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[Landlord US-MI] Landlord Process Improvements?

TL;DR: Looking for landlord apps/software/processes that will save time and money (particularly time) and that will reduce the irritations associated with being a landlord. Interested in hearing tips, tricks, and suggestions for improvements from other experienced landlords. Have been a landlord for 17 years in the MidWest. ———

Background:

I’m a full-time software engineer in the Midwest. My wife works full time as an executive. We own eight local condos that we rent out, and have been landlords for about 17 years. I’m looking for new ways to streamline/simplify/automate/offload/improve processes we use for rentals.
The average cap rate of our properties based on purchase price is 6%. We can probably expect about 2.5%/year long-term appreciation. Our units are all about 17 years old and located in A-/B+ neighborhoods. Net cash flow is about $55K/yr.
Currently we self-manage pretty much everything. Tools we already use include: - Quicken for income/expense tracking (considering a move to QuickBooks—thoughts?) - TurboTax for tax prep (no accountant) - Apple Pay, Venmo, Cash App for rent collection. Any paper checks are deposited via mobile banking apps. - Zillow Rental manager and RentLinx for advertising and rental applications (considering a move from RentLinx to Postlets. Rentlinx doesn’t always post pictures and prices correctly to the Zillow Suite or Apartments.com-—thoughts?) - Will soon set up Docusign for Lease and HOA form signing and reminders. - Automatic bill pay and ACH payments for as much stuff as possible.
Things we essentially do manually, or that are facilitated only via manual texts/emails: - Schedule showings with prospective and current tenants - Track paper receipts in shoeboxes. At tax time we tabulate these in a spreadsheet and then enter expense totals into Turbotax. - Schedule maintenance with contractor and tenants, and often show up to meet contractors at rentals. - Pay property taxes on units lacking mortgages - Schedule and attend inspections per local Township regulations.
Areas where we could perhaps make some improvements: - Hiring an accountant to do our taxes? I’m skeptical as to whether this will save us any time, but it might save us money. One accountant’s website asks customers to fill out a tax planning form that looks more difficult than just doing taxes myself. I have an MBA so am comfortable with accounting. However, tax accountants surely know tricks that I don’t. Those of you who have done your own accounting and then switched to an accountant, has it been worthwhile?
As a software engineer I gravitate toward messing with details—-probably to a fault. I probably have other blind spots. If you see some in what I’ve written above, feel free to offer constructive criticism. Just hoping to make landlording as smooth and easy as possible.
Happy New Year to all you other landlords out there. May the new year bring you good health, pleasant tenants, reliable appliances, and abundant cash flow.
submitted by stayhungrier to Landlord [link] [comments]

[Tutorial] Bring back XP to any Windows (Vista/7/8/10)

There are two methods to bring it back to your current setup :
- you can automatically start a VirtualBox virtual machine when Windows starts, by right-clicking your virtual machine, send to desktop (make a shortcut), and copy your shortcut to the startup folder with win + R (or Run) and type shell:startup. Your virtual machine will start with the last configuration used before shutting it down.
- Or you can theme your setup and use old software still working.
If you want to theme your setup :
First you need the UltraUXThemePatcher to allow custom theming, when it's installed just run it and patch what it says to. Reboot.

Install a XP theme for your Windows version (I'll add more links later but you can find a fitting one too)
Windows 7 Luna Blue Theme
Some themes doesn't theme the taskbar so here's a skin to use with Classic Shell (see under), check "Show all settings" then add this to Taskbar tab > click on texture > [...] and select the skin.

Set your taskbar icons to small, by right-clicking the taskbar and going to properties. Also set never combine taskbar buttons.
Install Classic Shell to theme the taskbar and change the start menu, open Classic Start Menu Settings and under Start Menu style choose the middle one (classic with two columns) then change the start button by one of these (or by this one for french people) . Under Theme choose Windows XP Luna and your color variant (Blue, Olive, Silver). Disable the fade animation by ticking "Show all settings" and in Menu style tab.
After that you can edit what's shown in start menu with the Start Menu Personalization tab : drag any item to move or add it, use Del to delete item which is useful to disable the shutdown option list (we will use something else, don't worry, but DON'T delete the logoff/change uselock options if you need them) and double click on any item to rename it or change the icon.
You can show less softwares when opening the menu by going to Main menu tab with the recent softwares option.
For the shutdown button, download XPShutdown by TuxiePuffy (read the readme), put it somewhere where it won't ever move; to change the language just make a new txt and copy the text from TuxiePuffy's sample then edit it, save it, and change the .txt to .ini
Open again Classic Start Menu settings, go to the Start Menu Personalization tab and double-click the shutdown button, then click on [...] next to command and select the XPShutdown exe
Here are some XP icons that can be used for almost every icon.
For the quick launch next to the start button, go to C:\Users\"Yourself"\AppData\Roaming\Microsoft\Internet Explorer\Quick Launch put your shortcuts here, right-click the taskbar and unlock it then drag the | next to the language shortcut all to the left, until the language goes back to the right.

Set these sounds by right-cliking the sound icon in the taskbar > sounds (you can save your sound setup by clicking on Save as, you can update an existing by giving it the same name).
To replace the startup sound (not the login) use Startup Sound Changer or Winaero Tweaker

Just open mouse settings and select the blank cursor (the first on the list). Or if you want all of those included when installing XP, here.

Here are the original ones, you can also find them online in HD.

Here are the original ones, again they're also available online in HD.

Here, put them anywhere then right-click on any screensaver and install it, it will add all of them.

Use this skin to have Windows Media Player 9 and this skin to have Windows Media Player 11. (9 skin is more complete than 11 but it works a bit too)
Copy them in WMP directory > skins by right-clicking the shortcut in the start menu and locating the file. Open Windows Media Player, go to the skin selector and select the skin.

Right-click on the desktop > personalize, then click on Change desktop icons.
Use FileTypesMan or an alternative to generally edit .txt .ini and other systemwide used icons.
THE FILE EXTENSION ICON CHANGES WILL BE PERMANENT except if you can restore/repair your pc with a command line
Use a compatible with your system version icon changer to set the remaining icons, this is reversible.

Here is a link to the original files. You can put them in the start menu by right-clicking any folder and going to it's location. Make shortcuts for your games, make a new folder and put the shortcuts here.

Calculator
Paint
Command Prompt (Added it because the OS version isn't updated inside, displaying "Windows XP Version" but it's working and it's universal except for the window title which is in french)
For wordpad and others I suggest installing XP in a virtual machine, it only needs four-five gigabytes, and take out the files manually.
You can find the Windows Movie Maker files online but it's too useless, too broken, you can't save any video or preview it.

Use LogonStudio or any compatible alternative with your version and I suggest to use this background.

It will be better with office 2000/2003, you can view and edit files up to latest office versions thanks to a compatibility pack. No link for this one
For Windows 7 you'll maybe need to install a hotfix (32 bits / 64 bits) for MicroSoft Agents to fix stuff like the assistant (Clippy, the dog, the cat, ...). To enable the assistant, it's under the ? menu for Office 2003 and Help menu for Office 2000.

Outlook 2000/2003 versions are not so easy/intuitive to set with an existing e-mail account. I suggest using Mozilla Thunderbird 5 (which was compatible up to release 52 with XP but it doesn't give the XP era feeling), Thunderbird is much more automated and is quicker to set up.
Add the desktop shortcut to the startup folder (win + R / Run and type shell:startup). It will then start when starting Windows.
Add this extension/add-on to enable minimizing it to tray; if you start it with Windows and you want it directly in the tray, right-click on the shortcut, go to the properties, under the shortcut tab you have an execute (or run) option, change normal window to minimized, click ok, it's done.

Here, it only works on 32-bit Windows versions.

MSN Messenger (or Windows Live Messenger) is still alive thanks to Escargot MSN ! You can download any pre-patched version between MSN 5.0 to WLM 8.5 or you can dowload and patch any MSN between 3.6 to 5.0.
It's already translated in many different languages.

That's almost complete, I can't complete it more, thank you for reading, have a good day and most of all, have fun !
submitted by P0liak to windowsxp [link] [comments]

CRM Service

Keywords- Customer Relationship Management, cloud, Automation, system, services Customer relationship management (CRM) is a mixture of methods, strategies, and technologies that improve customer interaction and data through companies to enhance customer relationships and retain customers and get more sales—used for analysis. The CRM system gathers user data above several networks or points of contact between customers and the company, including user websites, phones, live chat, direct mail, marketing materials. And social media. The CRM system can provide customer-focused staff with detailed information about the customer's personal information, purchase history, purchase preferences, and concerns.
CRM component
The most basic CRM software gathers customer data and documents in a CRM database so that salespeople can easily access and manage them. There are many additional features that have been added over time to make the CRM system more efficient. Some of these events record user interactions via email, phone, social media, or other channels. Automate processes that automate various workflows, such as tasks, calendars, and alerts, depending on system features. It also gives managers the ability to monitor performance and productivity based on information available in the system.
• Marketing automation: CRM tools with marketing automation features can automate repetitive tasks to increase marketing efforts in different areas of life. For example, when sales are expected to enter the system, it can automatically send expected marketing content, usually via email or social media, to ensure top-notch sales. Replaceable.
• Force sales automation: Salesforce automation tools track customer interactions and automate the specific business cycle operations required to attract and retain new customers.
• Central Contact Center Automation: Designed to minimize the job injury aspects of Contact Center representatives, Contact Center Automation may include pre-configured audio to Help users troubleshoot and disseminate information. A large number of software tools integrated with reseller desktop tools can meet customers' needs to reduce talk time and simplify customer service processes.
• Geographical location technology or location-based services: Some CRM systems have technologies that can create geo-marketing campaigns based on a customer's actual location and sometimes a universal GPS application. Out. Geographical location technology can also be used as a network or communications management tool to explore sales potential based on combined locations.
• Workflow automation: CRM systems help improve business processes by making workloads comfortable and allowing employees to focus on creative and high-level tasks.
• Managing leads: Sales candidates can be tracked via CRM and enable sales teams to enter, track, and analyze leads.
• Human Resource Management (HRM): a CRM system that tracks employee information, such as contact information, evaluates the organization's performance and benefits. This allows the HR department to manage internal staff more effectively.
• Analytics: CRM analysis analyzes user data and helps create targeted marketing campaigns to increase customer satisfaction.
• IAI: Artificial intelligence (AI) technology, such as sales, automate Einstein's repetitive tasks, identify customer purchasing patterns, predict customer behavior in the future, and more. Built on the M platform
Types of CRM technology
The four leading suppliers of CRM systems are Outlets, Microsoft, SAP, and Oracle. Other vendors are top-rated among small and medium companies but are the choice of four large companies. Types of CRM technology are provided as follows.
• On-site CRM: This system is responsible for managing, managing, securing, and monitoring login information and company files using CRM software. With this model, the company buys prepaid licenses instead of the year-end product from a CRM provider on the cloud platform. The software is based on the company's server, and users have to pay for each upgrade. It also requires a long process to integrate all the companies. Companies with CRM needs can benefit from home distribution.
• Cloud-based CRM: With cloud-based CRM, also known as SaaS (program-based service) or selectable CRM, data is stored in remote, external networks with which employees can interact. Internet communication anywhere, anytime, sometimes with a third-party wizard who manages the configuration and monitoring. Enter The pure, continuous light from the cloud enables companies to gain experience with artificial intelligence or technology. Companies can see CRM Cloud as a more cost-effective option. Providers like Salesforce are paid by prepaid users and have monthly or annual payments. Data security is a significant concern for cloud-based companies because it does not control data storage and monitoring. If the cloud provider is not discontinued or created by another company, its data could be compromised or lost. Complications can also occur when a company's internal cloud system replaces old data. Ultimately, the costs may be alarming that software for the job costs more time than traditional models.
• Open Source CRM: The open-source CRM system provides a public process that allows companies to make changes to the company using the method. Open source CRM technology also helps companies trying to build CRM applications, allowing more and more sophisticated data transfer on social media websites. Open source CRM platforms like OroCRM, SuiteCRM, and SugarCRM offer options for the markets of Salesforce, Microsoft, and other vendors. The implementation of each CRM implementation depends on the needs, capabilities, and business objectives, as each method has different costs.
submitted by K_Harigautam to u/K_Harigautam [link] [comments]

Amazon AWS: Complete business guide to the world's largest provider of cloud services

