fulfillment center’s costs and any contracts.

When choosing a fulfillment center, create a checklist of the features you would like. Interview a member of the warehouse staff, as well as, their references to make sure the warehouse will meet the needs of your growing eCommerce business. When you outsource order fulfillment, the time that you normally spend packaging orders, managing inventory, and dealing with returns, can now be focused on growing your business. Use this time to expand your product line, enhance your online image, promote your business or expand into new markets.

Copyright 2004. Danna Henderson. All Rights Reserved.

About The Author

Danna Henderson started ZIP Baby in order to provide parents with comprehensive breastfeeding information and a large selection of parenting products. For more information visit Breastmilk Banks.

The key difference between an (old-fashioned) Intranet and a Portal

What typifies a modern intranet portal is that there is a standardised user interface ("UI") with a built in system for user authentication. In other words, the user signs in to the portal rather than simply accessing it. This brings us to the key difference; an intranet portal knows who you are, whilst with an old-fashioned intranet, the user is anonymous.

If the user authentication is properly linked to your employee data, then the portal will know things like (a) what grade the person is, (b) which department they work in, (c) what location they work at and (d) what job they do.

If the portal authentication is also liked to a metadirectory (along with the authentication for all the other systems the user needs to use in their job) then the portal will additionally know (e) which applications the user needs to do their job and (f) the rights the user has (from their security profile) to access different application functionality.

Finally, if an infocube-based web statistics package has been installed, the portal will know (a) which areas of the portal are accessed by the user and (b) the frequency and depth of that access.

The opportunity to personalise the portal experience

Clearly, given the knowledge above, it is possible to personalise the UI for each individual user. For example, if the user works in the sales function, then the homepage that greets them upon logon could be the Sales team homepage. If they work in Leeds, the facilities link on their homepage could be to maps, traffic, fire orders, etc. about the Leeds office (rather than anywhere else). If their specific job is as a field sales manager, then field sales performance graphs and management dashboard could be displayed on the homepage.

If the user is of a grade that places them on the company insider dealing list, then additional (price sensitive) real-time data might be displayed on the screen (which other users would not see). If statistics tell us that they are not reading important communications, then messages could be served to them that draw their attention to what they are missing. Finally, if they use functionality from three different (legacy) systems to do their job, then these could be brought together and surfaced via a portlet application on the portal page.

The prize is clearly a smoother and more integrated user experience, with key information "pushed" at the user in a way they can’t ignore and always no more than a single click away.

The depressing truth about personalisation today

Many portal vendors have undertaken research with their existing customer base to explore (a) how many customers have made extensive use of personalisation and (b) how many surface key business applications via their portal. The results do not make encouraging reading (with less than 20% achieving much beyond what Plumtree call “the empty portal”).

This prompts an obvious question. If the benefits to the user of personalisation are so obvious, why have companies not taken advantage of them? In fact, based on my experience, there are multiple reasons not to personalise, which I group into "bad" and "good" reasons.

Bad reasons not to personalise

There are a number of typical failings that tend to stem from a lack of courage, poor understanding or personal prejudice:

1) Failure to link through to employee data and/or a metadirectory

This can be due to a number of factors, including (a) the costs of software seen as too expensive, (b) a perception that implementation will be too difficult or prone to failure, (c) a lack of confidence in the quality of employee data and (d) realising too late that this work is important and having failed therefore to include in project scope or business case costs

2) Failure of vision and/or lack of confidence in personalisation benefits

Typical problems include (a) a lack of experience of using portals and thus a lack of awareness of the possibilities, (b) a nostalgia for the old-fashioned style of intranet navigation, (c) an unhealthy focus on the intranet simply as a communication channel, rather than as a business tool and - perhaps most interestingly - (d) a perception that personalisation is synonymous with (or otherwise encourages) individuals failing to observe and comply with single, enterprise-wide processes and policy.

Good reasons not to personalise

There are actually several valid objections to personalisation, which you would ignore at your peril. The two most notable are:

3) The whole is more than the sum of the parts

Many portal projects are built on the concepts of (a) increased knowledge sharing between teams, (b) better awareness of the "big picture" of what is happening in the company and (c) a sense of belonging to a single, enterprise-wide community. By personalising teams and individuals into "ghettos" where they only see information and applications directly relevant to them, the opportunity is lost to have them explore the intranet presence of other colleagues.

