first_imgThere has been widespread sadness and shock at the sudden death of Brendan Ryan.The late Bendan Ryan (left) with Frank McBrearty Jnr and son Danny Ryan.A true gentleman and keen sportsman, the well-known Raphoe native passed away suddenly today aged 67.The husband of Kathleen, father of former boxer Danny Ryan and hairdresser Bernie Ryan, Brendan was one of life’s true characters. As well as a loving father and grandfather, he will be remembered as a driving force behind amateur boxing in Donegal.He helped set up Raphoe Boxing Club in 1988 as well as steering his son Danny to a hugely successful amateur and professional career.His close friend and boxing colleague Peter O’Donnell told Donegal Daily that he was just devastated by Brendan’s passing.“Nobody will speak a bad word about Brendan Ryan because he was such a decent man. The late Brendan Ryan who passed away today.“We have been down a lot of roads together and we could tell some stories.“We was a good husband and a great grandfather to his grandchildren.“I will miss him deeply as I know so many people will,” said Peter.As well as boxing Brendan was a keen Finn Harps fan and could be seen at all of Finn Harps home games.He retired from Donegal County Council two years ago. The staff of Donegal Daily would like to extend their sincere sympathy to the Ryan family at this time.DEEP SADNESS AT PASSING OF DONEGAL BOXING LEGEND BRENDAN RYAN was last modified: July 31st, 2014 by StephenShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window)Tags:boxingBrendan RyandonegalRaphoe ABClast_img read more

Related Aspire airport lounge giveaway terms and c

first_img RelatedAspire airport lounge giveaway terms and conditionsTo enter share a screenshot of a great flight deal from the UK with us using the hashtag #BlackFridayFlights and you could be in with the chance of winning x2 airport lounge passes for UK Aspire lounges. All the important bits for our Black Friday giveaway competition.TUI Competition Terms and ConditionsTerms and ConditionsWin a 5-night holiday to Santa Monica. TERMS AND CONDITIONS 1. These terms & conditions (the “Terms”) apply to all participants in the Car-Hire Summer Survey promotion (the “Promotion”). 2. The organiser of the Promotion is Skyscanner Limited, a company registered in England & Wales with company number 04217916 and registered address at c/o Pinsent Masons LLP, 5 Old Bailey, London EC4M 7BA (“Skyscanner”). 3. By entering the Promotion you confirm that you have read, understood and agreed to these Terms and Conditions (the “Terms”) and that you consent to the processing of any personal details you submit by Skyscanner in accordance with its Privacy Policy. ELIGIBILITY FOR ENTRY 4. The Promotion is open to residents of the United Kingdom aged 18 or over as at the 16th June 2015. 5. Entry to the Promotion is free of charge and is not conditional on the purchase or use of any products/services of Skyscanner or its group companies (the “Skyscanner group”). 6. The directors, management and employees of any entity within the Skyscanner group and any third party involved in the organisation of this Promotion, as well as their immediate families, are not entitled to participate in the promotion. 7. Only one entry per person will be accepted. 8. Skyscanner at its sole discretion may disqualify any entrant to the Promotion where it suspects that the entrant has breached any of these Terms. HOW TO ENTER 9. In order to enter the Promotion, you should follow the link in the Skyscanner Airmail of 16th June 2015, and respond to the three survey questions hosted at You are also required to enter your email address which we will use for the purposes of contacting the winner. 10. Entries will be accepted from 00.01 on 16th June 2015 (the “Commencement Date”) to 23.59 on 23rd June 2015 (the “Closing Date”). Entries received before the Commencement Date or after the Closing Date are invalid and will not be accepted. Skyscanner shall not be responsible for any entry submission failures caused by technical errors. 11. By entering the Promotion, you hereby warrant that your entry does not contain any content which (a) is plagiarised from or otherwise infringes the intellectual property of any third party or contains any third party material or content for which you have not obtained all necessary licenses, consents and/or approvals; (b) is defamatory, obscene, indecent, pornographic, abusive, liable to incite racial hatred, discriminatory, blasphemous, in breach of confidence and/or in breach of privacy; (c) constitutes or encourages conduct that would be considered a criminal offence, give rise to civil liability, or otherwise be contrary to the law of or infringe the rights of any third party, in any country in the world; or (d) is technically harmful (including, without limitation, containing computer viruses). 12. By entering the Promotion, you hereby grant to the Skyscanner group (and its agents and partners) a perpetual, non-exclusive, royalty-free license to use your name, image, likeness and your entry (including without limitation any text, graphics, photographs comprised therein) for the purposes of promoting and/or marketing the Skyscanner brand and business. DETERMINATION OF WINNERS 13. The winner will be determined by random selection in Edinburgh, by use of a random number generator. 14. The winning entry will be chosen at 12.00 on 24th June 2015 and the winner will be notified via email no later than 29th June 2015. The winner will be contacted for confirmation that they accept their prize and for any supporting information or actions that may be required, such as the provision of booking preference details. Failure to provide such information to Skyscanner’s satisfaction within 30 days of receipt of the email may result in the prize being forfeited and Skyscanner choosing to re-run the selection process to choose an alternative winner. 