Before we spout forth a fountain of fabulous terms such as "cloud infrastructure" and "virtual machine," let's try to explain what this AWS thing does, in terms even a CEO could understand.
Up until the mid-2000s, software was a thing you installed on your hard drive. It was intellectual property that you were granted the license to use, and either the entirety of that license was paid for up front, or it was subscribed to on an annual "per-seat" basis. A corporate network (a LAN) introduced the astounding technical innovation of moving that hard drive into a room full of other hard drives; otherwise, the principal idea was not much different. (Microsoft thrived in this market.)
The first truly brilliant idea that ever happened in corporate LANs was this: An entire computer, including its processor and installed devices, could be rendered as software. Sure, this software would still run on hardware, but being rendered as software made it expendable if something went irreparably wrong. You simply restored a backup copy of the software, and resumed. This was the first virtual machine (VM).
Now you could install the applications you needed to run on the virtual machine rather than a physical machine. Being virtual meant it could run anywhere, and soon, it became possible to relocate a VM between processors without noticeably affecting how the application on the VM was running.
If a business could install a web server on a virtual machine, it could attain the freedom to run those web servers anywhere it was practical to do so, rather than from the headquarters basement. The first great cloud service providers — Amazon among them — built their business models around hosting the virtual machines that ran their web servers, and selling that hosting for a time-based fee rather than an expensive license. Customers only paid for what they used, thus making high-quality service feasible for small and medium-sized businesses for the first time.
WHAT "INFRASTRUCTURE" AND "SERVICE" MEAN IN THE PUBLIC CLOUD CONTEXT
In any global economic system, the term infrastructure refers to the layers of services and support systems upon which the more visible components of the economy are based. Amazon Web Services, as was evident from the division's original name, enables websites to be hosted remotely. Since its inception, though, AWS has grown into the world's principal provider of virtual infrastructure -- the operating systems, hypervisors, service orchestrators, monitoring functions, and support systems upon which the economy of the public cloud is based.
The Future of Everything as a Service
The Future of Everything as a Service
Software as a Service has set off a revolution in the way companies consume services on-demand. We look at how it's spreading to other IT services and transforming IT jobs.
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We use the word "service" quite a bit in this article, though it's important that we use it intentionally rather than a word that just means "stuff" or "things", or the way "content" is used to refer to what you read on a website. AWS provides the following principal services:
Infrastructure-as-a-Service (IaaS). AWS sells access to VMs that are configured like real computers, only rendered as software. You manage them through the web, and you can see what their displays would produce if they were real computers with monitors attached. But web servers don't really need monitors. They can send the HTML, CSS, and JavaScript code that web browsers need to assemble webpages, and to reproduce programs that you run from browsers (for example, Google Docs). Besides flexibility, what makes IaaS a lucrative, marketable service is that customers only pay for the resources (bandwidth, storage, processing) that they use, when they use it — like commodities.
Software-as-a-Service (SaaS). On your PC, your web browser has become a rendering vehicle for applications delivered to you from a cloud provider. On your smartphone, its operating system can perform that same role, and the result can be an app whose core functionality exists in the cloud, rather than being installed on the device. In both of these cases, the software is run on the server and delivered to your device (the client). Portions of this application are executed in both places, with the internet serving as the delivery medium.
Platform-as-a-Service (PaaS). When your intention is to deliver software to your customers through the cloud, it becomes more practical to use tools that are located in the cloud to build that software effectively on-site ("cloud-native applications"). It also becomes feasible to optimize the billing model for that software -- for instance, by charging only for the customers' use of specific functions built on the cloud platform.
Object data storage. Although it's fair to say Amazon did not create the cloud, it's equally fair to say it did create the market for bulk data storage and delivery. By this, we mean not just files but the mountains of structured and unstructured data that may constitute a database, or may not yet have coalesced into a database. The impetus for this part of the cloud revolution was AWS charging for the space that data actually consumed, rather than the volumes or hard drives that contain it. Now, AWS offers a variety of data service options best suited for the different ways that customers intend to use cloud-based data.
Let's first be very clear about what a cloud platform is. You've already read more definitions of "cloud" than there are clouds (in the sky), but here, we're talking about the operating system that reformulates multiple servers into a cohesive unit. For a group of computers anywhere in the world to be one cloud, the following things have to be made feasible:
They must be able to utilize virtualization (the ability for software to perform like hardware) to pool together the computing capability of multiple processors and multiple storage devices, along with those components' network connectivity, into single, contiguous units. In other words, they must collect their resources so they can be perceived as one big computer rather than several little ones.
The workloads that run on these resource pools must not be rooted to any physical location. That is to say, their memory, databases, and processes -- however they may be contained -- must be completely portable throughout the cloud.
The resource pools that run these workloads must be capable of being provisioned through a self-service portal. This way, any customer who needs to run a process on a server may provision the virtual infrastructure (the pooled resources for processing and other functions) needed to host and support that process, by ordering it through the web.
All services must be made available on a per-use basis, usually in intervals of time consumed in the actual functioning of the service, as opposed to a one-time or renewable license.
The US National Institute of Standards and Technology (NIST) declared that any cloud service provider (CSP) to which the US Government would subscribe, must at a minimum provide these four capabilities.
If NIST had the opportunity to add a fifth component, given the vast amount of history that has taken place in the few short years of the public cloud's prominence, it would probably be support. AWS may be a public cloud, but it is also a managed service. That means it's administered to deliver particular service levels which are explicitly spelled out in the company's service-level agreements (SLA).
It surprises some to learn that an AWS account is not an Amazon account with extra privileges. It's a security account that centralizes the access you're given to AWS services, and associates that access with a billable address. Not a shipping address, like a destination for goods ordered from Amazon.com, but rather a login like the one you may use for Windows.
There are ways you can use this AWS account to launch yourself into the AWS space without much, or quite likely without any, monetary investment. For the first year of each account, AWS sets aside 750 hours of free usage per month (also known as "the entire month") of a Linux- or Windows-based t2.micro virtual machine instance, which is configured like a single-CPU PC with 1 GB of RAM. Using that instance as a virtual server, you're free to set up an instance of an Amazon RDS relational database with up to 20 GB of storage, plus another 5 GB of standard S3 object storage. (You'll see more about these basic services momentarily.)
WHERE CAN YOU LEARN HOW TO USE AWS?
From time to time, AWS convenes an online, half-day streaming conference to teach newcomers about how these services work. At the time of this writing, the next edition of the company's "AWSome Day" was scheduled for April 9, 2019, from 12:00 noon to 4:30 pm Eastern Time.
That online conference may give you a shove in the general direction of what you think you might need to know. If you have a particular business goal in mind, and you're looking for professional instruction, AWS sponsors instructional courses worldwide that are conducted in training centers with professional instructors, and streamed to registered students. For example:
Migrating to AWS teaches the principles that organizations would need to know to develop a staged migration from its existing business applications and software, to their cloud-based counterparts.
AWS Security Fundamentals introduces the best practices, methodologies, and protocols that AWS uses to secure its services, in order that organizations that may be following specific security regimens can incorporate those practices into their own methods.
AWS Technical Essentials gives an IT professional within an organization a more thorough introduction to Amazon services, and the security practices around them, with the goal being to help that admin or IT manager build and deploy those services that are best suited to achieving business objectives.
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But unlike a regular expense such as electricity or insurance, public cloud services tend to spawn more public cloud services. Although AWS clearly divides expenses into categories pertaining to storage, bandwidth usage, and compute cycle time, these categories are not the services themselves. Rather, they are the product of the services you choose, and by choosing more and incorporating more of these components into the cloud-based assets you build on the AWS platform, you "consume" these commodities at a more rapid rate.
AWS has a clear plan in mind: It draws you into an account with a tier of no-cost service with which you can comfortably experiment with building a web server, or launching a database, prior to taking those services live. Ironically, it's through this strategy of starting small and building gradually that many organizations are discovering they hadn't accounted for just how great an operational expense the public cloud could become -- particularly with respect to data consumption.
Cost control is feasible, however, if you take the time to thoroughly train yourself on the proper and strategic use of the components of the AWS platform, before you begin provisioning services on that platform. And the resources for that cost control training do exist, even on the platform itself.
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Cloud cost control also a challenge for small businesses and freelancers
What do Amazon's Web services do?
Selling the services that a computer performs is nearly as old a business as selling computers themselves. Certainly Amazon did not invent that either. The time-sharing systems of the 1960s made it possible for universities and institutions to recoup the enormous costs of acquiring systems, at a time before tuition revenues could have accomplished that by themselves. But at just the right time, Amazon very keenly spotted the one type of service that almost every business could utilize: the ability to run a virtual server that runs websites.
ELASTIC COMPUTE CLOUD
The product name for the first automated service that AWS performs for customers is Amazon Elastic Compute Cloud (EC2). This is the place where AWS pools its virtual resources into instances of virtual machines, and stages those instances in locations chosen by the customer to best suit its applications.
Originally, the configurations of EC2 instances mimicked those of real-world, physical servers. You chose an instance that best suited the characteristics of the server that you'd normally have purchased, installed, and maintained on your own corporate premises, to run the application you intended for it. Today, an EC2 instance can be almost fanciful, configured like no server ever manufactured anywhere in the world. Since virtual servers comprise essentially the entire web services industry now, it doesn't matter that there's no correspondence with reality. You peruse AWS' very extensive catalog, and choose the number of processors, local storage, local memory, connectivity, and bandwidth that your applications require. And if that's more than in any real server ever manufactured, so what?
You then pay for the resources that instance uses, literally on a per-second basis. If the application you've planned is very extensive, like a multi-player game, then you can reasonably estimate what your AWS costs would be for delivering that game to each player, and calculate a subscription fee you can charge that player that earns you a respectable profit.
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ELASTIC CONTAINER SERVICE
Virtual machines gave organizations a way to deliver functionality through the internet without having to change the way their applications were architected. They still "believe" they're running in a manufactured server.
In recent years, a new vehicle for packaging functionality has come about that is far better suited to cloud-based delivery. It was called the "Docker container," after the company that first developed an automated mechanism for deploying it on a cloud platform (even though its name at the time was dotCloud). Today, since so many parties have a vested interest in its success, and also because the English language has run out of words, this package is just called a container.
AWS' way to deliver applications through containers rather than virtual machines is Elastic Container Service (ECS). Here, the business model can be completely different than for EC2.
Because a containerized application (sorry, there's no other term for it) may use a variable amount of resources at any particular time, you may opt to pay only for the resources that application does use, at the time it requests them. As an analogy, think of it like this: Instead of renting a car, you lease the road, pay for the gasoline consumed with each engine revolution, the oxygen burned with each ignition of a cylinder, and the amount of carbon dioxide produced by the catalytic converter. With ECS, you're renting the bandwidth and paying for the precise volume of data consumed and the cycles required for processing, for each second of your application's operation. Amazon calls this pricing model Fargate, referring to the furthest possible point in the delivery chain where the "turnstile" is rotated and where charges may be incurred.
One very important service that emerges from the system that makes ECS possible is called Lambda, and for many classes of industry and academia, it's already significantly changing the way applications are being conceived. Lambda advances a principle called the serverless model, in which the cloud server delivers the functions that an application may require on a per-use basis only, without the need for pre-provisioning.
For instance, if you have a function that analyzes a photograph and isolates the portion of it that's likely to contain the image of a human face, you can stage that function in Amazon's cloud using the serverless model. You're not being charged for the VM or the container hosting the function, or any of the resources it requires; rather, AWS places its "turnstile" at the point where the function renders its result and terminates. So you're charged a flat fee for the transaction.
Although Amazon may not have had the idea for the serverless model, Lambda has advanced that model considerably. Now developers are reconsidering the very nature of application architecture, with the end result being that an entirely new economy may emerge around fluid components of functionality, as opposed to rigid, undecipherable monoliths.
As we mentioned before, one of Amazon's true breakthroughs was the establishment of S3, its Simple Storage Service (the word "Cloud" has since been wedged into the middle of its name). For this business model, Amazon places "turnstiles," if you will, at two points of the data exchange process: when data is uploaded, and when it's transacted by means of a retrieval call or a database query. So both input and output incur charges.
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AWS does not charge customers by the storage volume, or in any fraction of a physical device consumed by data. Instead, it creates a virtual construct called a bucket, and assigns that to an account. Essentially, this bucket is bottomless; it provides database tools and other services with a means to address the data contained within it. By default, each account may operate up to 100 buckets, though that limit may be increased upon request.
Once data is stored in one of these buckets, the way AWS monetizes its output from the bucket depends upon how that data is used. If a small amount of data is stored and retrieved not very often, AWS is happy not to charge anything at all. But if you've already deployed a web app that has multiple users, and in the course of using this app, these users all access data stored in an S3 bucket, that's likely to incur some charges. Database queries, such as retrieving billing information or statistics, will be charged very differently from downloading a video or media file.
If AWS were to charge one flat fee for data retrieval -- say, per megabyte downloaded -- then with the huge difference in scale between a spreadsheet's worth of tabular data and a 1080p video, no one would want to use AWS for media. So S3 assumes that the types of objects that you'll store in buckets will determine the way those objects will be used ("consumed") by others, and AWS establishes a fee for the method of use.
Here's where Amazon adds a third turnstile to the data model: by offering database engines capable of utilizing the data stored in S3 buckets. An AWS database engine is a specialized instance type: a VM image in which the database management system is already installed.
For relational data -- the kind that's stored in tables and queried using SQL language -- AWS offers MariaDB (open source), Microsoft SQL Server, MySQL (open source), Oracle DB, PostgreSQL (open source), and Amazon's own Aurora. Any application that can interface with a database in one of these formats, even if it wasn't written for the cloud to begin with, can be made to run with one of these services. Alternately, AWS offers DynamoDB for use with less structured key/value stores, DocumentDB for working with long-form text data such as in a content management system, and ElastiCache for dealing with high volumes of data in-memory.
Standing up a "big data" system, such as one based on the Apache Hadoop or Apache Spark framework, is typically a concentrated effort on the part of any organization. Though they both refrain from invoking the phrase, both Spark and Hadoop are operating systems, enabling servers to support clusters of coordinated data providers as their core functionality. So any effort to leverage the cloud for a big data platform must involve configuring the applications running on these platforms to recognize the cloud as their storage center.
AWS approaches this issue by enabling S3 to serve as what Hadoop and Spark engineers call a data lake -- a massive pool of not-necessarily-structured, unprocessed, unrefined data. Originally, data lakes were "formatted," to borrow an old phrase, using Hadoop's HDFS file system. Some engineers have since found S3 actually preferable to HDFS, and some go so far as to argue S3 is more cost-effective. Apache Hadoop now ships with its own S3 connector, enabling organizations that run Hadoop on-premises to leverage cloud-based S3 instead of their own on-premises storage.
In a big data framework, the operating system clusters together servers, with both their processing and local storage, as single units. So scaling out processor power means increasing storage; likewise, tending to the need for more space for data means adding CPUs. AWS' approach to stationing the entire big data framework in the cloud is not to correlate Spark or Hadoop nodes as unaltered virtual machines, but instead deploy a somewhat different framework that manages Hadoop or Spark applications, but enable S3-based data lakes to become scalable independently. AWS calls this system EMR, and it's made considerable inroads, capitalizing on Amazon's success in substituting for HDFS.
Kinesis leverages AWS' data lake components to stand up an analytics service -- one that evaluates the underlying patterns within a data stream or a time series, make respectable forecasts, and draw apparent correlations as close to real-time as possible. So if you have a data source such as a server log, machines on a manufacturing or assembly line, a financial trading system, or in the most extensive example, a video stream, Kinesis can be programmed to generate alerts and analytical messages in response to conditions that you specify.
The word "programmed" is meant rather intentionally here. Using components such as Kinesis Streams, you do write custom logic code to specify those conditions that are worthy of attention or examination. By contrast, Kinesis Data Firehose can be set up with easier-to-explain filters that can divert certain data from the main stream, based on conditions or parameters, into a location such as another S3 bucket for later analysis.
In founding the market for virtualization, VMware set about to relocate the seat of power in the data center kingdom to the hypervisor. And in drawing most of the map for the public cloud market, Amazon tried to relocate it to the EC2 instance. Both efforts have yielded success. But Kubernetes, as an open source orchestrator of container-based applications, sought to plant a bomb beneath that seat of power, by effectively democratizing the way new classes of applications were created and deployed. It was Google's idea, though with just the right dosage of benevolence, Docker would step aside, bowing graciously, and even Microsoft would contribute to the plan.
AWS' managed Kubernetes service, called EKS and launched in July 2018, represents Amazon's concession to the tides of history, at least for this round. The previous July, Amazon joined the Cloud Native Computing Foundation -- the arm of the Linux Foundation that oversees development of the Kubernetes orchestrator.
This way, EKS can provide management services over the infrastructure supporting a customer's Kubernetes deployment, comparable to what Google Cloud and Azure offer. The provisioning of clusters can happen automatically. That last sentence doesn't have much meaning unless you've read tens of thousands of pages of Kubernetes documentation, the most important sentence from which is this: You can pick a containerized application, tell EKS to run it, then EKS will configure the resources that application requires, you sign off on them, and it runs the app.
So if you have, say, an open source content management system compiled to run in containers, you just point EKS to the repository where those containers are located and say "Go." If all the world's applications could be automated in exactly this way, we would be living in a very different world.
The way VMware manages virtualized infrastructure for its vSphere customers, and the way Amazon manages its cloud infrastructure for AWS, are fundamentally different. However, the beauty of virtualization is that it's possible to configure a platform to run another platform (like the way Windows 10 runs Linux apps).
It took engineers from Amazon and VMware working together several years before they could emerge with a system allowing its NSX network virtualization layer (which enables the underlying resources of all servers in an enterprise network to be perceived as a single infrastructure) to be supported in AWS' proprietary cloud infrastructure. We don't exactly know how this works, but for now, it appears that it does work after all.
So with a product that VMware calls VMware Cloud on AWS, an existing vSphere environment may provision resources from the Amazon public cloud as necessary, including under policy-based automation rules. This way, compute power, storage, and to some extent database functionality may be brought into an enterprise network like fluids being trucked in to save an organization in crisis. And these dynamic resources may then be de-provisioned when they're no longer needed.
In recent months, Amazon has expanded its working relationship with VMware, enabling AWS for the first time to offer deploying its own server hardware on customers' premises. Certainly that's one way to bring the cloud closer to the enterprise.
AWS needed a means to compete against Microsoft's Azure Stack, which gives Azure customers the means to run Microsoft services in their own data centers the same way Azure would. That's easy enough for Microsoft, since much of Azure Stack is based on Windows Server already. Amazon's servers, by contrast, are clustered by a very unique beast entirely. AWS Outposts, as Amazon calls it, gives large enterprises a way to let that beast in through their back door, at least part-way, leasing them Amazon servers exclusively for their own use.[Source]-https://www.zdnet.com/article/amazon-aws-everything-you-should-know-about-the-largest-cloud-provide
AWS Certification Course Courses in Mumbai. 30 hours practical training program on all avenues of Amazon Web Services. Learn under AWS Expert
submitted by faizrashid to u/faizrashid [link] [comments]

ETHBerlinZwei (2019) - List of Hackathon Projects

Full list with details can be found here.
I have tried to organize the 88 project submissions (from 249 participants) into categories, so that it'd be easy for one to check some new interesting tools depending on one's interest. This post contains the final outcome of that attempt.