4) Log-in as a barrier to user adoption

A (valid) concern that requiring people to log-in each time they access the portal will act as a deterrent to them doing so, thereby reducing the portal benefits through a reduction in intranet usage. This has lead to some customers disabling the log-in feature! Of course, such problems can be overcome through the implementation of a single sign-on application, where rights to access the portal (without a separate log-on procedure) are granted when the user logs onto the network. However, companies often fail to plan or budget for such changes.

So is personalisation the right thing to do? If so, how can I make it happen?

On balance, of course, the benefits of personalisation, for most organisations, far outweigh the risks and costs. After all, why buy a Ferrari, then only use it to do the school run? If you were never going to use the portal for these advanced functions, why did you buy one? It would have been much cheaper to invest in your traditional intranet!

If you are looking to make it happen, however, you must recognise the organisational, financial and technical challenges inherent in the work. Firstly, you should ensure that your business case contains the full costs of integrating the portal with employee data and metadirectory capabilities. Ideally, you should also extend this to a single-sign-on solution if you can afford it. Secondly, you should showcase to sponsors what personalisation looks like, so that they can improve their understanding of the opportunity. Finally, you should not underestimate the technical grunt work involved in cleaning up your employee data and systems rights.

Do not neglect customisation

I define customisation as the ability for users to customise their own portal settings and appearance (as distinct from how I am defining personalisation, where the portal provisions information and applications authomatically, based on the user’s profile). By letting users "do it themselves" you allow for the possibility that they may wish to share knowledge and collaborate with people outside their immediate role. You can also learn (by observing their behaviour in customisation) where you could improve upon your personalisation.

Some final thoughts

Personlisation should be a key element of your early visioning work with sponsors and drive costs and benefits in your business case. If you find at that stage that the return on investment (ROI) is not there, then you should perhaps question whether a portal investment is really for you! A mini is adequate, after all, for the school run!

About the author:

David Viney (david@viney.com) is the author of the Intranet Portal Guide; 31 pages of advice, tools and downloads covering the period before, during and after an Intranet Portal implementation.

Read the guide at http://www.viney.com/DFV/intranet_portal_guide or the Intranet Watch Blog at http://www.viney.com/intranet_watch.

As the mother of a teenage clothing fanatic I’m often at my local mall. It occurred to me that the shopping experience for my daughter is attractive to her not because she wants to spend my money, but because the experience of buying itself is so rich to the senses.

For example, when we enter her favorite stores the first thing that hits me is the music. If it’s her kind of music, we’re in the right place for her. If the signs near the front of the store have sale prices and notices about markdowns, we’re in the right place for me. Immediately there are two user needs met. Mother’s and daughter’s.

Next, for me, is how products are displayed. I look for orderliness and logical groupings such as jeans in one place, the teeny tiny things she calls shirts in another place, “hoodies” in every possible color in another section. I also look for clean dressing rooms and clues as to how many items she can load up on before she meets their limit. Meanwhile, she’s looking at colors, sizes, textures, and styles. She glides along in her beat up sneakers touching the items as she passes by. Her hands drift along piles of sweaters as if walking through a field of daisies. A certain texture will stop her dead in her tracks and I’ll get that “Mom, look!” expression from her.

It strikes me that some of the stores she insists we stop into don’t offer much for me to do or look at. The d้cor is dark, black, and limited to a few racks mixed with hanging things on the walls separated by posters of half naked teenagers standing next to cars they can’t possibly afford to buy. Clothing prices are hidden inside sleeves. Sale signs are taboo. But the music is hip, the salespersons are scary-looking and the smell of leather mixed with hair gel is making my wallet itch. Their website, I bet, has but one click-path designed for teens and their parents must be blindfolded so as not to read the content before handing over their credit card.

Finally in a store where I feel welcome, my daughter is admiring the merchandise and starting to find what she likes in her size. I’m avoiding the mirrors and marveling at the sales personnel with their size 3 bodies, smudged eyeliner and 35 bracelets on each wrist. For my daughter, who looks just like them, this is confirmation she’s in the right store. I, on the other hand, will stop holding in my stomach when we get back out to the parking lot, or when we grab our latt้s in Starbucks on the first floor.

While other mothers and myself are holding piles of clothes in our arms, or running back and forth to get something in different sizes, my mind drifts to all the ecommerce websites I find in search engines, but don’t purchase from. For starters, most of them think I’m going to read 35 links in their navigation, plus their ads, before deciding which is the right path to follow. Some of them will tell me about one sale, but if I want to know more, I have to figure out where they stuck that stuff. There’s nothing I can physically touch and the images are usually tiny. Sure, I can click to enlarge but how many times have I done that only to find a bigger view of the same boring, unattractive picture?

