Monthly Archives: September 2013

Web Marketing

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I think it is important for you to know when and how penalizes Google so that on the one hand be cautious in your online marketing actions, and on the other hand, know how to act in this regard. Sometimes, due to ignorance or by risking too much, a web page can be penalized. Let’s see how it can be you penalized if you do link bombing. -If Google believes that your web page is of low quality and makes link bombing, will be criminalized and drop positions. But also, in a matter of a few weeks, will be penalized also those pages in which you have placed links. -If on the other hand, Google believes that your web site is trusted, web sites in which you have placed links do not suffer the consequences as regards the fall of positions, if you is penalized. -In very serious cases, or what is the same, cases of link bombing for a long time, the web page in question You can lose up to 50 positions in the ranking of Google, for a period of between two and three months. -Normally Google penalizes the internal pages of a web site, non the homepage. Probably because much more suspicious and unnatural is placement of links that are directed to an internal page. Will agree with me that, in general, is the home that receives a greater number of visits or links. To know more: Web Marketing entrepreneurs

Japanese Cultural Nuances

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These cultural nuances are also manifested in the workplace. In case of conflict or dilemma, Japanese workers are willing to exert the pressure of the group in order to achieve a cooperative balance. (insight. iese. edu)The use of long duration, a characteristic trait of the Japanese company, also influences the effectiveness of sanctions to colleagues. If someone earns fame being taken advantage of, the damages that will suffer on a daily basis are obviously more serious that those who would experience if given the possibility of leaving the company with a minimal cost.

However, the use of long-lasting also hinders the Japanese to build trust relationships with organizational practice Extranosla of horizontal transfers also is very common in Japan. Rotations of jobs allow employees working in various departments, offices, or factories, so there are very few possibilities – especially in large companies – that employees work together in the same place for a long time. As they move, the pressure of the group changes. There are four steps to be an employer of excellence. These steps are: good, do good, good as good. Honest, punctual and disciplined. For example: here are about 600 people.

If the speaker comes 10 minutes late, we’re losing 6,000 minutes in this nation. Why you can not play with time and less time of other persons (Carlos Kasuga Osaka) the fundamental principle of respect: if it is not yours must be someone. If this pen you found on a desk it should be someone, then return it. If you find a watch or a ring, it is not yours, you must be from someone, if you find a wallet lying on the street and it is not yours, should be of someone and if you find yourself at a party an is n ora, and isn’t yours must be of Western alguienLos produce enormous amounts of equal goods with high costs; the Japanese, quantities limited of products varied at low costs.

Training Level

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Coaching, as already discussed, it is not suitable in emergency situations, even if yes it in high creativity and customization. High creativity and low urgency situations: when the objective that seeks the company requires a high level of creativity, and the urgency is low, then the coaching can be an excellent option to achieve creative solutions. As we have seen, its own methodological foundations seek discovery or the creation of new knowledge (unique and unrepeatable), which allows you to discover new ideas, thoughts, strategies, and even behaviors. And, since it does not offer solutions or councils, the result of coaching will always be highly creative. But, to do this, it is essential that the urgency level is low. I.e., that customer has enough time to make those changes and creations emerge during the process through successive trials and errors. Ultimately, coaching is only recommended when the situation of the client, in relation to the objective to achieve, high level of creativity required (i.e., does not seek advice or specific knowledge of third parties) and low level of urgency (i.e., that the customer has enough time to carry out exercises of trial and error). Therefore, the coaching comes to occupy quadrant no-directivo par excellence within the range of possibilities and organizational resources. This is because the training, consultancy and mentoring are unsubstantiated in the transfer of knowledge, and therefore on the experience of the teacher, consultant or mentor, who ultimately has the solution to the problem. On the other hand, coaching, as we have already explained, is based on the knowledge of the client.