EDIT (August 27th 2019):
Added list of libp2p Bounties, provided by mariapaulafn. Please message me (or comment below) if you have found that the info posted is not accurate.

Lending / Borrowing

Tornado Lend
Put funds locked in smart contract to work.
LSDai
Earn Compound interest with your rDai collateral, while providing liquidity for hedges against variable Compound interest. Get high on interest!
Cherry Swap
Cherry Swap is an autonomous, open-source platform for interest rate swaps on Compound Finance markets.
Bearrowing
Tokenization layer for positions in lending/borrowing platforms with interoperability of debts.
RateLock
Fixed interest rate term loans via Compound Finance and powered by an on chain interest rate swap order book system.
DAI Insured
Incentivized bots prevent CDP liquidation – no trust required

Savings

Squirrel Goals
Have you ever dreamt of saving money like a squirrel? Squirrel Goals makes that possible. Save up your Eth for next Cryptowinter by making contributions or loose all your moneys.

Trading

Tannatci
Automated conditional ]DEX trading is now possible!
Unisaur.cz
Short #Web2, Long #Web3, #REKT Buffett/Trump/Roubini and prove that you are the #GreatestTraderOFALLTIME
set.diy
Create your own ETF
GramEth
First DEX ETH to GRAM and back.

Privacy / Authentication

MyPrivacy
Login button for privacy
You.
You are the password.
PrivETHy
To educate users about how much information they leave behind on-chain with their addresses, we show them significant data collected from relevant smart contracts.
ENS Login
Login throughout the Ethereum ecosystem with just your ENS name
ĐOor
ĐOor opens doors at events that are anchored on the Ethereum blockchain. Bouncers scan your dynamic QR code to verify that you're a registered ticket owner.

Wallets

D-OST Wallet
UNI / Layer Swap + 6 digit pin recovery
wallet@Mitch_Kosowski
#GreatestWalletOFALLTIME
Evryt
The only not-only-crypto wallet app an average user will ever need.
YAW
Finally a wallet which will take care of your gas

DAOs

VotezUp
Get DAO proposal notifications and vote while chatting
virtue-dao
Virtuous swarms on a mission with a continuous EnDAOment. No proposals.
Aragon Voting Widget
POC widget to vote on an Aragon DAO from outside the DAO itself
The Humble Potato
Thought Leader Dividend
The TAO (Tokenized Autonomous Organisation)
A true form of open governance that uses a unique reputation based token dependent on commitment.
SelloutDAO
Sell your MolochDAO (or other DAO) voting power to the highest bidder! Vote buying on the blockchain!
VollgasDAO - Gas Futures on Ethereum
Enable users to mint 30 day Gas Futures that can redeemed for the actual off-chain gas price, financed by an investment pool created via mismatched bonding curves that earns dividends for investors
DAOHaus
Discover and Pledge to existing Moloch DAOs, or Summon your own.
My-DAO-Dashboard
An user-centric dashboard to manage all DAO's that you're participating in.
Offset Dao
Offset the risk of DAO with RDai compound interest
CoinComposter
Compost illiquid ERC20s; Harvest farm fresh ETH.
Conviction Voting Aragon App
Continuous decision making
WordDao
A DAO for Words: funding public infrastructure via decentralized contributions.
cybaca
The framework for self-organized events based on Ethereum smart contract with the integrated economic game. The framework provides to set up zero-funded events excluding any sponsors and investor

Payments

Veriyfit
A concept of decentralized platform for proceeding payments with verifying each payment with Machine Learning
paydai
Amazon payments with DAI
ppm - Pay-Per-Minute
Every minute send small donation to the site that you are currently viewing
SplitNetwork
Split the bill or request a crypto payment directly from your contacts.
Vero - the Ethereum Credit System
Vero provides an Ethereum Credit Score to customers who can use the score to start tabs w/ Vendors. Vendors can quickly accept payments offline then easily reconcile on-chain at a later date.
Transit - Pension Plan
Transit is a mutual, cooperatively owned Pension Plan on the blockchain

Social

CollectorHub
A Decentralized Social Network for Non-fungible Token Collectors.
Ciao
Like Facebook groups but based on token membership
3chan
3chan is anonymous uncensorable truly decentralized image board. No gas needed to post, no owner of the server, completely running on IPFS.
ShoutBox
Decentralized peer-to-peer chat
dat
Never fear about someone snooping in your private conversation

UX

B33n there, done dapp
A user-friendly burner type wallet for events
MetaStamp
We make non-crypto users onboarding to DApps fast and easy with our pattern of usage of meta transactions. We have designed protocol and built SDK for DApp developers and Mobile wallet for users.
Mapcovery
Recover your wallet simply and securely with 5 locations that you remember
Maglev - Ethereum Tx Station
Batch multiple smart contract executions into a single transaction and reduce your gas usage;
Clovers Gas Station
On-chain gas prices every ~20 seconds
Re\u1F4A9tation
Repootation (repootation) is a react component that can be embedded anywhere on the Internet and stores reactions and ratings of content in a decentralized and verifiable way.
Happy BauHaus Cat
Be informed of the latest MolochDAO and Cryptokitty news in a friendly way, with true full-colour out of band communication for true decentralization.
Atra LiteUI <> 3Box Chat Integration
Create Chat Elements in Atra LiteUI that use 3Box Profiles, Spaces and Threads
Flora Sidechain | Discount Transactions
Hold tokens instead of paying transactions fees
Fry the DeFi
one-stop shop for newcomers to DeFi ecosystem with fiat on-ramp
Supercharger Network
A new blockchain protocol enabling meta-transactions and removing the cost of fees from the end user.

Environment

Terra6
A collective intelligence to repopulate the Earth with 6 trillion trees.
GreenBerlin
Strengthen sustainable behaviour through gamification and financial incentives within a city. Or short: Make Berlin green again!

Art

dot.gallery
a digital gallery that hosts time-bound art exhibitions

Mobility

Shared Mobility Protocol
An open-source, multi-modal ridesharing network, where anyone can activate their own vehicles on the network -- bicycles, scooters, cars, and more -- and share them with the community.

Identity

sol.tty
The scripting layer Ethereum was missing. A Solidity implementation of the EVM deployed as an Identity contract so you can run any Solidity code just like you could if you had a REPL.
Decentralized ticket management
There is a big focus on Wallet implementations, but what if we would extend it to Digital Identity which might drive mass adoption of de-centralization.

Browsers

BoB (Browser of Browsers)
BoB is an internet browser application with a DNS-based peer-to-peer content delivery

Collectibles

badgable
Version Control for the educational certificates
stikkit
badges for anyone and anything...

Staking

dms-staking
Building a distributed dead man's switch protocol
Archipel
high avaliability solution for Proof-of-Stake validators

File Hosting

'catbox' like encrypted dropbox for Ethereum & IPFS, OSI lib
A open source library+boilerplate, for everyone who wants to share data encrypted with (multiple) Ethereum users via decentralised file storage (e.g. IPFS) GDPR-compliant. Save your cat pics!
EtherFlare
Unlike the classic Anti-DDoS services, that charge fixed monthly fee for their services with possible moneyback in case of fail. We provide you DDoS protection with Uptime Insurance as incentive.

Voting

Excalibur-voting
Decentralized voting on the Ethereum blockchain

Quantum Cryptography

Qwood
Quantum blockchain whatever it takes

Oracles

Chainlink & Augur
We broke Chainlink and then fixed it by building a secondary dispute layer on top of Chainlink to utilize Augur's resolution mechanics, thus securing Chainlink via Augur.

Developer Tools

Berlin GossipSub profiling
Learn libp2p and profile GossipSub to find bottlenecks and potentially speed up Ethereum 2.0
Meshsim (libp2p gossipsub visualisation)
Visualise how messages flow in the libp2p gossip network with the ability to tweak the network topology
go-libp2p-noise
A new secure transport option for Eth2.0, Polkadot, Cosmos, and web3
colonySubgraph
A TheGraph subgraph for the colonyNetwork
Insulin
Flexible, universal and fast Smart Contract testing framework
The Graph Oracle
Supercharge your smart contract by creating graphql queries to the Graph

Gaming

Eazy-cheezy
Eazy-breezy parsing of Cheeze Wizard presale contract with the Graph!
Playtime at waves platform
A two user bet game using ride programming language at waves platform
S.U.D.Z.
We've created a browser based burner game to incentivise participation in the Tornado Cash ETH privacy pool

Law

DeLAMP
Decentralized Legal Agreement Marketplace Protocol

Accessibility

Hotspot me!
Get internet access from a hotspot nearby, anonymously through micro payments.

Extensions

Tennagraph Extension
tennagraph extension ethereum governance coinvoting gasvoting eip

Speech-to-text

ethberlinzwei-babelfish_3_0
A decentralized verifiable speech-to-text service powered by deep learning and Ocean Protocol.

Streaming

EthMotionPictures
Video chat streaming through Ethereum smart contracts

Algorithms

Laika Testnet
Ethereum's current PoW is very energy inefficient. We try to improve on it while maintaining ASIC resistance by using disk space for a "proof-of-capacity".

List of Bounties

(some are still in progress and the full bounty will be paid upon completion)
libp2p Noise handshake Golang and JavaScript implementations
1500 EUR via the Community Improvement Bounties fund.
1500 EUR via the Interchain Foundation.
500 EUR via Protocol Labs.

libp2p - gossipsub visualizations: fork and adapt meshsim
750 EUR via Protocol Labs.
750 EUR via the Ethereum Foundation.
500 EUR via Community Improvement Bounties fund.

libp2p - TypeScript bindings for js-libp2p-*
500 EUR via the Community Improvement Bounties fund.
500 EUR via Protocol Labs.

libp2p - Wireshark libp2p Lua dissectors
1000 EUR via Community Improvement Bounties fund.
1000 EUR via Protocol Labs.
750 EUR via the Ethereum Foundation.

libp2p - mDNS discovery in go
500 EUR via the Community Improvement Bounties fund.
500 EUR via Protocol Labs.

libp2p - Golang gossipsub profiling and optimization
1000 EUR via the Community Improvement Bounties fund.
500 EUR via the Ethereum Foundation.
250 EUR via Protocol Labs.

libp2p - Conformance Test Kit
1000 EUR via the Community Improvement Bounties fund.
1000 EUR via Protocol Labs.
1000 EUR via the Ethereum Foundation.
submitted by ruvalm to ethfinance [link] [comments]

SEO is Not Hard . A step-by-step SEO Tutorial for beginners that will get you ranked every single time

Note: This is a chapter out of my Growth Hacking Book called Secret Sauce: The Ultimate Growth Hacking Guide. This is only one of the 17 chapters that read just like this.
Also, the links I posted here are broken, but you can view the whole thing beautifully formatted on Medium here
After my post about making money from an affiliate site was at the top of this sub for a couple days, I've received more than 50 PMs asking for more info on how SEO works and how to get authority sites ranking. I have a chapter about that in my book, so I'm just going to publish it for free.
For what it's worth, I drive millions of dollars of traffic in the most competitive key terms online, including with new sites, so if you come in here to comment "this won't work" you're wrong. It's hard work, but it's not unreasonably hard. So much so that I decided to call it "SEO is not hard."
Formatting on reddit is hard, so it's also on Medium here.
It's also one of the several chapters of a book I wrote, which you can purchase here

SEO is Not Hard — A step-by-step SEO Tutorial for beginners that will get you ranked every single time

SEO In One Day

SEO is simply not as hard as people pretend like it is; you can get 95% of the effort with 5% of the work, and you absolutely do not need to hire a professional SEO to do it, nor will it be hard to start ranking for well-picked key terms.
Of all the channels we’ll be discussing, SEO is the one that there is the most misinformation about. Some of it is subtle, but some of it is widely spread and believed by so-called SEO consultants who actually don’t know what they’re doing.
SEO is very simple, and unless you’re a very large company it’s probably not worth hiring somebody else to do. It’s also something that has a lot of faux veneer around it. Consultants want to make it seem incredibly difficult so that they can charge you a lot, but I'll show you exactly how to do it, step by step, and you'll win.
How Google Works In order to understand what we need to do for SEO let’s look back at how Google started, how it’s evolving today, and develop a groundwork from which we can understand how to get ranked on Google.
First, we're going to reverse engineer what Google is doing, and then simply follow their rules, picking the right keywords, and get your sites ranked.

The Early Days of Google

The idea for PageRank — Google’s early ranking algorithm — stemmed from Einstein. Larry Page and Sergei Brin were students at Stanford, and they noticed how often scientific studies referred to famous papers, such as the theory of relativity. These references acted almost like a vote — the more your work was referenced the more important it must be. If they downloaded every scientific paper and looked at the references, they could theoretically decide which papers were the most important, and rank them.
They realized that because of links, the Internet could be analyzed and ranked in a similar way, except instead of using references they could use links. So they set about attempting to “download” (or crawl) the entire Internet, figuring out which sites were linked to the most. The sites with the most links were, theoretically, the best sites. And if you did a search for “university,” they could look at the pages that talked about “university” and rank them.

