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SEO guide to optimizing your LinkedIn profile for more connections, better leads

Learn how to craft messages for new connections and attract clients to your profile with this SEO guide to LinkedIn optimization.



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SAP CEO: We’re the Fastest Growing Cloud Company In the Enterprise Software Space

“We’re the fastest growing cloud company in the enterprise software space,” says SAP CEO Bill McDermott. “We grew total revenue by 16% and grew cloud 48%. Let me just put this on the line. When you grow cloud 48%, that’s 80% faster than Salesforce, that’s 30% faster than Workday. So when you have a franchise that’s growing your core business in double digits, the cloud faster than anybody out there, and you’re progressing the margin one point per year between now and 2023.”

Bill McDermott, CEO of SAP, discusses SAP’s amazing growth over the last quarter, especially in cloud, in an interview on CNBC:

Fastest Growing Cloud Company In the Enterprise Software Space

This is a good start to the year. It’s what the capital markets have been waiting for. They’ve been getting all kinds of revenue growth. We’re the fastest growing cloud company in the enterprise software space. They wanted to see the multiples on the margin. As we raised our full-year guidance we committed to improving the operating margins by one point per year for the next five years. Now after a $ 75 billion investment in innovation for our customers, our shareholders are saying wow, this is the moment I get the multiples on the margin and therefore the leverage in the share price.

Our cloud gross margins can improve to 75% between now and 2023. We’re hiring the absolute very best people in the world in artificial intelligence, machine learning, big data, all the areas that our customers want us to go. It’s not the number of people, it’s getting the absolute very best people. If you hire right, you manage your cloud gross margins right, and you have a highly inspired customer base where you’re growing with high renewal rates, you get tremendous leverage on the operating margin.

The Company Really Is On a Roll

What we’re doing is when we did restructure, and that was announced in Q4 and we executed it in Q1, we basically said we’re going to take about 4,400 people from areas that were not part of the new economy and hire to those tremendous standards. We’re bringing in the best data scientists in the world, best machine learning individuals out there, best enterprise application software coders around the world, and we’re developing in China, Israel, the United States, and in Europe. The company really is on a roll.

We’re almost done (with the restructuring) in the sense that we accounted for most all of it in Q1. We are finishing it up in the next quarter right now. For example, it’s being executed in Germany, but the majority of it has been handled. The stock today (is way up). We grew total revenue by 16% and grew cloud 48%. Let me just put this on the line. When you grow cloud 48%, that’s 80% faster than Salesforce.com, that’s 30% faster than Workday. So when you have a franchise that’s growing your core business in double digits, the cloud faster than anybody out there, and you’re progressing the margin one point per year between now and 2023, I think that’s why the shareholders have the stock up 8%.

What’s On My Mind is Where the Customer Needs Us To Go

All competition is on my mind. But what’s really on my mind is where the customer needs us to go. We weren’t losing to them. What the shareholders wanted, and we surveyed them, we had a capital market stay in New York and we used Qualtrics to survey them, they said we love your revenue growth we know you’re gaining share we just want more operating margin leverage out of the company. That’s what we gave them this quarter. It took us ten years and $ 75 billion in R&D and M&A to get to the point now where we have everything we need. We don’t need to do any more big M&A, we just need to perform well and spin-off margin and free cash flow for our shareholders and the stock goes on a run.

They (our customers) know we’ve given them so much innovation. It’s coming at them so fast that now they’re saying help me integrate it, help me fully leverage it across the enterprise and get the value from it. Interestingly, the customers and the shareholders are both in the same place. They’re saying you’ve done unreal things, now let’s dig in and drive real value from all the things that you’ve done. We bought an $ 8.3 billion dollar company called Qualtrics. We now took over a new category called experience management where we can actually tell the consumer experience inside or outside the company in real time. We have data now.

So think about this, if you’re running a company and you want to recruit to retire process in your company, how do my people feel when I recruit them? How did I feel when I trained them? Am I coaching them? Am I teaching them? Am I giving them everything they need in their compensation plan? We know this all now in real time with the Hana database built into the human capital management process. We do things that no other company can do.

SAP CEO: Were the Fastest Growing Cloud Company In the Enterprise Software Space

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SAP CEO: We’re the Fastest Growing Cloud Company In the Enterprise Software Space

“We’re the fastest growing cloud company in the enterprise software space,” says SAP CEO Bill McDermott. “We grew total revenue by 16% and grew cloud 48%. Let me just put this on the line. When you grow cloud 48%, that’s 80% faster than Salesforce, that’s 30% faster than Workday. So when you have a franchise that’s growing your core business in double digits, the cloud faster than anybody out there, and you’re progressing the margin one point per year between now and 2023.”