15. Failure to comply with the requirements set out in these Terms may result in a winner being disqualified and an alternative winner being chosen in their place. In addition, Skyscanner reserves the right at its sole discretion to refuse to award any prize to any winner who has or, is deemed likely to have, violated any term or rule outlined in these Terms, gained unfair advantage or won the Promotion using fraudulent or unfair means. THE PRIZE 16. The prize consists of a £50 e-voucher. Skyscanner shall take commercially reasonable steps to purchase the prize in accordance with the preferences and reasonable instructions of the winner. 17. The value of the prize is based on the voucher face-value in GBP as at Commencement Date. The prize is non-refundable and no cash alternative will be given. Where any element of the prize is unavailable, an alternative of equal value will be provided. Any extra costs beyond the value of the prize as outlined in these terms will be the responsibility of the winner. 18. In the event that the winner, for any reason, does not accept the prize or any element thereof, then the prize (or the relevant element) will be forfeited by the winner and neither cash nor any other form of compensation will be supplied in lieu of that forfeited prize (or the relevant element). 19. Skyscanner accepts no responsibility for any tax implications that may arise from accepting any prize and advises entrants that independent financial advice be sought in the event of winning. Any extra activities and costs beyond the specified prize will be the responsibility of the winner, including obtaining travel insurance to cover healthcare, lost baggage and other related travel costs. 20. By accepting a prize, the winner accepts full and complete responsibility for their own safety and welfare at all times and, to the fullest extent permitted by law, agrees that Skyscanner shall not be liable or responsible for any risks or damages associated with or arising out of the winner’s acceptance of the prize. GENERAL 21. If you would like to receive a copy of these Terms free of charge, please contact us at the address set out in clause 2 above or at 22. All selections and decisions made by Skyscanner in conjunction with this Promotion are final and binding and no discussions will be entered into or correspondences entertained in this regard. 23. Skyscanner shall be entitled to terminate or modify the Promotion or these Terms at any time prior to the Closing Date by publishing any such modification or termination on the relevant Skyscanner website or otherwise communicating it in writing to entrants. 24. If any act, omission, event or circumstance occurs which is beyond the reasonable control of Skyscanner and which prevents Skyscanner from complying with or fulfilling any element of these Terms (“Force Majeure Event”), Skyscanner will not be liable or responsible in any in respect of such Force Majeure Event. 25. Except in respect of liability for death or personal injury caused by its negligence, for its fraud or fraudulent misrepresentation or for any other liability which cannot be excluded by law, Skyscanner will not be liable for any losses, damages, expenses, costs or claims arising out of or relating to the Promotion or the use of any prize, whether in contract, tort (including negligence), breach of statutory duty or otherwise. 26. These Terms and the Promotion are governed by the laws of England & Wales and are subject to the non-exclusive jurisdiction of the courts of England and Wales.ReturnOne wayMulti-cityFromAdd nearby airports ToAdd nearby airportsDepart14/08/2019Return21/08/2019Cabin Class & Travellers1 adult, EconomyDirect flights onlySearch flights Maplast_img read more

The Power of Intentional Onboarding for ProductLed Companies

first_imgThe vast majority of SaaS companies are missing out an important growth opportunity.Recent research found that one of the things the top 10% of SaaS companies have in common with each other is a retention rate that’s 20% higher than the median. More to the point, the typical drop off that led to a decrease in the competition’s retention happened within the first week of use. It’s not hard to connect the dots and figure out that onboarding plays a central role in influencing short- and long-term retention rate.The critical misstep many SaaS companies make is failing to be intentional about their onboarding experience. Done right, the onboarding experience is a gold mine of opportunity. Done wrong, it can sink your customer relationship before it’s even gotten off the ground. In the same way that it’s easier to retain or upsell an existing customer than it is to land a new one, it’s easier to get a new user to develop a new habit than it is to reengage a lapsed user who failed to develop the habit in the first place. Nailing your onboarding experience is crucial to getting users on the right path right from the start.My company, Appcues, works with product managers, growth marketers, and customer success teams at bottom-up, product-led companies to help them iterate more quickly and effectively on their onboarding UX. We enable folks to create a superior customer experience that’s personalized to each and every user. This helps them drive adoption, retention and overall customer satisfaction.And really good UX isn’t just something we do for our clients; it’s something we think about all the time for our own company. Experience has shown us that even a moderate level of effort can deliver