Google Today

Google works largely the same way today, although with much more sophistication and nuance. For example, not all links carry the same weight. A link from an authoritative site (as seen by how many links a site has pointing at it) is much more valuable than a link from a non-authoritative site. A link from Wikipedia is probably worth about 10,000 links from sites that don’t have much authority.
At the end of the day the purpose of Google is to find the “best” (or most popular) web page for the words you type into the search bar.
All this means is we need to make it clear to google what our page is about, and then make it clear that we’re popular. If we do that we win. In order to do that, we’ll follow a very simple process that works every single time with less effort than you probably think is required.

Gaming the System

Google is a very smart company. The sophistication of the algorithms they write is incredible; bear in mind that there are currently cars driving themselves around Silicon Valley powered by Google’s algorithms.
If you get too far into the SEO rabbit hole you’ll start stumbling upon spammy ways to attempt to speed up this process. Automated software like RankerX, GSA SER, and Scraperbox, instructions to create spam or spin content, linkwheels, PBNs, hacking domains, etc.
Some of that stuff works very short term, but Google is smart and it is getting smarter. It gets harder to beat Google every day, and Google gets faster at shutting down spammy sites every day. Most don’t even last a week before everything you’ve done disappears and your work evaporates. That’s not the way you should do things.
Instead of Internet-based churn and burn we’ll be focusing on building equity in the Internet. So if you see some highly-paid SEO consultant telling you to use software and spun content to generate links, or when you see some blackhatter beating the system, just know that it’s not worth it. We’re going to build authority and get traffic fast, but we’re going to do it in a way that doesn’t disappear or cripple your site in the future.

On-Page SEO

The first step in getting our site ready to rank is making it clear to Google what our site is about.
For now we’re going to focus our home page (our landing page) on ranking for one keyword that isn’t our brand or company name. Once we do that and get that ranking we can branch out into other keywords and start to dominate the search landscape, but for now we’ll stay laser focused.
Keyword Research The first thing we need to do is to figure out what that keyword is. Depending on how popular our site is and how long it’s been around, the level of traffic and difficulty we’ll get from this effort may vary.

The Long Tail

There’s a concept we need to be familiar with known as the “long tail.”
If we were to graph “popularity” of most things with “popularity” being the Y axis and the rank order being the Y axis, we’d get something like a power law graph:
https://cdn-images-1.medium.com/max/800/0*BJTF2S1LVXK5ig75
There are some big hits that get the majority of attention, and after a few hits the graph falls sharply. The long-tail theory says that as we become more diverse as a society the yellow end of the above graph will stretch forever and get taller.
Think of Amazon. They probably have a few best-selling products, but the majority of their retail revenue comes from a wide variety of things that aren’t bought anywhere nearly as often as their best-selling products. Similarly, if we were to rank the popularity of the songs played in the last 10 years, there would be a few hits that would garner the majority of plays, and an enormous number of songs that have only a few plays. Those less popular products and songs are what we call the long tail.
In SEO this matters because, at least in the beginning, we’re going to go after long tail keywords — very exact, intention-driven keywords with lower competition that we know can win, then gradually we’ll work our way to the left.
Our site isn’t going to outrank ultra-competitive keywords in the beginning, but by being more specific we can start winning very targeted traffic with much less effort.
The keywords we’re looking for we will refer to as “long-tail keywords.”

Finding the Long Tail

In order to find our perfect long-tail keywords, we’re going to use a combination of four tools, all of which are free.
The process looks like this:
  1. Use UberSuggest, KeywordShitter and a little bit of brainstorming to come up with some keywords
  2. Export those keywords to the Google Keyword Planner to estimate traffic level
  3. Search for those keywords with the SEOQuake chrome extension installed to analyze the true keyword difficulty
Don’t be intimidated — it’s actually very simple. For this example we’ll pretend like we were finding a keyword for this book (and we’ll probably have to build out a site so you see if we’re ranked there in a few months).

Step 1: Brainstorming and Keyword Generating

In this step we’re simply going to identify a few keywords that seem like they might work. Don’t concentrate too much on culling the list at this point, as most bad keywords will be automatically eliminated as a part of the process.
So since this is a book about growth hacking, I’m going to list out a few keywords that would be a good fit:
That’s a good enough list to start. If you start running out of ideas go ahead and check out keywordshitter.com. If you plug in one keyword it will start spitting out thousands of variations in just a few minutes. Try to get a solid list of 5–10 to start with.
Now we’ll plug each keyword into UberSuggest. When I plug the first one — “growth hacking” — in, I get 246 results.
Clicking “view as text” will let us copy and paste all of our keywords into a text editor and create an enormous list.
https://cdn-images-1.medium.com/max/800/0*BkT8uUYV3p2hsXCI.
Go through that process with each keyword you came up with.
Now we’ll assume you have 500+ keywords. If you don’t, try to start with something more generic and broad as a keyword, and you’ll have that many quickly. Ideally you’ll have over 1500.

Step 2: Traffic Estimating

Now that we have a pretty good list of keywords. Our next step is to figure out if they have enough search volume to be worth our while.
You’ll likely notice that some are so far down the long tail they wouldn’t do much for us. For example, my growth hacking list came up with “5 internet marketing techniques.” We probably won’t go after that one, but instead of guessing we can let Google do the work for us. This will be our weeding out step.

Google Keyword Planner

The Google Keyword Planner is a tool meant for advertisers, but it does give us some rough idea of traffic levels.
Google doesn’t make any promise of accuracy, so these numbers are likely only directionally correct, but they’re enough to get us on the right track.
You’ll have to have an AdWords account to be able to use the tool, but you can create one for free if you haven’t use AdWords in the past.
Once you’ve logged in, select “Get search volume data and trends.”
Paste in your enormous list of keywords, and click “Get search volume.” Once you’ve done so, you’ll see a lot of graphs and data.
Unfortunately the Keyword Planner interface is a little bit of a nightmare to work within, so instead we’re going to export our data to excel with the “download” button and play with it there.
Now what we’re going to do is decide what traffic we want to go after.
This varies a bit based on how much authority your site has. So let’s try to determine how easy it will be for you to rank.
Go to SEMrush.com and enter your URL, looking at the total backlinks in the third column:
https://cdn-images-1.medium.com/max/800/0*aV3sF59d8Bt3Aqqw.
As a general rule (this may vary based on how old your site is, who the links are from, etc.), based on the number of links you have, this is the maximum level of “difficulty” you should go after.
Number of Backlinks:Maximum Difficulty
<30:40
<100:40–50
<1000:50–70
1000+:70+
Go ahead and sort the data by difficulty, and eliminate all of the stuff that is too high for your site (don’t worry, we’ll get those keywords later). For now you can simply delete those rows.

Exact Match

One important thing to note is that Google gives us this volume as “exact match” volume. This means that if there is a slight variation of a keyword we will see it if the words are synonyms, but not if they are used in a phrase, so the traffic will be underestimated from what you would expect overall.
Now with that disclaimer sort the traffic volume highest to lowest, and from this data pick out five keywords that seem like a good fit.
Here are mine:
Mine all look the same, but that may not necessarily be the case.

Keyword Trends

Unfortunately the “keyword difficulty” that Google gives us is based on paid search traffic, not on natural search traffic.
First, let’s use Google Trends to view the keyword volume and trajectory simultaneously. You can enter all of the keywords at the same time and see them graphed against each other. For my keywords it looks like this:
https://cdn-images-1.medium.com/max/800/0*10BiNkXI3C3mEvYb.
The ones I’m most excited about are purple and red, which are “Growth hacking techniques” and “Growth hacking Twitter.”
Now we’ll take a deeper look at what the competition is like for those two keywords.

Manual Keyword Difficulty Analysis

In order to analyze how difficult it will be to rank for a certain keyword, we’re going to have to look at the keywords manually, one by one. That’s why we started by finding some long-tail keywords and narrowing the list.
This process gets a lot easier if you download the SEOQuake Chrome extension. Once you’ve done that, do a Google search and you’ll notice a few changes.
With SEOQuake turned on the relevant SEO data of each site is displayed below each search result.
We’re going to alter what is displayed, so in the left-hand sidebar click “parameters” and set them to the following:
https://cdn-images-1.medium.com/max/800/0*qVN8Re6-d0RqvJ07.
Now when you search, you’ll see something like this:
https://cdn-images-1.medium.com/max/800/0*9c46odS5ItXx3F5X.
SEOQuake adds a ranking number, and the following at the bottom:
The Google Index: This is how many pages from this base URL Google has indexed
Page Links: The number of pages linking to the exact domain that is ranking according to SEMrush’s index (usually very low compared to reality, but since we’ll be using this number to compare it wil be somewhat apples to apples)
URL Links: The number of pages pointing to any page on the base URL
Age: The first time the page was indexed by the Internet Archive
Traffic: A very rough monthly traffic number for the base URL
Looking at these we can try to determine approximately what it would take to overtake the sites in these positions.
You’ll notice that the weight of the indicators change. Not all links are from as good of sources, direct page links matter much more than URL links, etc., but if you google around and play with it for a while you’ll get a pretty good idea of what it takes.
If you have a brand new site it will take a month or two to start generating the number of links to get to page one. If you have an older site with more links it may just be a matter of getting your on-page SEO in place. Generally it will be a mixture of both.
Keep in mind that we’re going to optimize our page for this exact keyword, so we have a bit of an advantage. That said, if you start to see pages from sites like Wikipedia, you will know it’s an uphill battle.
Here are a couple of examples so you can see how you should think through these things, starting with “Growth hacking techniques.”
https://cdn-images-1.medium.com/max/800/0*YErpxe0guQCv8f2E.
Entrepreneur.com is definitely a big name, and “growth hacking techniques” is in the title explicitly. This will be difficult to beat, but there are no links in the SEMRush index that point direct to the page.
(By the way, I wonder how hard it would be to write an article for entrepreneur.com — I could probably do that and build a few links to that easily, even linking to my site in the article).
https://cdn-images-1.medium.com/max/800/0*hJxs4ukw38FD_rzA.
Yongfook.com, have never heard of that site. 206 total links, not much traffic, this one I could pass up. It does have quite a bit of age and “Growth hacking tactics” in the title explicitly, so that would make it tough, but this one is doable to pass up after a while.
https://cdn-images-1.medium.com/max/800/0*FXNrc-YR8rEbVY90.
Alright, so quicksprout is relatively popular, a lot of links, good age, lots of traffic, a few links direct to the page but not a ton.
But the word “tactics” doesn’t even appear here. This page isn’t optimized for this keyword, so I could probably knock it out by being optimized specifically for “growth hacking tactics.”
Let’s jump down a ways to see how hard it would be to get on the front page.
17 total pages indexed? Created in 2014? No links in the index, even to the root URL? This one’s mine. I should be able to front-page easily.
So this looks like a good keyword. Now we just have to get the on-page SEO in place and start building a few links.
(Note: After doing this a few more times I learned that I could probably get austenallred.com toward the top of "growth hacking press," so I changed the on-page optimization of one of those pages to focus on that keyword, and we'll see how it goes.

On-Page SEO

Now that we have our keyword selected, we need to make sure Google knows what our site is about. This is as simple as making sure the right keywords are in the right places. Most of this has to do with html tags, which make up the structure of a webpage. If you don’t know html or understand how it works, just pass this list to a developer and they should be able to help you.
Here is a simple checklist you can follow to see if your content is optimized.