Most shopping carts don’t give me shipping dates or availability information as I make my selections. (Just recently I ordered something, only to hear from the merchant via email that their software wasn’t working and the color and size wasn’t recorded, so they had to contact me for that information.)

We assume ecommerce have functional websites. We assume incorrectly. We assume they built them for many types of customers, but again, we’ve assumed wrong. We assume that the top 20 sites in search engine results are the best of the best based on our search keywords. That, I’m afraid, is the saddest shock of all. Top rank doesn’t equal the best online experience once you click into that website.

That part of usability wasn’t tested for you by the search engine or directory. That’s not their job.

My daughter looks good in everything. So did I when I was a teenager. If I still had that body I could order from any lingerie site on the Internet and feel quite sure I’d look as fantastic and sexy as their starving models do. But, I never buy sexy lingerie on the Internet because quite frankly, they’re not selling it to me. One look at their models, their poses, their ages and their airbrushed faces tells me their target market is men who dream of making their women look like that too, if they just buy that lacey thing for them.

Fortunately I have a levelheaded daughter who loves to hunt for bargains. The last time we shopped at the Mall together was because I wanted to get her a gift for making the Distinguished Honor Roll that marking period in school. She found something at her favorite teen store for under $20. We splurged at Starbucks on our favorite chocolate coffee fixes, which was the logical choice after doing so well at the clothing store.

Online, after a sale, I’d be alone staring at my monitor at a “Thank you screen” and likely not directed to go anywhere interesting next. This is another common ecommerce practice; dumping the customer off after the last screen of a shopping cart. Instead, they should try suggesting a related site (via paid sponsored link?) or a reminder to bookmark the site for later shopping or better yet, how about a quick “Did you find what you were looking for?” survey. One quick question, one button click is all it takes to say “We hoped you like your shopping experience but if not, please tell us how to make it better.”

This is what the cute pierced nose sales clerk said to us when I handed her the $20 for my daughter’s new shirt. I gratefully accepted the receipt from the nail polished hand attached to the 18 year old face with a pimple on the forehead, multi-colored hair and glittered eye shadow. You just can’t get mimic that kind of user experience on the Internet yet.

Usability Consultant, Kimberly Krause Berg, is the owner of http://www.UsabilityEffect.com, http://www.Cre8pc.com & http://www.Cre8asiteForums.com. Her background in organic search engine optimization, combined with web site usability consulting, offers unique insight into web site development.

To obtain more local customers for your business,
consider expanding your local business through the
Internet. Here are some ways of doing so.

1. Online Directories

Even without a website, you can get listed in online
directories. Many times these listings are free.

For example, if you operated a restaurant, your being
listed in local Internet directories could result in
local residents and visitors to the area finding your
restaurant.

2. E-mail Newsletter

You could also collect e-mail addresses from existing
customers and regularly e-mail them about special events,
menu additions, and other promotions. This would keep
your restaurant visible in their minds and could result
in repeat business and word-of-mouth referrals.

For more information about newsletters, visit
http://www.yenommarketinginc.com/newsletters.html

3. Your Own Website

If you have your own website, the opportunities for
promoting your business increase. A restaurant could
give information about hours, prices, nutritional
information, specials, awards, news releases, contests,
employment opportunities, and so on.

4. Search Engines

Submit your website to search engines for increased
exposure. Some search engines have listings by
regional category so that local customers can find you
easily.

5. Pay-Per-Click Search Engines

Advertise in pay-per-click (PPC) search engines that
use geographical targeting. That way, you are paying
mainly for responses from people local to your area.

6. Internet Auctions

Use eBay or other Internet Auctions to reach out to local
customers. On eBay, you can mention an item location
which will help local people to find you. Not only can
you earn some additional income from Internet auctions,
but you may gain additional local clients.

For more information about online auctions, visit
http://www.yenommarketinginc.com/auctions.html

By applying these suggestions, you, too, can expand your
local business through the Internet.

RESOURCE BOX:

J. Stephen Pope, President of Pope Consulting Inc.,
http://www.popeconsultinginc.com/ has been helping
clients to earn maximum business profits for over
twenty-five years.

For valuable Work at Home Small Business Ideas,
visit: http://www.yenommarketinginc.com/

Whether you sell a product or merely sell time to your employer in your labor, your main product is you. You sell yourself with every move you make, every word you speak or write, every attitude you display. How far you go up the ladder depends largely on the image you project to others.