Bill McDermott, CEO of SAP, discusses SAP’s amazing growth over the last quarter, especially in cloud, in an interview on CNBC:

Fastest Growing Cloud Company In the Enterprise Software Space

This is a good start to the year. It’s what the capital markets have been waiting for. They’ve been getting all kinds of revenue growth. We’re the fastest growing cloud company in the enterprise software space. They wanted to see the multiples on the margin. As we raised our full-year guidance we committed to improving the operating margins by one point per year for the next five years. Now after a $ 75 billion investment in innovation for our customers, our shareholders are saying wow, this is the moment I get the multiples on the margin and therefore the leverage in the share price.

Our cloud gross margins can improve to 75% between now and 2023. We’re hiring the absolute very best people in the world in artificial intelligence, machine learning, big data, all the areas that our customers want us to go. It’s not the number of people, it’s getting the absolute very best people. If you hire right, you manage your cloud gross margins right, and you have a highly inspired customer base where you’re growing with high renewal rates, you get tremendous leverage on the operating margin.

The Company Really Is On a Roll

What we’re doing is when we did restructure, and that was announced in Q4 and we executed it in Q1, we basically said we’re going to take about 4,400 people from areas that were not part of the new economy and hire to those tremendous standards. We’re bringing in the best data scientists in the world, best machine learning individuals out there, best enterprise application software coders around the world, and we’re developing in China, Israel, the United States, and in Europe. The company really is on a roll.

We’re almost done (with the restructuring) in the sense that we accounted for most all of it in Q1. We are finishing it up in the next quarter right now. For example, it’s being executed in Germany, but the majority of it has been handled. The stock today (is way up). We grew total revenue by 16% and grew cloud 48%. Let me just put this on the line. When you grow cloud 48%, that’s 80% faster than Salesforce.com, that’s 30% faster than Workday. So when you have a franchise that’s growing your core business in double digits, the cloud faster than anybody out there, and you’re progressing the margin one point per year between now and 2023, I think that’s why the shareholders have the stock up 8%.

What’s On My Mind is Where the Customer Needs Us To Go

All competition is on my mind. But what’s really on my mind is where the customer needs us to go. We weren’t losing to them. What the shareholders wanted, and we surveyed them, we had a capital market stay in New York and we used Qualtrics to survey them, they said we love your revenue growth we know you’re gaining share we just want more operating margin leverage out of the company. That’s what we gave them this quarter. It took us ten years and $ 75 billion in R&D and M&A to get to the point now where we have everything we need. We don’t need to do any more big M&A, we just need to perform well and spin-off margin and free cash flow for our shareholders and the stock goes on a run.

They (our customers) know we’ve given them so much innovation. It’s coming at them so fast that now they’re saying help me integrate it, help me fully leverage it across the enterprise and get the value from it. Interestingly, the customers and the shareholders are both in the same place. They’re saying you’ve done unreal things, now let’s dig in and drive real value from all the things that you’ve done. We bought an $ 8.3 billion dollar company called Qualtrics. We now took over a new category called experience management where we can actually tell the consumer experience inside or outside the company in real time. We have data now.

So think about this, if you’re running a company and you want to recruit to retire process in your company, how do my people feel when I recruit them? How did I feel when I trained them? Am I coaching them? Am I teaching them? Am I giving them everything they need in their compensation plan? We know this all now in real time with the Hana database built into the human capital management process. We do things that no other company can do.

SAP CEO: Were the Fastest Growing Cloud Company In the Enterprise Software Space

The post SAP CEO: We’re the Fastest Growing Cloud Company In the Enterprise Software Space appeared first on WebProNews.

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Why I Decided To Retire Entrepreneurs-Journey.com And Rebrand As Yaro.blog

One of the most repeated questions during my coaching calls over the years is this: Should I use my name for my domain name? The alternative is to use a unique word or phrase as a brand, separate from your own personal brand. Given how important choosing a domain name is for your new web […]

The post Why I Decided To Retire Entrepreneurs-Journey.com And Rebrand As Yaro.blog appeared first on Yaro.Blog.

Entrepreneurs-Journey.com by Yaro Starak

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Google Home & Assistant Listings May Need Google Guaranteed Label

You’ve seen the Google local services ads before, they have the Google Guarantee label on them. But when the Google Assistant started showing ads, people asked how does one not pay to show up in the local listings if you need the guarantee label but those come from local services ads.