On-Page SEO Checklist

☐ Your keyword is in the tag, ideally at the front (or close to the front) of the tag<br /> ☐ Your keyword is close to the beginning of the <title> tag (ideally the first words)<br /> ☐ The title tag contains less than the viewable limit of 65 characters (optional but recommended)<br /> ☐ Your keyword is in the first <h1> tag (and your page has an <h1> tag)<br /> ☐ If your page contains additional header tags (<h2>, <h3>, etc) your keyword or synonyms are in most of them<br /> ☐ Any images on the page have an <alt> tag that contain your chosen keyword<br /> ☐ Your keyword is in the meta description (and there is a meta description)<br /> ☐ There is at least 300 words of text on the page<br /> ☐ Your keyword appears in the URL (if not the homepage)<br /> ☐ Your keyword appears in the first paragraph of the copy<br /> ☐ Your keyword (or synonyms — Google recognizes them now) is used other times throughout the page<br /> ☐ Your keyword density is between .5% and 2.5%<br /> ☐ The page contains dofollow links to other pages (this just means you’re not using nofollow links to every other page)<br /> ☐ The page is original content not taken from another page and dissimilar from other pages on your site<br /> If you have all of that in place you should be pretty well set from an on-page perspective. You’ll likely be the best-optimized page for your chosen keyword unless you’re in a very competitive space.<br /> All we have left now is off-page optimization.<br /> <h1>Off-Page SEO</h1> Off-Page SEO is just a fancy way to say links. (Sometimes we call them backlinks, but it’s really the same thing.)<br /> Google looks at each link on the web as a weighted vote. If you link to something, in Google’s eyes you’re saying, “This is worth checking out.” The more legit you are the more weight your vote carries.<br /> <h2>Link Juice</h2> SEOs have a weird way to describe this voting process; they call it “link juice.” If an authoritative site, we’ll say Wikipedia for example, links to you, they’re passing you “link juice.”<br /> But link juice doesn’t only work site to site — if your homepage is very authoritative and it links off to other pages on your site, it passes link juice as well. For this reason our link structure becomes very important.<br /> <h3>Checking Link Juice</h3> There are a number of tools that let you check how many links are pointing to a site and what the authority of those pages are. Unfortunately none of them are perfect — the only way to know what links are pointing to your site is to have crawled those pages.<br /> Google crawls most popular pages several times per day, but they don’t want you manipulating them, so they update their index pretty slowly.<br /> That said, you can check at least a sample of Google’s index in the Google Search Console (formerly known as Webmaster Tools). Once you navigate to your site, In the left-hand side select “Search Traffic” then “Links to your site.” There’s a debate raging over whether or not this actually shows you all of the links Google knows about (I’m 99% convinced it’s only a sample), but it’s at least a representative sample.<br /> To see all of your links, click on “More” under “Who links to you the most” then “Download this table.” This, again, seems to only download a sample of what Google knows about. You can also select “Download latest links” which provides more recent links than the other option.<br /> Unfortunately this doesn’t let us see much a to the value of the links, nor does it show us links that have dropped or where those links are from.<br /> To use those there are a wide variety of tools: If you have a budget I’d go with ahrefs.com as they have the biggest index, followed by Moz’s Open Site Explorer (most of the data you can get with a free account, if not then it’s slightly cheaper than ahrefs), and finally SEMrush, which is free for most purposes we need. MajesticSEO uses a combination of “trust flow” and “citation flow” which also works fairly well to give you an idea as to the overall health and number of links pointing to your site.<br /> All of these use different internal metrics to determine the “authority” of a link, but using them to compare apples to apples can be beneficial.<br /> <h1>Link Structure</h1> HTML links look something like this:<br /> <a href=”http://www.somesite.com” title=”keyword”>Anchor text</a><br /> Where <a href="?nw=7200">http://www.somesite.com</a> is the place the link directs you to, the title is largely a remnant of time gone by, and the linked text — think the words that are blue and you click on — is called the “anchor text.”<br /> In addition to the amount of link juice a page has, the relevance of the anchor text matters.<br /> Generally speaking you want to use your keyword as the anchor text for your internal linking whenever possible. External linking (from other sites) shouldn’t be very heavily optimized for anchor text. If 90% of your links all have the same anchor text Google can throw a red flag, assuming that you’re doing something fishy.<br /> If you’re ever creating links (like we’ll show you in the future) I only ever use something generic like the site name, “here” or the full URL.<br /> <h2>Internal Structure</h2> Generally speaking you don’t want orphan pages (those that aren’t linked to by other pages), nor do you want an overly-messy link structure.<br /> Some say the ideal link structure for a site is something like this:<br /> <a href="?nw=1095">https://cdn-images-1.medium.com/max/800/0*tWHFIzBzG7zq6uii</a>.<br /> That’s close, but it gets a couple things wrong. First, you’ll never have a structure that organized, and second, in an ideal world every page would link to every other page on its same level. This can easily be done with a footer that feels like a sitemap or “recommended” pages. That allows you to specify anchor text, and pass link juice freely from page to page.<br /> Unfortunately it’s impossible to draw such a web without it becoming a mess, so you’ll just have to imagine what that actually looks like.<br /> We have just one more thing to go over before we start getting those first links pointing to our site.<br /> <h3>Robots.txt, disavow, nofollow, and other minutia###</h3> Most of SEO at this point is now managing stuff that can go wrong. There is a lot of that, but we’ll go over what will cover 99% of needs, and you can Google if there’s something really crazy.<br /> <h4>Robots.txt</h4> Almost every site has a page at url.com/robots.txt — even google has one.<br /> This is just a plain text file that lets you tell search engine crawlers what to crawl and not to crawl. Most are pretty good about listening, except the Bingbot, which pretty much does whatever it wants no matter what you tell it. (I’m mostly kidding.)<br /> If you don’t want Google to crawl a page (maybe it’s a login page you don’t want indexed, a landing page, etc.) you can just “disallow” it in your robots.txt by saying disallow: /somepage.<br /> If you add a trailing / to it (e.g. disallow: /somepage/) it will also disallow all child pages.<br /> Technically you can specify different rules for different bots (or user agents), but it’s easiest to start your file with “User-agent: *” if you don’t have a need for separate crawling rules.<br /> <h4>Disavow</h4> Google will penalize spammy sites, and unfortunately this causes some bad behavior from bad actors. Say, for example, you wanted to take out a competitor. You could send a bunch of obviously spammy links to their site and get them penalized. This is called “negative SEO,” and is something that happens often in highly contested keywords. Google generally tries to pretend like it doesn’t happen.<br /> In the case that this does happen, however, you can “Disavow” links in the Search Console, which is pretty much saying, “Hey Google, don’t count this one.” I hope you’ll never have to use it, but if you hire (or have hired) a bad SEO or are being attacked by a competitor, that is how you combat it.<br /> <h4>Nofollow</h4> A link can have a property called “nofollow” such as this:<br /> <a href=”http://www.somesite.com” title=”keyword” rel=”nofollow”>Anchor text</a>.<br /> If you want to link to somebody but you don’t want it to count as a vote (you don’t want to pass link-juice), or you support user-generated content and want to deter spammers, you can use a nofollow link. Google says it discounts the value of those links. I’m not convinced they discount them heavily, but other SEOs are so they seem to deter spammers if nothing else.<br /> <h4>Redirects</h4> If you’re going to change a URL, but you don’t want its link juice to disappear, you can use a 301 redirect. A 301 will pass a majority of the link juice.<br /> Importantly, Google views <a href="?nw=7025">www.austenallred.com</a> and austenallred.com as different sites. So decide on one, and redirect all of one type to the other.<br /> <h4>Canonical URLs</h4> If you have two pages that are virtually the same, you can add something like <link rel=”canonical href=”https://www.someurl.com/somepage”> to say “hey, treat this page as if it were that page instead, but I don’t want to 301 it.”<br /> And with that, we’re ready to build our first links.<br /> <h1>Link Building</h1> Link building is where SEO really starts to matter, and where a lot of people end up in a world of hurt.<br /> The best way to build links is to not build links. I’ve worked for companies in the past that don’t have to ask for them, they just flow in from press, customer blogs, their awesome blog posts, etc. If this is an option (and we’ll go over a couple of ways to make it more likely) you’re in a great place.<br /> If not, at least in the beginning, we’re going to manually create just a few.<br /> We’re going to create them in legitimate ways and not hire somebody in India to do so. That is a recipe for disaster, and I can’t even count the number of times I’ve seen that take down a site.<br /> Web 2.0s The easiest way to build high quality links are what SEOs call “web 2.0s.” That’s just a way to say “social sites” or sites that let you post stuff. Now tweeting a link into the abyss won’t do you anything, but profiles, status pages, etc. do carry some weight. And if they come from a popular domain that counts as a link.<br /> Some of the easiest are:<br /> <ul> <li>Twitter (in your bio)<br /></li> <li>Github (the readme of a repo)<br /></li> <li>YouTube (the description of a video — it has to actually get views)<br /></li> <li>Wordpress (yes, you’ll have to actually create a blog)<br /></li> <li>Blogger (same here)<br /></li> <li>Tumblr<br /></li> <li>Upvote-based sites (HackerNews, GrowthHackers, Inbound.org, Reddit, etc.)<br /></li> </ul> If nothing else you can start there and get a half dozen to a dozen links. There are always big lists of “web 2.0s” you can find online, but keep in mind if you’re going to build something out on a blogging platform you’re going to have to really build something out. That’s a lot of content and time, but you have to do it the right way.<br /> We generally keep a bigger list of Web 2.0s here. Some may be out of date, but you should probably only build a half dozen to a dozen Web 2.0s anyway.<br /> <h2>Expired Domains</h2> Another way to get link juice is by purchasing an expired domain. This is more difficult to do, but there are a lot of options such as expireddomains.net. (Google “expired domains” and you’ll find dozens of sites monitoring them.)<br /> You’ll want to purchase a domain that has expired and restore it as closely as you can to its original form using an archive. These sites likely have some link juice to pass on and you can pass it to yourself.<br /> <h2>Link Intersection</h2> Another way to find places you can build links is by using a link intersection tool. These find sites that link to “competitor a” and “competitor b” but not to you. Theoretically, if they link to both of your competitors, they should be willing to link to you. Moz, Ahrefs, LunaMetrics and others have link intersection tools that work quite well.<br /> Now that we have a few basic links flowing, we’re going to work on some strategies that will send continual links and press, eventually getting to a point where we don’t have to build any more links.<br /> <h1>Your First Drip of Traffic — Becoming an Authority Site</h1> Awesome — you have a site that converts well, your SEO is in place, ready for you to drive traffic. Now what?<br /> As you’re probably learned at this point, a site that converts very well but has no traffic flowing to it still converts zero traffic.<br /> We’re going to fix that.<br /> This section takes a lot of time and effort, and in the beginning you’ll likely wonder if you’re doing anything at all. Remember that class in college that is so difficult it’s the point where most people give up, effectively weeding out the people who aren’t ready to major in a specific subject?<br /> <h3>Well this is the weeder-out chapter of growth hacking.</h3> Take a Long-Term View The reason so many people stumble on this step is the same reason people stumble on so many steps that take a little effort under time — losing weight, investing in a 401(k), etc. In the beginning you’re going to have a little seedling of traffic, and you’ll be looking up to those who have giant oak trees, thinking, “I must be doing something wrong.” You’re not doing anything wrong. The traffic starts as a trickle before it becomes a flood.<br /> But don’t worry if you’re a startup. Our goal is to get enough traffic that continuing to do this effort will be sustainable (meaning we won’t die before we start to see the rewards), but at the same time we’re building equity in the Internet.<br /> The type of traffic we want to build is the type that will compound and will never go away. We want to create traffic today that will still give us a little trickle in five years. Combining hundreds (or thousands) of little trickles, our site that converts, and a great product we will create a giant river.<br /> Future chapters will go into depth on the networks we need to drive traffic from, so in this chapter we’re going to focus on traffic that’s network-agnostic. Traffic that we can’t get by tapping any specific network.<br /> Just to give you some idea of scale, I’ve seen this process drive over 500,000 visits per day, though the build up to that level took almost a full year. What could you do with 500,000 visits per day?<br /> <h2>Monitoring Alerts</h2> To start we’re going to use the keywords we found in the SEO chapter, and inject ourselves (and our company) into the conversation wherever it’s taking place.<br /> To do this we’re going to use software called BuzzBundle.<br /> BuzzBundle This software lets us do a few things:<br /> Constantly monitor all mentions of a specific topic, competitor, or keyword across multiple locations on the Internet (from Facebook groups to Quora questions to blog posts) where comments are available Allow us to leave a constructive comment that references our product or company<br /> Disclaimer: This is not the SEO comment spam you’ve seen This step takes thought, effort, and a real human who understands what they’re typing. I don’t often say this, but you cannot effectively automate this step without it becoming spammy. If you’re trying to replicate the automated SEO spam you’ve seen on various blogs and sites this will probably work, but you’ll get banned, your clickthrough will be a fraction of what it could be, and you’ll be banned<br /> <h2>Productive Commenting</h2> We’re not going to fire up some awful software to drop spun mentions of garbage onto various comment sections online hoping that brings us SEO traffic. Our comments must do two things:<br /> <ul> <li>Be contextual. We are only going to talk about the topic presented in an article or tweet, and only mention our company when it naturally fits in<br /></li> <li>Contribute to the conversation. I should learn something or have value added to my life by reading your comment<br /></li> </ul> If you do these two things a few changes will take place: First, you’ll notice that people click on your links because you’re a thoughtful person who likes to contribute. Second, people will respect your company because you’re a thoughtful person who likes to contribute.<br /> And with that disclaimer, we’ll move on to the nitty gritty of how this is done. Let’s fire up BuzzBundle and get to work.<br /> <h2>Accounts and Personas</h2> The first thing you’ll want to do in BuzzBundle is go to Accounts -> Add new accounts. This is the starting point for everything we’ll do, as we need accounts to comment.<br /> One thing you’ll notice about BuzzBundle is that it lets you use multiple accounts. I find it beneficial to think from multiple perspectives and therefore multiple points of view, but I don’t want to go too far overboard and be spammy.<br /> I’d recommend doing something simple — create 2–3 personas, each of whom you identify with (or are you), and enter them into your BuzzBundle accounts.<br /> Personally I don’t even change my name, I just use a different one (eg. Austen J. Allred vs. Austen Allred) or use a few photos, just so it isn’t literally the same name and same photo blanketing the Internet.<br /> <h4>Disqus</h4> Disqus is a comment system used all over the place, and it carries some caveates. Disqus will ban you if you use the same link in every post, so there are two workarounds:<br /> Use a lot of different accounts, rotating IPs or using a proxy every two days or so Use your site URL as your “display name”<br /> Both of these work, but the second one is much easier in my view.<br /> <h2>UTM Parameters</h2> Using links with our UTM parameters here will be very beneficial. We’ll be able to track traffic back to each individual blog or site, and if necessary double down on the ones that are driving traffic.<br /> Link Shorteners If you ever start to run into problems with getting your link posted, it may be useful to use a few link shorteners or some 301 redirects.<br /> To keep it simple you can use a link shortener that 301s such as bit.ly, or if you want to spend a little more time you can set up your own site and 301 the traffic from a certain page to your money site.<br /> <h2>Using BuzzBundle</h2> Let’s get started with the BuzzBundle.<br /> First, it’s going to ask you for a keyword. We already have a keyword from the SEO section, but we may want to do something even a bit more generic. For this one I’m going to go with “growth hacking.”<br /> Simply hit “go” and let BuzzBundle get started.<br /> It will load different content types into different columns, but generally we are going to be scrolling through until we find something that looks compelling and like we can actually contribute to.<br /> The first thing I clicked on was this:<br /> <a href="?nw=672">https://cdn-images-1.medium.com/max/800/0*FtoN2kYmo5y3Oc1w</a>.<br /> It’s a review of another book about growth hacking. All I had to do was comment, tag the author, ask him if he were willing to review our book, and offer to send him one for free. (If you’re that person reading this now it’s going to be pretty awkward).<br /> My assumption is this person will find the conversation to be completely authentic, because it is. When you're authentically reaching out to people you get rid of all of the icky-ickyThe fact that there’s now a link on his video that people who are searching for something else will find is just an added bonus.