huge returns, and a strategic effort can shift a business’ growth substantially. More than just a way to get your customers started with your product, onboarding is a powerful tool that helps you deliver value, provide support, and improve ease of use, all of which results in happier customers, improved activation, increased retention, and higher profitability.The Onboarding Opportunity: Get IntentionalWith its ability to deliver all those game-changing benefits, a well-structured and customer-centric onboarding UX should be high priority; but the sad truth is that most products have no intention behind their onboarding experience. In far too many cases, the product just drops the user into a dashboard with all zeros and no instruction about what to do next. This is the biggest low-hanging fruit I see—to just put some focused thought into how your onboarding can improve the customer experience.The next-biggest opportunity is to think about the onboarding experience for invited users—what we call ‘the nth user problem.’ Ten out of ten companies that we talk to at Appcues never consider what happens when someone is added to an existing account. In a lot of cases, there’s no onboarding at all, and even when there is some level of invitee onboarding, it lacks the depth of what initial users see. Invited users are rarely driven to webinars, connected with their CSM, or alerted to features that they might like. If a company does think to bring some of this content to invited users, it’s usually via email or a blog post and hardly ever embedded into the product.As you can see, there is a ton of opportunity to do better.The problem is that the traditional approach to iterating on your onboarding experience is not built for speed or ease. Frankly, it’s an outdated process that involves getting changes added to the backlog and working with engineering to implement even the tiniest optimization. It eats up a lot of time and makes it almost impossible for product teams to respond to user needs in a timely manner.We built Appcues to help solve that problem by creating an entirely new, fast, simple, code-free process that allows anyone—product managers, growth teams, marketing staff—to iterate on the user experience. We have a couple of goals for our customers—speed and personalization. Accelerating improvements to customer UX helps companies achieve a much more competitive time to value. Shifting from a one-size-fits-all to a personalized UX with contextual experiences based on who the user is and how they have engaged with a product can make a major difference in engagement and, ultimately, retention.Easy Ways to Get Started with Intentional OnboardingIf you’re just getting started with a more intentional approach to onboarding, it’s important to know that there’s no universal onboarding solution that will fit every type of product. There are, however, a few things that can be adapted to pretty much any company.To start, just welcome new users to your product. Not only does this humanize their experience, it helps them remember how they got where they are and why they signed up in the first place. In most cases, they probably came from a marketing website that touts the product’s benefits. They’ve gone through however many steps there are in the signup process, and then they land in the product. Take a moment to say hi, thank them for being there, and close the loop on the conversation you started in the marketing materials. If they clicked through from a landing page about a specific feature, use that information to get them started with that feature. A big part of onboarding’s role is to help people orient themselves within your product so that you can help them build momentum toward getting the value that you promised. Make sure you take every opportunity to guide them.At Appcues, we use a variety of other tools and techniques to address the cold start issue that exists in any product, and many of these tactics can be adapted for other kinds of products as well. For example:Tool Tip Tour with Video: As soon as someone signs up for Appcues, they get a welcome module that asked if they’d like a walk-through of the product. If they say yes, the product takes them through a “tool tip tour” that teaches them about our editing experience. This presentation ends with a video from one of our product managers who talks about the context the user is about to enter, and from there the user can jump right into building their initial experience.Experience Templates: We also have some templates built into the welcome experience. These templates will actually try to pull in data from the user’s site—logo, metadata about the company, etc.—in order to do some initial customization of the template. This potentially allows the user to just hit publish and they’re off and running.Chrome Preview Extension: We have also implemented a Chrome extension that allows a user to preview—without installing anything—an Appcues module as if they were an end user. This means that someone can see what the product will look like on their site before ever talking with a salesperson or inserting a credit card or involving the in-house dev team. It’s a great way to help remove friction from the process.The Bigger Picture: Value, Support, and Ease of UseOnboarding is one element in a broader strategy that focuses on delivering tangible value, providing appropriate support, and always improving ease of use.Value: Bring It or Go Home.Our mission at Appcues is to help teams create products that their users love. Everything we do—both in our product and outside of it—is in service to that mission. In addition to working hard to create our own excellent UX, we provide a lot of