Search Engine Roundtable

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Daily Search Forum Recap: April 23, 2019

Here is a recap of what happened in the search forums today…


Search Engine Roundtable

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At Honeywell Innovation is Always the Key, Says CEO

“Innovation is the key,” says Honeywell CEO Darius Adamczyk. “Anything we do in Honeywell, innovation is always the key. Whether it’s expanding into Europe, driving more robotics, a connected  warehouse offering which we are bringing to customers and having a broader play, are the key technology levers for that business.”

Darius Adamczyk, CEO and Chairman at Honeywell, discusses how the company is using innovation and technology to drive growth in an interview on Bloomberg:

Honeywell Digital Makes Us a More Contemporary Digital Company

As we always said my number one priority as CEO was to drive organic growth, but we never say we’re going to give up on our margin expansion. We do it through a combination, both commercial levers, which is managing our mix, and always introducing new products, which bring more value to customers. But also not forgetting our roots, which is driving productivity. With the number of ERPs we have and the kind of complexity we have in our supply chain, Honeywell Digital, which is going to make us a much more contemporary digital company, we have plenty of levers for productivity as well.

Honeywell Digital really has three primary elements. First is data governance, which is standard across all our various businesses. We’ve done over 80 acquisitions in the last 15 years so we have a lot of disparity. Then there are common processes, which is we want to run our businesses the same way in a very consistent manner. We have some pockets of excellence, but those have some inconsistency. Finally, all integrated into a common IT platform. Just to give an example, we had well over 1,500 different software applications before we started. We had over 150 ERP systems. It’s just very difficult to run a company efficiently and enable us to really make good data-based decisions. Honeywell digital is really all about enabling that.

Anything We Do In Honeywell, Innovation is Always the Key

Warehouse automation, which we started in 2016 with our Intelligrated acquisition. It’s been just a terrific business growing strong double-digit. We also made another acquisition called Transnorm which added to that technology in Europe in Q4 last year. We were planning on growing it organically, but also we’re looking to enhance our offerings, so we’re looking for inorganic opportunities as well. Innovation is the key. Anything we do in Honeywell, innovation is always the key. Whether it’s expanding into Europe, driving more robotics, a connected warehouse offering which we are bringing to customers and having a broader play, are the key technology levers for that business.

Amazon is a big customer but we have a lot of big customers. I wouldn’t say it’s a predominant customer in that business. Just about everybody is looking into ecommerce because with a lot today’s retail you really have basically two options. One option is to enhance the in-store experience which a lot of retailers are doing. The other one is to drive ecommerce. We think that this trend is going to continue. Although I would say it’s in the middle innings in the US, it’s just beginning in Europe. We think we have a huge opportunity in Europe, India, and some of the other overseas markets.

We have a very active venture capital fund and we’ve made about six investments in the last six months which is augmenting our technology plays. So although we haven’t made any big acquisitions, other than Transnorm in Q4, we are continuing to invest through our venture fund and we’re deploying capital that way. It’s been a terrific story for us in 3D printing for instance, particularly for our aerospace business. For a lot of the slow-moving parts we’re trying to basically get a new part certified and three printing per day. That’s our objective. Our aerospace businesses have made tremendous progress in achieving that and it’s really helping both for our inventory and on-time delivery for a lot of our aftermarket customers.

It’s Important For Teachers To Be More Effective in STEM Education

Regarding the workforce, education is the key and particularly STEM education. Honeywell is a big believer in that. Not only do we develop a lot of our young people that we bring into the company but we also spend a lot of money and time on developing teachers. It’s important for teachers to be more effective in STEM education. It’s something that we’re going to be supporting going forward even on a broader scale because that’s the way to differentiate our company.

We’re always going to be differentiated by technology and we want to bring the brightest and the best. We want to make sure that it’s a competitive issue, not just here in the US, but everywhere we hire people, and we hire people just about everywhere. We have engineers in the US, China, India, everywhere around the globe. I would say lately we’ve actually been very much on the hiring string. When you grow 8% that creates a lot of opportunities to hire a lot of people particularly in the area of technology and engineering and software.

At Honeywell Innovation is Always the Key, Says CEO

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Snub Your Next Deadline and Read This Instead

“Creative people are flaky.” That statement gets my blood boiling a bit, but I do understand where the sentiment comes…

The post Snub Your Next Deadline and Read This Instead appeared first on Copyblogger.


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Stop Making These 7 Online Marketing Mistakes and You Will Crush It, Says Neil Patel

If you avoid these seven online marketing mistakes and you follow these tips you’re going to generate more sales, says popular digital marketing expert Neil Patel. A common theme of Neil’s tips is creating a brand. “Google doesn’t want to rank sites that aren’t brands,” he says. “There’s an issue out there called fake news and that’s why they’re pushing brands over anything else.” Patel says that if you follow these tips you’re going to crush it!”