<br /> As an aside, I much prefer to hold “shift” and click on a link to open it in my normal browser if I’m just going to be commenting as myself.<br /> The next one I found was a roundup of great growth hacking blog posts from the week.<br /> I left the following comment:<br /> <a href="?nw=8619">https://cdn-images-1.medium.com/max/800/0*m-1C10p2aY9Ymjjz</a>.<br /> Note how I followed him on Twitter so that it’s obviously personal and not an automated spam comment. I even went a little bit overboard and tweeted at him just for kicks.<br /> That is how you get people on your team.<br /> As you get further along and have an idea of how to get a good response, I’d recommend starting to sort by reach, ramping up the number of keywords you’re searching for, and possibly even -gasp- upgrading to the paid version of BuzzBundle.<br /> </div> submitted by <a href="?nw=4882"> tianan </a> to <a href="?nw=5103"> Entrepreneur </a> <span><a href="?nw=3545">[link]</a></span> <span><a href="?nw=8852">[comments]</a></span></p> <h5>$300k/mo selling 3d printers.</h5> <p><div class="md">Hey - Pat from <a href="?nw=5722">StarterStory.com</a> here with another interview.<br /> Today's interview is with Jeremy Simon of <a href="?nw=4008">3D Universe</a>, an online store that makes and sells 3D printers.<br /> <strong>Some stats:</strong><br /> <ul> <li>Product: 3D printers.</li> <li>Revenue/mo: $300,000</li> <li>Gross margin: 28%</li> <li>Started: November 2013</li> <li>Location: Algonquin, IL</li> <li>Founders: 2</li> <li>Employees: 1</li> </ul> <h3>Hello! Who are you and what are you working on?</h3> I’m Jeremy Simon, one of the founders of 3D Universe, a company dedicated to making 3D printing and digital fabrication accessible to everyday people and professionals alike.<br /> Our income is derived from our e-commerce business. We sell a variety of 3D printers and supplies through our website (shop3duniverse.com). But we also work extensively with the e-NABLE volunteer community, making free 3D printed prosthetic devices for people around the world.<br /> As part of our support of the e-NABLE community, 3D Universe provides assembly materials kits to make it easier for people producing e-NABLE prosthetic devices. <br /> We have also developed the e-NABLE Web Central platform, which matches e-NABLE volunteers with e-NABLE device recipients.<br /> 3D Universe currently generates about $300,000 per month in revenues, with a growth of around 300% over the last three years.<br /> <h3>What's your backstory and how did you come up with the idea?</h3> In 2012, after selling my shares in a consulting firm I had owned for 15 years, I became interested in 3D printing and bought my first 3D printer. I became amazed by the possibilities offered by 3D printing. <br /> While exploring the designs on Thingiverse, a popular 3D file repository, I came across a design for a 3D printable prosthetic hand. Investigating further, I found my way to an online volunteer community called e-NABLE, with people using 3D printers to make free prosthetic devices for people around the world. <br /> I joined this community and started making e-NABLE prosthetic devices for people. A man in my local community named Jose Delgado reached out to me to ask if I could make a hand for him. Jose was born without fingers on one hand, and while he owned an expensive prosthetic device, it didn’t work very well for him. So I made an e-NABLE device for Jose and did a video about it. This video ended up going viral on YouTube, and led to an interview on Fox News. Partially as a result of this publicity, the e-NABLE community grew rapidly, from a few hundred members at the time to thousands of members around the world.<br /> At this time, 3D printing was becoming increasingly popular, but there wasn’t a great deal of competition from companies selling 3D printers online. My business partner and I sensed a good opportunity and proceeded to develop a business plan for 3D Universe.<br /> In 2013, we launched 3D Universe with an ecommerce website, offering a small selection of 3D printers and related supplies. Both my business partner and I had existing income from other business ventures at the time, so we were able to focus on building our new company without being overly stressed about making money in our first year.<br /> In 2014, 3D Universe became one of the first authorized resellers for Ultimaker products in the United States, and our business grew significantly as a result. Ultimaker is a leading manufacturer of desktop 3D printers, and this was right around the time they were developing a reputation as producing the most reliable and highest quality 3D printers available. The previous market leader, Makerbot, had made some bad decisions, leading to a rapid decline in their market position, and opening the path for Ultimaker to take the lead.<br /> <h3>Describe the process of designing, prototyping, and manufacturing the product.</h3> Some of the products 3D Universe sells are purchased from other manufacturers. For example, Ultimaker manufactures their 3D printers in Memphis, TN, and we simply resell them. However, there are some custom products that we manufacture.<br /> After working with the e-NABLE volunteer community for several months, it became clear that one of the challenges preventing more people from making the e-NABLE prosthetic devices is that a variety of assembly materials are needed for each device produced. These materials include things like screws, cords, velcro, foam padding, etc.<br /> While all of these materials can be obtained separately, we found that you end up having to buy far more than what’s needed for producing a single device. And finding all of the individual materials and ordering them separately proved to be rather time-consuming. <br /> Seeing an opportunity to help the e-NABLE community and increase the number of free prosthetics being produced and distributed, we decided to create kits with all of the assembly materials needed for producing e-NABLE devices. <br /> We did extensive testing to determine which materials would be needed for each design, and how much of those materials was needed to produce a device in various sizes. Then we found cost-effective sources for ordering each of the materials in bulk quantities, and we hired someone to help prepare and package the kits.<br /> Our e-NABLE assembly materials kits have been very popular. So far, we have distributed over 8,000 of these kits to people around the world.<br /> One of the challenges in the e-NABLE community is matching volunteers who wish to make e-NABLE devices with recipients who need those devices. To address this challenge, my business partner and I decided to develop a web application, called e-NABLE Web Central. We have invested thousands of hours into the development of this application, and development is ongoing, as we’re constantly adding new features and capabilities. The platform currently has about 2,000 active users. <br /> <h3>Describe the process of launching the online store/business.</h3> My business partner has a strong development background, so creating our website required no outside assistance. <br /> We spent about a month creating our site initially and have made improvements periodically since our initial launch. After reviewing our options, we decided to use the Shopify ecommerce platform, and it has met our needs well. <br /> We didn’t require a lot of capital to start the business. My business partner and I both had existing incomes, and the out-of-pocket costs for starting the business were minimal. Once we started purchasing products to sell, our costs increased, but those increases were fairly gradual, so revenues were growing at the same time.<br /> At one point during our first year, we took out a business line of credit for $50,000, which we used for several months, but we haven’t needed to use that line since that first year, as we’ve had a positive cash-flow.<br /> Business was slow at first, as we had to build our customer base from nothing. But once we added the Ultimaker product line, our growth was exponential. It was a matter of being in the right place and the right time. Ultimaker and 3D Universe both exhibited at an e-NABLE conference at Johns Hopkins University in 2014, and we had a chance to talk while there. We met some of the key folks at Ultimaker, including one of their founders, and shortly thereafter, we became one of their first authorized resellers in the US.<br /> <h3>Since launch, what has worked to attract and retain customers?</h3> Since our launch, we’ve learned some valuable lessons about picking the right products to generate maximum sales and profits.<br /> First, avoid products where the manufacturer has lots of resellers drop-shipping their products. It’s hard to compete when nearly anyone can sell a product without having to keep it in inventory.<br /> Second, try to find vendors with a strong product who don’t sell direct. It’s difficult to compete against the manufacturer of a product. Some vendors are 100% channel-driven, meaning they only sell their products through their authorized resellers. This is the ideal kind of vendor to work with, as the vendor will usually help to generate sales opportunities for your company.<br /> Of course, the ideal circumstance is being able to develop your own product - something unique in the marketplace. Having unique offerings found nowhere else is a great way to attract and retain customers.<br /> Our business is focused entirely on selling products online, so almost our entire monthly advertising budget is directed to Google Ads, which we’ve found to be the most effective platform for bringing qualified customers to our website.<br /> We've found Google Ads (formerly AdWords) to be an invaluable traffic source for new customer acquisition. Our successful campaigns are a mix of shopping and text ads. We've also had some success with remarketing. Our focus with paid traffic has always been on customers that are generally further along in the sales funnel. Thus, we target high-intention keywords. With every new text ad campaign, we'll experiment with between 5 to 8 variations of ad copy for several months, before cutting low-performers and spinning up new ones. For shopping campaigns, we wrote a custom app to ensure we had control over the product description and other facets of the user experience. <br /> For ongoing maintenance, it's utterly essential to monitor performance on a regular basis. You'll need to watch CPC and ad spend relative to both attributable conversions and overall revenue. Because of the way they work, shopping campaigns require constant tuning with negative keywords. It's also important to remove products and keywords (for text ads) that may have a high CTR i.e. cost, but low ROI. Also, be wary of the the campaign-level settings suggested by Google Ads, especially location. As opposed to getting "everyone" to visit your site, focus your budget on people that are in your addressable market, and that indicate a strong interest in making a purchase.<br /> We tried selling some of our products on Amazon, but it didn’t work well for us. Some of our product vendors don’t allow us to sell on Amazon. For the products we were able to list on Amazon, we found the process of managing orders and returns to be overly burdensome. In the end, we decided not to sell on Amazon and to just focus on directing traffic to our own site.<br /> We have developed a strong email marketing list, and we send out emails to our customers with useful information about once a week. We also post regularly on our blog, YouTube, Facebook, Twitter, Instagram, and Pinterest. YouTube videos have proven to be especially effective at driving additional traffic to our ecommerce site.<br /> For example, when a new product launches, like the Ultimaker S5, we do a video introducing the product, and we embed this video on our product page and promote it through social media. Having the YouTube video link back to our shopping site helps increase organic traffic results also.<br /> Another valuable lesson we’ve learned is the importance of targeting specific vertical markets. We’ve developed a strong reputation amongst educational organizations, and this continues to grow due to word-of-mouth referrals.<br /> <h3>How are you doing today and what does the future look like?</h3> Our business is profitable (and has been since our second year in business). We’ve continued to focus on offering products with good profit margins, and our Gross Margins currently average around 28%, which is pretty good for an ecommerce business. Factoring in all of our other operating costs, our Net Profit Margins are averaging around 12%.<br /> We currently have just over 10,000 customers on our email distribution list, and that list continues to grow over time.<br /> All of our sales are through our e-commerce site. We do not currently operate any brick-and-mortar locations.<br /> We have kept our team small and our operations efficient to maximize profitability. All orders are processed daily by two individuals (one does the packing while the other generates shipping labels).<br /> Our warehouse is currently in a building that we already owned when we started the business, which helps keep costs down also. Eventually, we may need to move to a larger warehouse, but we’re delaying that as long as possible to keep our costs to a minimum.<br /> In the future, we look forward to adding new product offerings, especially higher-end products with a higher selling price.<br /> <h3>Through starting the business, have you learned anything particularly helpful or advantageous?</h3> <strong>Sometimes it’s better to keep things in house.</strong><br /> At one point, we hired a third-party service provider to help manage our Google AdWords campaigns. After spending $2,000 per month with them for three months, we discovered that they weren’t adding enough value to justify their cost, and we went back to managing the ads ourselves. <br /> It takes a lot of familiarity with the product offerings and target customers to properly optimize ad campaigns, and we found that a third-party just can’t do that as effectively as we can ourselves.<br /> <strong>Test your products!</strong><br /> We’ve learned that we need to be careful about selecting the right products to offer our customers. We test everything first, using the products ourselves to make sure they work well and provide a good overall user experience. <br /> By only offering products we’ve tested and work well, we significantly reduce the number of returns or customer satisfaction issues. We also gain a certain level of trust with our customers, as they can be confident that anything we offer has been carefully tested.<br /> <strong>Focus on customer service and reviews.</strong><br /> Everyone on our team is intensely focused on providing excellent customer service, and we’ve developed a great reputation as a result. <br /> A couple of years ago, we implemented the YotPo service for collecting customer reviews and sharing them on our website. Those reviews have been overwhelmingly positive. Those reviews also integrate with Google search results, so our 5-star review ratings appear along with our Google search results and Google Shopping ads.<br /> <h3>What platform/tools do you use for your business?</h3> We use a wide variety of tools to manage our business, including:<br /> <strong>eCommerce:</strong><br /> <ul> <li>Shopify: This is our ecommerce platform, used to host our website and manage orders. We’ve found using Shopify to be a tremendous advantage in launching our online storefront. Shopify manages 100% of our shop’s hosting needs - which includes server maintenance, security, OS updates, etc. As a small-business owner this is a huge value add. It also comes with a built-in PCI-compliant payment gateway and it allows for complete control over a store’s branding and appearance. Moreover, Shopify integrates with a wide range of apps (plugins) that often provide critical functionality that’s non included in their base platform.<br /></li> <li>Order Printer: This Shopify plugin is very useful for printing packing lists and invoices. The Order Printer Emailer plugin makes PDF invoices available to our customers by adding a download link to their order confirmation emails.<br /></li> <li>Riskified: We use the Riskified service for fraud prevention. We pay them 0.5% of every order in exchange for chargeback protection. It’s basically insurance to eliminate the risk of fraudulent orders that can result in credit card chargebacks.<br /></li> <li>Shippo: The Shippo plugin makes it a lot easier for us to generate shipping labels.<br /></li> <li>Metafields Editor: We make extensive use of metafields in Shopify, and the Metafields Editor plugin makes it easy to manage those metafields.<br /></li> <li>Live Search: The Live Search plugin is used to provide product search capabilities on our website.<br /></li> <li>Affiliately: This plugin allows us to manage affiliates. We have several affiliate partners who help to direct traffic to our site. Those referrals are tracked, and we pay a commission to our affiliates each month. The Affiliately plugin makes it easy to track affiliate sales and manage affiliate payouts.<br /></li> </ul> <strong>Operations:</strong><br /> <ul> <li>ZenDesk: We use ZenDesk for our helpdesk ticketing system. This makes it easy to manage support emails in a multi-user environment.<br /></li> <li>Intuit Quickbooks Online: We use Quickbooks Online as our accounting platform, and the Intuit Quickbooks Online plugin syncs all of our Shopify orders and customers to Quickbooks Online on a nightly basis.<br /></li> <li>Google Shopping Feed Automation: At the time we started, none of the existing plugins for loading Google Shopping data for Shopify products were a suitable fit. Thus, we developed an in-house tool that runs daily to load our catalog into the Google Shopping Feed.<br /></li> <li>ProfitWise: We developed this Shopify plugin ourselves, and we use it regularly to keep track of Cost of Goods and profitability for each of our vendors, products, variants, etc.<br /></li> </ul> <strong>Marketing:</strong><br /> <ul> <li>YotPo Reviews: The YotPo service helps us to collect customer reviews for our website and for specific products on our site. Reviews are published on our website and also appear in Google search results and Google Shopping ads.<br /></li> <li>ActiveCampaign: We use ActiveCampaign for our email marketing. This plugin helps to integrate the ActiveCampaign service with our Shopify store. This way, we can create email automations based upon customer purchases or other actions customers take on our site.<br /></li> </ul> <strong>Collaboration:</strong><br /> <ul> <li>WhatsApp Messenger: We use WhatsApp Messenger for instant messaging. The app is available on Windows, Mac, iOS, and Android, so everyone is reachable at all times.<br /></li> <li>Zoom: We use Zoom for online meetings. This platform makes it easy to do video conferencing, share screens, etc.<br /></li> <li>Google Drive: We use Google Drive (extensively to maintain a shared repository of files for our company. Everything related to our company is on Google Drive, accessible by everyone in the organization. Changes are synced in near real-time, which helps to keep everyone on the same page.