If you are sincere, dependable, knowledgeable, and confident, you will be accepted. You will not be trusted if you seem unsure of yourself. If you appear overconfident, you will be thought of as phoney.

Before you can sell a product, you have to sell yourself. Before you sell yourself, you must be sold on yourself. You must get your doubts and failures out of your mind and replace them with memories of your successes. You have to psych yourself up. I remember a pitcher who would turn his back on the batter and work himself into a frenzy. He would then blow the ball past the hitter.

Hang around with upbeat successful people. Avoid being around those who are always feeling sorry for themselves and giving excuses for failing. Sales organizations keep their employees psyched up. Build up yourself and others with positive material. You will develop a habit of feeling great about yourself. That will come across to your customers and they will buy.

You have to come across to others as a winner. No one wants to buy from a loser. I know a salesman that was driving a car that was old and beat up and his prospect told him he would not buy from him because he was obviously not successful. You must have the appearance of success and act like a winner.

Your chief competitor is you. You won’t succeed until you learn to play up to your potential. Many are not defeated by their opponent but beat themselves. Winners don’t shoot themselves in the foot with silly mistakes. Be aware of what’s going on and take advantage of your opportunities. The difference between wining and losing is in the execution. When you make the right moves, you will be successful.

Decide what image you want to portray. Everyone is unique. It should display your personality, values and what makes you stand out from the crowd. Decide what is important and have a plan to put it across to others. You must do what you have a passion for. If you are excited about what you are doing it will be evident to your customer.

When you sell in person, your prospect goes a lot by body language, tone and voice inflections. This is lost when you sell with the written word. You have to find ways to make up for it with your copy. Write so that he feels the emphases that your body and voice give. Show him that you can fulfill his need. He doesn’t care what you want. Tell him what’s in it for him.

You are thinking that you want him to buy now. He is thinking something entirely different. He is asking himself why he should buy now, from you, and not someone else. He is wondering if it will really do what you say it will. Learn to think like he does so that you can speak his language. You have to be on the same page with him to sell him. Anticipate his objections and give him answers before he reflects on them. Make him think that he is not being sold, but he is choosing the best. Give him something extra for buying now. A how to article for his field would show him you have his best interest at heart.

—

You have my permission to publish this article if you leave the resource box intact. It would be appreciated if you notify me when you do at lynn_b2@yahoo.com.

Lynn Bradley is also the author of the paperback book, "Climbing the Heavenly Stairs," which includes a chapter on Jesus’ answer for overcoming your obstacles and becomingly successful. You were created for success. Learn his rules for being a winner. Click on the following link for more information or use the title for the URL. http://www.thelynnbradleybook.com

I spent a lifetime in retailing and I’m still at it in retirement; albeit virtually.

You know how it goes.

You put up a web page and throw in some stock.

Your page begets another and another and another until one day you’re looking at a site that’s got more stock than Bloomingdales.

But you can’t stop?

The old sourcing skills are making a comeback, sharpening their talons, and coaxing you to duck and dive, bob and weave to find still more stock at even better prices.

So you build another virtual retail store and then another and another and another until you’re looking at an empire.

Then you diversify.

If you are upmarket, you go downmarket.

Why not?

There no shareholders breathing down your neck or smart ass vice presidents demanding that you pull in the reins.

And so you build a bargain basement store and another and another until you’re looking at Wal-Mart.

Expending your energy in this way is fun; it’s therapeutic, and if you go about matters in the right way, it doesn’t cost a thin dime apart from hosting fees - and it can be hugely profitable.

In between times you are still knocking out the odd bestseller just to keep your hand in.

But even now you can’t stop.

You dig deep into the inner recesses of the psyche and draw down expertise that has been rusting away for eons in the vaults of the supraconscious.

Ideas leap out at you from nowhere; you create courses on creative writing, starting a business, offline marketing, online marketing, maximising on retirement, and what have you.

So you build more websites and more websites and more websites and now you are busier than ever you were when you thought you were working.

So how am I doing with all these third age activities?

I’m not hurting.

Most mornings my inbox is crammed with cute little messages like ‘Invoice from Clickbank’ and ‘You have money at PayPal’ and so forth.

But don’t take my word for it.

Visit one of my stores and judge for yourself.

You’ll find an address in the resource box?

Jim Green is a retiree, entrepreneur, and published author with a string of bestselling hard copy titles to his bow including his latest ‘Your Retirement Masterplan’ ISBN 1857039874. You’ll get a taste of what he gets up to at this website http://howtoproducts-xl.com