Neil Patel, digital marketing expert and founder of Neil Patel Digital, discusses the seven online marketing mistakes in his latest video release:

Stop Making These 7 Online Marketing Mistakes

I’m going to break down seven online marketing mistakes that you need to stop. You’re probably wondering you’re doing all these things but why aren’t you seeing results? Even if you’re doing the right things, if you’re also doing the wrong things at the same time it’s going to hurt you and it’s going avoid you from getting the results that you deserve.

Mistake 1: Not Collecting Emails

The first mistake you are making is not collecting emails. It doesn’t matter how good you are with SEO or marketing only a very small percentage of your visitors are ever going to convert into customers. By collecting emails not only can you get people to come back to your site but you can convince them to convert over emails.

The moment someone gives you their email address think of that as a micro-commitment. They’re much more likely to convert into a customer because they committed, they already gave you something. That’s why you want to collect emails. You can do this through sliders or exit pop-ups. You can do this for free using tools like Hello Bar.

Mistake 2: Not Collecting Subscribers Through Push Notifications

The second mistake you’re making is you’re not collecting subscribers through push notifications. There are free tools like Subscribers.com that’ll make it easy. Just add in a JavaScript or a WordPress plug-in and then when people come to your website they will automatically subscribe through the browser. Then anytime you have new content or products or services that you want to sell then you can notify them through Subscribers.

Mistake 3: Not Building a Brand

The reason tip number one on collecting emails and tip number two on getting more push notifications subscribers are really important is because you need to build a brand. This gets you into the third mistake. Google doesn’t want to rank sites that aren’t brands. Why is this? There’s an issue out there called fake news and that’s why they’re pushing brands over anything else. It’s not just going to be Facebook and in Google. Eventually, it’s going to be Twitter and LinkedIn and all the sites out there.

When you get people back to your site seven times you’re much more likely to build a brand. It’s called the Rule of Seven in marketing. So with your site, you want to provide an amazing user experience. When you provide an amazing user experience, create a great product, create a great service, it’ll help you build a great brand over time.

Mistake 4: Not Interlinking

The fourth mistake you’re making is not interlinking. You may notice on Google I’m ranking for terms like online marketing on page one. You’re probably wondering how do I do this? A lot of it comes out to interlinking. In my sidebar, I link to my most popular pages of content. When I write blog posts related to online marketing I link back to the online marketing guide that talks about what online marketing is. By having all these links it helps me rank higher.

Mistake 5: Just Focusing On Text-Based Content

The fifth mistake I have for you is just focusing on text-based content. The future of digital marketing is moving to video. It doesn’t mean you should stop doing text but it means you should also be doing video. When you do video you’re going to get more traffic because everyone’s lacking it. LinkedIn wants it right now. YouTube wants more of it. Facebook wants it. Instagram even wants it.

Why is this? They want to crush the television networks. You look at things like the Oscars or traditional movie theaters and they’re not doing as well. You look at traditional TV and they’re going to get crushed. Why? It’s because of Facebook. It’s because of Google. It’s because of Netflix. If you’re there creating that video content you can be part of it and you’re going to get extra traffic. They want as much help as possible to crush these big old-school companies.

Mistake 6: Sticking To Just a Few Marketing Channels

The sixth mistake that you’re making is you’re really sticking to just a few marketing channels. Marketing is competitive. People raise venture capital hundreds of millions of dollars just so they can compete in marketing and sales. You need to do more than one or two or three marketing channels. The more you do the better off you’re going to be.

Mistake 7: Not Asking For the Sale

The seventh mistake I have for you is not asking for the sale. Whether it’s a lead or whether it’s getting people to buy your product, there’s nothing wrong with asking people to buy from you. If you don’t you’re not going to generate any sales. Everyone’s like I get all this traffic through my online marketing but no one’s converting. Why? Because you’re not asking for a sale.

Stop Making These 7 Online Marketing Mistakes and You Will Crush It, Says Neil Patel

The post Stop Making These 7 Online Marketing Mistakes and You Will Crush It, Says Neil Patel appeared first on WebProNews.


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Google: It’s Easy To Read Between The Lines

As you all know from reading this blog, I try hard to read between the lines when it comes to what Google and Googlers are saying. I try not to stretch that too much but I do use my 15+ years of history of covering Google to kind of help me with those calls. I am not always right and John Mueller of Google warns of us being careful with that.


Search Engine Roundtable

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