<br /></li> <li>KeyPass Password Safe: This app allows us to share an encrypted repository of credentials for our business. Any login credentials or other sensitive information is stored in KeyPass, with the encrypted database file stored in our shared Google Drive so we can all access it.<br /></li> </ul> <strong>Media Production:</strong><br /> <ul> <li>*Final Cut Pro X: *We do a lot of video production for YouTube, and Final Cut Pro X is the tool we use for creating and editing those videos.<br /></li> <li>EvoCam: We produce a lot of time-lapse videos of 3D printing various objects, and this app lets us use a webcam to capture high-resolution still images every X seconds. We just aim the camera at the printer while it’s printing, and we end up with a folder full of JPG’s, which we feed into Zeitraffer.<br /></li> <li>Zeitraffer: Once we have a bunch of still images for a time-lapse, this app makes it easy to combine them into a video file.<br /></li> </ul> <strong>Development Tools:</strong><br /> <ul> <li>Microsoft Platform: We rely heavily on the Microsoft tools like Visual Studio and SQL Server to develop the e-NABLE Web Central website, the ProfitWise app, and the Google Shopping loader. Their platform enables small startups like ourselves to be highly productive with limited resources.</li> </ul> <h3>What have been the most influential books, podcasts, or other resources?</h3> The most influential resource in my own experience has been the e-NABLE volunteer community. This global community of over 10,000 volunteers is using 3D printing technology to produce free prosthetic devices to people around the world. <br /> It represents everything that got me excited about 3D printing in the first place - the fact that it democratizes the manufacturing process in a way never before possible. 3D printers are fairly affordable. Anyone with access to one can easily produce prototypes, replacement parts, and even small production runs for new products. <br /> Working with the e-NABLE community has provided me with extensive experiences of using 3D printers in a way that has a huge impact on the lives of others. In my own home, I can easily 3D print and assemble a prosthetic hand or arm for someone who needs one but cannot afford anything - and then send it to that person, anywhere in the world. <br /> <a href="?nw=7970">YouTube Video</a><br /> Recognizing the value for students to see and experience positive, practical applications for 3D printing technology, thousands of schools have joined the e-NABLE community and have developed programs teaching their students to make these prosthetic devices.<br /> Working with the e-NABLE community has continued to be a great influence on me, and it has a significant impact on the way we run the company. It has help to shape and reinforce a "give-back" focused culture, wherein we’re not satisfied to just earn a paycheck. We want to know that our work is having a positive impact on the world around us. That keeps everyone on our team motivated and excited about the work we’re doing.<br /> <h3>Advice for other entrepreneurs who want to get started or are just starting out?</h3> It is so very easy to underestimate (or overestimate) things when starting a new business. There’s a tendency to underestimate all of the efforts and costs while overestimating revenues, customer acquisitions, opportunities, etc.<br /> Force yourself to be very conservative in your planning. Hope for the best, but plan for the fact that nothing ever goes quite as planned. <br /> Find something that’s meaningful to you. Don’t go into a particular business just because you see a financial opportunity. Make sure it’s something you personally care about and enjoy working with. <br /> Figure out what’s important to you. Earning a certain income may be on the list, but there should be other items too. Work/life balance? Scheduling flexibility? Making a positive impact on the world? Opportunities for travel? Opportunities to meet new people? Whatever it is - figure out what’s important to you, and shape your business strategy around that.<br /> <h3>Are you looking to hire for certain positions right now?</h3> At this time, we are seeking software developers to assist us with the ongoing development of the e-NABLE Web Central platform. For more details, see our posting on upwork.com.<br /> <h3>Where can we go to learn more?</h3> <ul> <li>3D Universe Blog: <a href="?nw=5146">https://3duniverse.org</a></li> <li>3D Universe Store: <a href="?nw=2213">https://shop3duniverse.com</a></li> <li>Facebook: <a href="?nw=1026">https://www.facebook.com/3duniverse.org/</a></li> <li>Email: <a href="?nw=3976">info@3duniverse.org</a></li> </ul> <h> Liked this interview? Check out more founders that shared their story on <a href="?nw=5628">StarterStory.com</a>.<br /> </div> submitted by <a href="?nw=9604"> youngrichntasteless </a> to <a href="?nw=82"> EntrepreneurRideAlong </a> <span><a href="?nw=1934">[link]</a></span> <span><a href="?nw=282">[comments]</a></span></p> <h5>$250K/month selling electric bikes [with Mark Cuban as a partner]</h5> <p><div class="md">Hey - Pat from <a href="?nw=6120">StarterStory.com</a> here with another interview.<br /> Today's interview is with Stephan Aarstol of <a href="?nw=2051">Tower Electric Bikes</a>, a brand that makes direct to consumer ebikes<br /> <strong>Some stats:</strong><br /> <ul> <li>Product: Direct to consumer eBikes</li> <li>Revenue/mo: $250,000</li> <li>Started: June 2010</li> <li>Location: San Diego</li> <li>Founders: 1</li> <li>Employees: 4</li> </ul> <h3>Hello! Who are you and what business did you start?</h3> Hello! My name is Stephan Aarstol. I'm the CEO of Tower Electric Bikes.<br /> <a href="?nw=6304">Tower Electric Bikes</a> is direct to consumer eBike brand I co-founded with Mark Cuban. We make electric bikes we love, and are proud to recommend to our friends and family. Electric bikes so beautiful they exude heart and soul. We believe eBikes will change the way people get around, and we believe we can accelerate this shift by selling beautifully crafted ones direct to consumers for half what they cost in retail.<br /> Tower began as a paddleboard company in 2010 and has since evolved into a holistic direct to consumer beach lifestyle company. We produce and sell everything from paddleboards to beach cruisers, to sunglasses, to surfboards, to skateboards, to inflatable docks, to electric bikes. The primary focus of our future growth is in eBikes so that's what I'll speak to in this article. It's a story about the evolution of a brand. <br /> In October of 2019, Tower was named one of the "<a href="?nw=3618">Top 20 Shark Tank Products of All Time</a>" in USA Today. We've done over $36 million in sales since getting a $150,000 investment from Mark Cuban in 2012. <br /> <a href="?nw=2703">image</a><br /> <h3>What's your backstory and how did you come up with the idea?</h3> I live right on the boardwalk on the beach in San Diego. I get a good sense of up and coming trends in beach lifestyle while just kicking back on my patio with a Margarita and watching the world go by. In the last three or four years, there has been an explosion in electric powered things buzzing down the boardwalk. They've always been there, but it used to be one dude cruising the boardwalk with some kind of homemade electric skateboard or something once a week. Then the trend started growing exponentially in the last few years and you could just see the future.<br /> My main form of transportation down the boardwalk has always been a beach cruiser. While bikes are also recreation around the beach, unlike many places they're a central form of transportation for anyone who lives at the beach. Why sit in aggravating coastal traffic and then search for scarce parking when you can just cruise down the boardwalk with the wind in your hair and an ocean view. A rusty beach cruiser literally offers you a better quality of life than a car which might set you back $50K. Not to mention the rent for a garage to park said car might be $500/mo.<br /> The thing about electric bikes that most people don't get is that they're basically the perfect form of transportation. This is NOT just a "different kind of bike". Aside from kids, beach dwellers like myself, and what my son refers to as "butt darts" (those odd and colorfully dressed Tour de France type road cyclists), normal people just don't use bikes as transportation in the US. Bikes are a recreation with a side of exercise. Electric bikes can be better described as a replacement for a car. It's like a scooter that doesn't require a helmet and you can ride on paths, boardwalks, sidewalks, across the lawn, wherever. The first time you ride one, the light bulb goes off in your head... wait, this is fun, requires no effort even up hills, let's me avoid traffic, doesn't require a parking spot, has a range of 30-60 miles, and if the battery does die I can just pedal the rest of the way home.<br /> At the time this all donned on me, Tower was a thriving start-up primarily selling paddleboards, but we wanted to diversify our products and business to make our company healthier. We were expanding into other beach lifestyle products like surfboards, skateboards, and sunglasses. Building the world's finest electric beach cruiser was a natural fit. When I looked at the market, it was a fragmented mess of ill-conceived products and brands. Apparently, anyone could Frankenstein together an eBike, or piece together one with a conversion kit, and start an "eBike company", and so that's what happened. Hundreds of competitors. Very few goods, a handful of bad, and a lot of ugly.<br /> If you ask a person on the street anywhere in the US to name an eBike brand they couldn't. Many wouldn't even know what an eBike was. But worldwide it is already a massive industry with an estimated 30 million units sold per year, and it's expected to grow to 75 million in the next 10-20 years. In 2018 in the US, 300K eBikes were sold. This is expected to grow 20x to 7 million in that same time frame. So the plan was we would do exactly what we did in the paddleboard industry - make high-quality, low-cost products easy to find. By focusing on that simple premise, we created the <a href="?nw=337">#1 fastest growing company in San Diego</a> in 2014, then the following year we ranked #239 on the INC 500 list of America's fastest-growing companies.<br /> So that's our aim. We're going to create the world's first famous eBike brand. It is a brand void waiting to be filled. Our first product is aptly named the Beach Bum. It's a high-end electric beach cruiser that would sell for $3750 in retail, but we sell it directly to the consumer for under $1,700.<br /> <a href="?nw=86">image</a><br /> <h3>Take us through the process of designing, prototyping, and manufacturing your first product.</h3> Product design is critical. Not just the aesthetic look of something (which is also critical), but the functional choices you make in product design. You've really got to take a blank slate approach and get to the heart of what the product you are designing will be used for. This is an area that I've found I kind of excel in. I'm a fair contrarian thinker so I don't just accept the status quo and go along with what everyone else is doing. I challenge everything. If everyone is doing something one way, my assumption is that it's probably the wrong way to do it. Herd mentality and groupthink take things in the wrong direction a lot of times. Maybe most of the time.<br /> When we launched in paddleboards back in 2010, part of the reason I started was when I went shopping for my first paddleboard I learned that these things cost like $1200-$1600 for what was basically a big surfboard. And you could buy a cheap surfboard for $300. It didn’t make sense. Ninety-five percent of these paddleboards and the ~80 or so brands at the time that were making them were using a traditional retail sales model with brands, distributors, wholesalers, salespeople, and retail stores. As a result, SUP boards were selling for 4-5 times what they cost to produce. Additionally, the majority of brands seemed to perceive paddle boarding as a different kind of surfing. Lastly, there was this oddity called inflatable paddleboards in the market that had been around for years, but they were horribly designed and only represented about 1% of the market.<br /> Our process was to assume that what the bulk of the market was doing was probably stupid, especially if they were all doing it, so we hypothesized, "What if we do the exact opposite?" Then we did just that.<br /> We sold direct to consumers only, and at a single markup. By doing so, we offered consumers a better value proposition - half-price paddleboards. We intentionally ignored the sexy surf and race market's that all the other brands we're aggressively trying to stake their claim in. We looked at paddleboarding as more like kayaking than surfing, and when you looked at the numbers, 80-90% of the market wasn't surfing or racing. We also refused to advertise in magazines like all the other "serious" brands, and we still to this day have never attended one industry trade show. Then we took a hard look at the viability of those inflatable boards, as they fit our direct to consumer mail-order business model better anyways. We discovered that inflatable paddle boards, with a little re-engineering, worked just fine for tooling around bays, lakes, and harbors, and were actually far superior to hard boards in terms of storability, transportability, and durability. <br /> Within 5 years, without advertising one dime the first 4 years because we couldn't keep stuff in stock as is, we built Tower into one of the strongest brands in the paddleboard industry. Today, surfing and racing are tiny segments of a quite large paddleboard market. And the last time I looked at market stats, inflatable SUPs were 70% of the paddleboard market. In 2017, our co-branded Chris Craft inflatable paddle board was rated the <a href="?nw=2413">#1 paddleboard in the world by the prestigious Robb Report</a>, over some boards that sold for $2500 to $3500. Ours sold for $650 at the time.<br /> <a href="?nw=5938">image</a><br /> In the eBike market, with Tower Electric Bikes, we're taking a similar look at what the industry is doing that makes sense, what is groupthink, and what is just plain stupid. In 5 years, we'll see what happens, but I'm optimistic. As an entrepreneur, sometimes you find yourself in the very fortunate position to see an opportunity that looks oddly familiar to something you've seen before. When that happens, you can almost see around corners.<br /> Our first product, an <a href="?nw=4934">electric beach cruiser called the Tower Beach Bum</a>, is starting to gain traction already, and we've just barely started.<br /> <h3>Describe the process of launching the business.</h3> While we had rolled out a diversified portfolio of beach lifestyle products beyond paddleboards over the years, we knew going in that our eBike wasn't just going to be another product. This was a massive market that was seeing explosive growth with a brand void. This was more akin to us starting a paddleboard company in the first place, so we separated things out and treated the opportunity with the same serious attention to detail.<br /> We had a very healthy going concern in Tower Paddle Boards, so we didn't need to rush into anything. We took our time and did things right. We first prototyped and rolled out a regular bike (non-electric), which we considered to be the world's finest beach cruiser.<br /> <a href="?nw=9993">image</a><br /> We over-engineered the thing so we knew what it took to create a really great bike. One interesting thing about selling direct to consumer is it allows you to offer very high-end products at very reasonable prices so you can tread where others won't go because they fear pricing the product out of the market. For starters, our beach cruiser came with a belt drive. Many beach cruisers sell at retail for just over what our production cost of just the belt drive system was, so this was definitely distinctive. It's about as high end as you can go on a beach cruiser!<br /> We brought in a serious product design studio. We went with a stretched, lightweight, rust-free aluminum classically styled beach cruiser frame. We used all premium components. We put innovative, and patented, passenger pegs on the rear wheel. Then we added premium wheels with 48 spokes as you'd find on high-end mountain bikes, and top of the line tires. The design aesthetic itself was black on black, with a matte black frame and glossy black logos, a brown leather seat and grips, all accented by unique brown whitewall balloon tires. It's truly a work of art.<br /> <a href="?nw=1426">https://www.youtube.com/watch?v=mp22Qbhhvig</a><br /> Our eBike design was based on this frame design and aesthetic, but we took a blank slate approach on the eBike because we didn't want to be boxed in by our bike design. Bikes are more about exercise and recreation. At the very high end, they have style, but basic bikes are about functionality. When that gets ported over to eBikes and electronics get tacked onto them, they tend to look like bike mechanics for engineers built them. They're contraptions, halfway between weird looking bikes and homemade motorcycles. They've got noisy tires, they shift awkwardly at times, they've got their brand name in big letters plastered all over the place (imagine that on a luxury car), and they're just kind of obnoxious. That's kind of the state of the eBike market.<br /> We view eBikes as transportation with a side of recreation, more akin to an improved version of a scooter, or a convertible sports car. They're not a different kind of bike, in my mind, We call our electric beach cruiser the Beach Bum. Our tagline is, "Stay cool. Be Free." The 'stay cool' part is about the fact that it's stylish first, like a beautiful car that just plain looks stunning. And it's got air conditioning built in to keep you 'cool'. The "be free" part is the light bulb that goes off in your head the first time you ride one. You realize you can go on a 30-mile bike ride and up any hill so it frees you to go anywhere. It expands your local circle of familiarity from the half-mile or so you are willing to walk, to about a 10-20 mile radius. And perhaps more importantly, you're no longer constrained by traffic, or roads even as you can hit any path you want, or by available parking spots. You have freed yourself.<br /> <a href="?nw=1567">https://www.youtube.com/watch?v=QtpyHfv5QAY</a><br /> For funding this new company, we use profits from our paddleboard cash cow. Even if we have to invest a good chunk to get things up to speed, it's all tax-free as we're reinvesting profits. So much more advantageous than starting from scratch. Even better, we're able to leverage our entire infrastructure so our incremental burn rate to add an eBike company to our existing operation is basically zero. Just add inventory. That gives us a huge operational cost advantage over the competition. We already have a warehouse. We already have a competent marketing team on staff. We already have the shipping function taken care of. We already have a customer service team.