education through our User Onboarding Academy and our website ReallyGoodUX. This educational content helps us teach people—customers and non-customers—about how to do onboarding really, really well. This valuable content empowers our customers to think about onboarding in a better way.Another way we provide value is through our full-featured usage-based trial model. Like a lot of startups, we initially tried a limited-time trial. We gave people fourteen days to check out our freemium, but soon figured out that fourteen days wasn’t enough time for people to experience the value Appcues could deliver. Instead, because our price point is relatively low, people would hit the end of the trial period and just buy the product, with the intention of testing it out later. Unfortunately, a lot of people apparently got distracted, didn’t circle back to fully test out the product, and churned. By switching up to a usage-based trial (which included having 100 flows seen by end users), we ensure that a) prospects are going to put this into production, and b) they will get the chance to see the real value in the real world.Support: Sales Is Not a Dirty Word.Onboarding is clearly an important support tool that helps your customers get started with your product and—over time—deepen their engagement by adding features or users, etc. Support, however, comes in a variety of shapes and sizes—even for a product-led self-serve company like ours.Take sales. Internally, we have a lot of debate about the role of sales in our product-led organization. While it’s pretty typical for product-led folks to view sales as—best case—a crutch and—worst case—something that reflects negatively on the product, we’ve always tried to keep an open mind. We’ve found that customers who talk with a salesperson consistently close at a higher rate compared to customers who are left to their own devices. If you can hone in on the economics of these two scenarios, you can create a very effective strategy that combines self-serve and sales-enabled tactics. One of the best ways to clear the usual aversion to sales is to reframe it as a method of helping prospects solve their problems and get the most value out of your product. Flipping the script in this way helps remove the stigma associated with “pushy” salespeople by replacing it with a sincere desire to help people find the solutions that will make their lives easier.At Appcues, we design our product to be as intuitive as possible in terms of features and functionality. Where sales comes into play is when a customer who is using our product and sees the value it delivers needs to navigate their own organization to get additional buy-in or pitch our product to another internal group. Our salespeople are uniquely situated to be able to empower that champion with sales collateral or to hop on a call to help explain the product value in very concrete terms, illustrated by case studies. Stepping in this way is just another method of supporting our customers’ efforts to get the most value out of our product.Ease of Use: Always Be Reducing Friction.All product-led companies struggle with achieving the right balance between handling feature requests and focusing on building out the product led growth engine. There’s no simple answer to this delicate equation, but the bottom line on both fronts is that you need to improve ease of use. It’s almost a chicken-and-egg scenario—the easier it is to use a product (UX and features), the more effective and efficient the product led growth model will be.At Appcues, we’d like to think of the product and the PLG engine as one and the same, but in reality, we know that’s not true all the time. To help us manage the constant push and pull between these two demands on our resources, we categorize growth projects into three buckets: long-term platform building (which supports our long-term vision), automation (which is particularly important in the free trial experience), and segment-specific work (to address the needs of specific customers like enterprise or mid-market).No matter which area we’re working in, we’re always focusing on making things easier for users because that serves everyone. It helps customers get more value out of the product while saving them time while at the same time reducing the number of support tickets we have by simplifying and streamlining tasks.What’s Next: Don’t Get Left Behind.There’s no question that more SaaS brands are moving toward a self-serve/PLG/freemium model, and it’s a trend that keeps growing. As more companies enter the space, it’s going to get more competitive in all areas, including onboarding. The companies that succeed in this new paradigm will be the ones who understand the importance of integrating the product-led approach into everything they do. It needs to be part of the company’s DNA, permeating all functional areas.To get to that point, companies will need to execute a cultural shift away from the more traditional sales-driven growth model. While there is, as we’ve noted, a place for sales within a product-led company, it’s important to create an environment that encourages everyone on the team to look at their work through the lens of the product and think about ways to embed tasks in the product. There are opportunities across all areas of product, from the trial experience to onboarding to feature adoption to driving users to webinars and so on. Companies need to be set up in a way that enables people from any team to take advantage of those opportunities. That’s a big part of what we’re working to do at Appcues—to help everyone on the team take ownership of growth.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThis118last_img read more