<br /> The most important difference between how we started the paddleboard business and our eBike business is that we now can see the future. Mostly, we're only doing things that work. We're definitely avoiding our prior mistakes. And with Mark Cuban as a co-founder this time, we have the ability to leverage his celebrity status in a meaningful way to separate us from the hundreds of me-too eBike brands out there. In a way, we're talking more about Mark Cuban's eBike company early on instead of the Tower Electric Bike company because we know that is more meaningful until we get the brand well established. It's like Tesla. There are a handful of electric car company start-ups out there, but most people only know Elon Musk's company, in part because he's Elon Musk. His reputation and proven record speak volumes.<br /> <h3>Since launch, what has worked to attract and retain customers?</h3> Our objective is to make high-quality, low-cost electric bikes easy to find. It's a very simple strategy. Everything emanates from that.<br /> I get a lot of people calling me because they've heard we're killing it and they want to know our secret. They've maybe seen me on Shark Tank talking about our SEO expertise ("Search Engine Optimization"), so they'll call saying they want to hire me on a consultant basis for their company. Or they'll have invented some product and say all their missing is the marketing guy and I'm their guy. Let's partner.<br /> But there really are no marketing secrets, and when there are it's not for very long in today's fast-moving world. I've been at an executive level in the online marketing and business development space since 1999, and what I've learned is that there are these arcs of opportunity with each newly identified marketing tactic.<br /> In 2000, two years before Google Adwords even existed, I was leveraging GoTo.com's invention, PPC search advertising to buy search traffic clicks for a penny a piece. It worked fabulously and big companies wouldn't even start using it for another 5 or 6 years. It still worked then, but less so, and it's gotten crowded in the past decade and now only works selectively. Even then, Google has a monopoly now and just sucks the profit out of everything they touch.<br /> Then it was email. Then it was group buying in discussing groups, the predecessor to Kickstarter. Worked great for a while, then the window of opportunity closed for the most part, for most people. Then social media came and the organic following was great. Then because they had a monopoly, they made it pay to play and that seemed bad but it was actually another even more fantastic opportunity with highly targeted FB and IG marketing. Then influencer followings exploded and that became the new window of opportunity. Then Amazon marketplace became an untapped marketplace that was getting huge overnight, and that window opened and closed... because they're a monopoly too so they're correctly sucking out all the profit. And it continues. Windows open and if you're early, you can do well. And once everyone clues in 5 years later, it stops working as well, then it gets crowded and the opportunity passes.<br /> So our plan is to not worry about the next online marketing window to come along, but rather to make a really high-quality product. Obsessively focus on that. And then make it relatively low cost for consumers. Not making cheap products by cutting corners, but rather figuring out ways to get your amazing product into consumers hands inexpensively without any middlemen. That's why we go direct to consumer, and largely starve our advertising budget. It forces us to identify hacks.<br /> The next step is to make a good web site, pitch how great your product is to the press in whatever creative way you can, and get butts in bike seats locally so people can find us thru referrals. Start locally, and grow things organically from there. Pass all our savings onto customers from our lean operations, not advertising, and no middleman. Execute well with a smart team and customers will start to tell their friends about us. Most of all, don't really worry too much about the "marketing". The best marketing advice that I always give (that no one listens to) is "fix your crappy product," which often translates to "fix your crappy value proposition". That's the only viable marketing plan in today's transparent world. Marketing is really quite easy with a brilliant product, and it's impossible with anything else. So start there.<br /> The windows of opportunities I see on the horizon today are currently only two:<br /> <strong>1) Start a direct to consumer brand</strong> - I've spoke at Harvard Business School four times over that past 3-4 years and the #1 thing that those students are looking to do is start a direct to consumer brand. I've been working in one intentionally since 2010, and unknowingly in one back as far as 2003. Hundreds of brands in hundreds of categories have been started. The top 25 have raised over $2.5 billion in venture funding. Many of these companies are already unicorn status. And there are scrappy companies in many sectors that you wouldn't expect. Consumers won't know these brands for 5 years, but these are the brands that will own the future. They are the future of retail.<br /> <strong>2) Throw in with other direct to consumer brands to exchange free leads</strong> - Don't advertise and give Google 50% of every revenue dollar you take. Don't sell on Amazon and give them 50% of every dollar you take. At least don't make that your long term strategy. Others will, and you'll beat them when they realize that's a losing proposition long term.<br /> A few years back as I started to realize that as Google and Amazon we're becoming more and more monopolistic. What started as a truly free, direct to consumer market place online was quickly circling back to retail like normal. We were heading back to a place where brands would sell thru retail and give the retailer 50%. The retailers used to be physical stores on the right street. The only difference now is that the street is the information superhighway and there are only a couple stores, Google and Amazon. Instead of thousands of middlemen, there are just 2, and they're becoming the biggest companies and biggest monopolies the world has ever seen. Going forward, they'll take 50% of all transactions everywhere.<br /> A market reaction will happen, though, because that's pretty stupid to give them 50% of everything people buy. So a few years ago I started to think about what the reaction would look like. My thought is that it might involve all the direct to consumer brands throwing in together to leverage their collective reach to exchange free leads to each other. I started The No Middleman Project to do just that. The first initiative, <a href="?nw=6749">NoMiddleman.com</a>, is what I envision could be the Amazon antidote. It launched in October of 2018 to a great reception by media and insiders (made the front page lead story on INC Magazine all day at launch), but like everything, it will likely be five years before the masses clue into what is going on. In the meantime, it's an incredibly valuable product search tool for consumers to find the best direct to consumer products in any category. Currently, the site has something like 400 brands in over 1500 categories. More interesting to entrepreneurs, there are over a thousand completely vacant product categories on NoMiddleman.com waiting for smart entrepreneurs to start a world-changing direct to consumer brand. And there are likely 10,000 more product categories that aren't even listed on NoMiddleman.com yet.<br /> <a href="?nw=6214">image</a><br /> <h3>How are you doing today and what does the future look like?</h3> Tower Electric Bikes is profitable today, but we're really just in our infancy. Our burn rate is incredibly low as we are able to tack this onto an existing, profitable direct to consumer eCommerce business.<br /> We've launched with one SKU, an <a href="?nw=7276">electric beach cruiser that has been fairly well-received</a> by the industry media. We're very encouraged by early sales traction, and even more, encouraged by the number of referrals we've got versus our installed base. eBikes really seem to be something that once people try a good one, they get it and buy one. The metrics are way better than what we saw early in the SUP industry. I think eBikes just appeal to a larger percent of the population.<br /> We're having a local University of San Diego student team take a crack and putting together a strong local marketing plan of attack as a class project. We expect good things out of that and it's free labor!<br /> <h3>Through starting the business, have you learned anything particularly helpful or advantageous?</h3> Part of the benefit of having Mark Cuban as a business partner is that I also get him as a sort of mentor by default. All his feedback is a learning opportunity. One thing that really bugged me early on with Tower Paddle Boards was that we never had enough access to capital to be able to grow as fast as I wanted. The first 5 years our revenue grew as from 3K, to $265K, to $1.3M, to $3.1M, to $5.1M, to $7.5M, which looks impressive when I look back on it, but those first 4 years really we were constantly out of stock of our best products at bad times. We'd frequently come into our summer season and be out of stock of our best seller for 2 months. To me, this was maddening. I felt like we were missing out on so much because of a stupid constraint... lack of money. But he always seemed to have the opinion of don't worry about forgoing upside so much. Worry about going to zero. Because stuff always goes wrong at some point and you need to be prepared to handle that and survive. And stuff did go wrong. I've started to adopt his thinking on that front a lot more.<br /> When the SUP market started to level off and decline even, a bunch of competitors started to copy us, and the online landscape changed with Amazon's power, this mentality started to make a lot more sense to me. That thinking has probably saved us, while there is a lot of other blood in the water in the SUP industry and more to come in the next few years.<br /> Keeping our burn rate low has been engrained in my mind. I've never had a company that could afford to lose money for a long period of time, so survival is all about burn rate. I view everything through that lens, especially as the world starts to move faster and faster. I see our lean operation as a strategic competitive advantage. That's what really excites me about our Tower Electric Bike company. It has zero operating cost, or about as close to zero as is possible. That gives us a huge advantage. And once it takes off and becomes a significant profit center, that gives me a paddleboard company with a near-zero operating cost if I want to look at things a little differently. That gives me a lot of strategic flexibility in what we can do to take the Tower Paddle Boards brand to the next level.<br /> One of our cost-cutting measures was to figure out a way to have a retail store without paying retail rent. This led us to stumble upon an opportunity to rent a waterfront kayak shop in San Diego, dress it up, and turn it into a part-time high-end event venue when it wasn't our retail showroom. We figure the event rental fees would cover our rent and we'd do pop-up retail in the space between events, and have our offices housed in the back. It not only worked, but it also worked incredibly well. I think we may have stumbled upon a great solution for the retail, real-world presence for a direct to consumer beach lifestyle company like Tower. The brand experience basically.<br /> We've been up and running for about 4 months now, and we've got a nice little diversified event venue rental revenue stream coming in that easily offsets our rent costs a few times over. The place is a beach club and it's decorated with our stylish direct to consumer beach lifestyle products on the walls like an art exhibit, even when events are happening. So events become automated brand activations. We've held events for 1400 people. That's a lot of brand activations to do, all while making a tidy profit. More importantly, there's no reason we can't replicate this in other beach towns. That's our future roadmap now.<br /> <a href="?nw=3949">https://www.youtube.com/watch?v=N8oaRe2Kino</a><br /> The last thing that I've learned is that I should probably incorporate, or I just end up paying a lot of taxes until my business goes under some time in the future. We're experiencing a few lean years as we've re-invested profits heavily into launching the Tower Electric Bike business and the <a href="?nw=1186">Tower Beach Club</a>, so it's not critical immediately, but it's kind of a huge mistake to try to grow a fast-growth company that's also a highly profitable business with pass-thru income. If you make a million dollars, you have to pay half that in taxes regardless if you only take out only enough to live on and reinvest everything else into building an inventory asset. It seems like you should be killing it, but you're not really. And then if things go south, you're worse off then you started, but you've made the government a lot of money... and there not really going to help you when you have loses. They only take half when you make money. That's problematic for start-ups that grow fast, change fast, and sometimes die fast. I'm all for paying my fair taxes like the next guy, but when you pay a lot for years and then end up owing the bank money that you may not even be able to pay back, something seems wrong with the equation. I think that's why corporate retained earnings were created... just I'm a little slow on all this financial wizardry as I'm just focused on making high-quality, low-cost products easy to find. <br /> <h3>What platform/tools do you use for your business?</h3> We use Americommerce for our shopping cart. The thing I love about it is that it allows us to have a single back end to feed multiple front end websites. All our inventory is in one system, all our products only have one instance. This is different than before where we had a separate eCommerce login for each of our websites. This is a huge problem for many entrepreneurs that have been around for a while as you tend to collect businesses! With <a href="?nw=1997">Americommerce</a>, the same back-end feeds all 4 of these sites:<br /> <ul> <li><a href="?nw=2897">TowerElectricBikes.com</a><br /></li> <li><a href="?nw=2442">Towerpaddle boards.com</a><br /></li> <li><a href="?nw=2391">TowerBeachClub.com</a><br /></li> <li><a href="?nw=275">SunglassesByTower.com</a><br /></li> </ul> Not all of these use the same site design as well, so that's additional cost savings to us, but it's not necessary. You can have totally different designs to fit each site if you like.<br /> For our merchant account, we switched to Stripe a few years ago. It's a no brainer switch from any other merchant account, which is a fairly shady business for the most part. Stripe just makes things simple, and fair to you as the vendor.<br /> We use a variety of productivity tools that all of my team has contributed to identifying. In June of 2015, I moved the entire company to a 5-hour workday. We worked 8 am-1 pm straight thru with no lunch. I gave my entire staff their lives back, but then also put the pressure on them. If they couldn't get as much or more done in terms of productivity as they could before, then they would be fired. We were doing it as a 3-month test. It worked very well. We ended up just moving to it full time for 2 years. Our revenues increased by 50% over the next year. Today, we work the 5-hour workday in our busy season from June 1st to Sept 30th, then go back to start-up hours in the off-season.<br /> <a href="?nw=1623">image</a><br /> One of the key benefits or our 5-hour workday was that it squeezed people for time and forced them to identify productivity tools and better methods of doing their job. I ended up writing a book on our experiment called <a href="?nw=7172">The Five Hour Workday</a>. It got press is 20 countries and spread the idea to over 10 million people worldwide. A bunch of companies has gone on to do their own experiments. It's perhaps started a trend. At the website at the link above, you can download the first 50 pages of the book for free, and also get a list of amazing productivity tools that my team identified.<br /> <h3>What have been the most influential books, podcasts, or other resources?</h3> I loved everything I read from Seth Godin when I first started into the online business in the late 90s. I love books by other entrepreneurs or about them. Love Branson's books. Love the book on Bezo's, The Everything Store. I've actually gotten to know the author a bit as he works on his sequel. Love the Sam Walton book, Made in America. Love the book on how Jack Ma built Alibaba. Love Phil Knight's book, Shoe Dog. Love the Steve Jobs book by Isaacson. Love the Elon Musk book by Ashley Vance.<br /> I'm also a big fan of the 4 Hour Work Week by Tim Ferris. Obviously, my own book title is a homage to Tim's revolutionary book on how an individual can break away for the 9-5 and outsource his life. Our 5-hour workday experiment and my subsequent book explore how many of the same principles can be applied to a large organization or society as a whole.<br /> <h3>Advice for other entrepreneurs who want to get started or are just starting out?</h3> <ul> <li><strong>Keep your burn rate low.</strong> Worry less about the competition putting you out of business and worry more about yourself putting you out of business because your burn rate bloats. <br /></li> <li><strong>Start early</strong>. This is a corollary to the above because your personal burn rate grows as you do. Many college kids worry about their lack of experience being a disadvantage when starting a business, but they fail to see that their ability to live with 5 roommates, eat mac and cheese every night, have no kids or wife or mortgage, and still live enjoy a high quality of life, but cheaply is a massive advantage. The opposite is also true. The older you get, the higher your personal burn rate gets, and the higher your opportunity cost of walking away from a six-figure job gets, the bigger disadvantage you have over a competitor that doesn't face those realities. <br /></li> </ul> <h3>Where can we go to learn more?</h3> Our websites<br /> <ul> <li><a href="?nw=6496">TowerElectricBikes.com</a><br /></li> <li><a href="?nw=4525">Towerpaddle boards.com</a><br /></li> <li><a href="?nw=3495">TowerBeachClub.com</a><br /></li> <li><a href="?nw=1077">SunglassesByTower.com</a><br /></li> <li><a href="?nw=3865">NoMiddleMan.com</a><br /></li> <li><a href="?nw=9272">FiveHourWorkday.com</a><br /></li> </ul> Social Media for Tower Beach Club<br /> <ul> <li><a href="?nw=6948">IG</a><br /></li> <li><a href="?nw=4690">Twitter</a><br /></li> <li><a href="?nw=7442">Facebook</a><br /></li> <li><a href="?nw=4181">YouTube for Tower Beach Club</a><br /></li> </ul> Social Media for Tower Electric Bikes<br /> <ul> <li><a href="?nw=7073">IG</a><br /></li> <li><a href="?nw=2773">Twitter</a><br /></li> <li><a href="?nw=6621">Facebook</a><br /></li> <li><a href="?nw=2116">YouTube for Tower Electric Bikes</a><br /></li> </ul> <h> Liked this text interview? Check out the <a href="?nw=997">full interview with photos, tools, books, and other data</a>.<br /> For more interviews, check out <a href="?nw=5601">starter_story</a> - I post new stories there daily.<br /> <em>Interested in sharing your own story? 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