Misfit Shine Adds Fashion to Functionality For a Uniquely Attractive Health Wearable

The Misfit Shine comes in a wide variety of colors and is one of a popular line of activity trackers known as health wearables. You may also have heard them referred to as biometric trackers or wearable tech, and they attract both technology geeks and fitness freaks. What exactly is the Misfit Shine? It is a uniquely styled activity and sleep monitor that looks like a watch with no face.

The fitness, activity and sleep tracking sensor contacts your skin as this product is worn as an everyday watch. However, the intelligent device does not display the time of day, and rather employs 12 tiny lights positioned where you would usually see numbers on a watch face to track several health metrics. Whether you are playing basketball, swimming or cycling, the work your body does is monitored and recorded.

The halo of lights indicates your activity level according to whether they light up or stay dormant. This allows you to quickly take a glance at your wrist to see exactly how active you have been. Fitness trackers worn on the wrist in a watch or wristband style have been around for some time. And while they all basically function the same way, the Misfit Shine activity and sleep monitor definitely brings some elegant style to a product lineup which usually is anything but fashionable.

With most biometric trackers offered only in black, users do not always feel like wearing their tracker in every situation. That is exactly why Misfit Wearables created the Shine in your choice of 8 different colors. If you are stepping out on the town for a night of dancing, the deep iridescent blue Storm color is perfect for the occasion. Topaz, Grey and Black options are more muted and understated, while Champagne, Coral, Sea Glass and Wine color options deliver unique looks.

The battery which powers this smart and stylish health tracker lasts up to 6 months and is an inexpensive CR2 button cell variety which can be purchased at any electronics store. While some help trackers are bulky and call attention to themselves, the Misfit Shine weighs just 6 ounces.

“Quantified selfer” is the recently new moniker given to technologically minded individuals who seek to track their every movement and action. They then use this information to create a healthier lifestyle. But this marriage of technology and health does not always take into account elegance or style. That is where the Misfit Shine really does shine.

Women can use the clip which comes with the Shine to where the device as a pendant, or for discrete operation when attached to an undergarment. Men can use that same clip to snap the Shine to the waistband of a pair of running shorts, a pair of shoes or a T-shirt, and begin tracking activity levels.

Another advancement of the Misfit Shine Is the ability to monitor your activity level when you are playing soccer or tennis, swimming or exercising. Many health tracking wearables simply monitor the number of steps you take. Lateral movement and biking usually means that those inferior trackers do not deliver accurate data, and this is where this particular device does a great job.

Since you are healthier when you sleep properly, the Misfit Shine smartly tracks your sleeping patterns. You can set goals and alarms which aid you in getting a good night’s rest, and all of your important biometric information can be stored for up to 30 days before you use the Bluetooth Low Energy (BLE) wireless connectivity option to download your health and fitness data.

As smart shoes, intelligent watches and headbands, and even biometric tracking clothing, hit the marketplace, quantified selfers will be looking to expand the ways they monitor, record and improve their health and fitness levels. The Misfit Shine handles the job while also offering fashion and elegance, something not usually found in this line of products.

The Key Business Metrics Every Entrepreneur Must Know

Imagine you own a successful business but become stranded on a deserted island. The only communication you receive about your business comes once a week on a sheet of paper in a bottle (yes, a message in a bottle). What information would you need and want on that paper? When you remove the subjective elements of running a business and try to do it on objective data alone, how does that change your ability to make the right decisions?

DASHBOARD

For the purpose of this article, we will refer to this piece of paper as a dashboard report, although it may also be called a flash or KPI (Key Performance Indicator) report. The dashboard should be critical in assisting an entrepreneur or business owner predict sales, cash flow and profit and gain clarity on the performance and direction of the company. In addition, it should be a critical decision-making tool used in the day-to-day operation of the firm that empowers CEOs and business owners to make the best decisions for their respective companies that will drive cash flow and profit.

There are three main steps to consider in building an effective dashboard. First, we should know the averages and benchmarks for our industry. Second, we should know what our historical performance on these same averages and benchmarks. And third, we have to develop what many call a balanced scorecard that comprehensively examines the whole company, not just one or two parts.

SOFTWARE AND TRACKING TOOLS

The answer is not to initially buy a business metric or dashboard software program. These tools are valuable, but every business needs to initially determine what metrics it should track. In fact, it is always best to use Excel or even a pen and paper to initially track several different metrics. It is nearly impossible to know which metrics will be the most effective until we get some experience with it. We can save money on the software for now and focus on finding the best metrics for our business. Once we know the metrics that are the most effective for our business, then we can consider investing in a dashboard tool.

Marketing, sales, operations, and financial are the four main categories every business needs to include if we want the dashboard to adequately inform us on our deserted island. We will briefly discuss each of these areas below:

MARKETING AND LEAD GENERATION

This is where it all begins. We need leads if we ever hope of acquiring customers. Our dashboard should include the top two to four metrics for measuring our lead generation. These may include number of visits to our website and percentage of those visitors that become qualified leads. The key here is to focus on the processes you are currently employing to market and generate leads and measure on your dashboard the efficacy of these efforts. The cost of acquiring a lead should be included if it is measurable (and it almost always is).

SALES

Obviously a lead is still useless to our business if we cannot convert the lead into a paying customer. Conversion of leads to customers is a critical element of most dashboards. In addition, total sales should be included so we know how our volume is doing on at least a weekly basis. Sales should be communicated in terms of dollars, number of sell-able units, and average pricing.

OPERATIONAL EFFECTIVENESS

Since sales is responsible to turn the leads into a paying customers, we desire to satisfy and retain the customer as long possible as effectively and efficiently as possible. The point here is to structure our business model so that we deliver everything we promise for as little cost as possible. Let’s review a couple of examples.

If I am a professional service firm that is mainly selling time in exchange for services, then I am concerned about my average cost of paying staff per hour as it relates to my average revenue per hour. I will also be very concerned with ratios like revenue per employee and sales-to-wages.

If I manufacture products, then I will want to understand the efficiency of all of my inputs, including materials (and scrap), labor, contractors, and other direct costs. In essence, we need to look at the major determinants of our gross margin.

We should consider three additional metrics on our dashboard that deal with operations. First, an indicator of our current utilization of our total available capacity. Second, customer satisfaction and retention metrics are a valuable barometer for ongoing sales. And, third, a measure of product or service quality levels.

FINANCIAL – CASH, PROFIT, & HEALTH

We should know what is happening with all of our major current assets, which usually includes cash, accounts receivable (AR), and inventory. We should quantify the performance of our AR in terms of total % over 60 days past due as well as the Days Sales Outstanding (DSO). We should understand if our inventory levels are at efficient levels.

We may want to include some of major current liabilities, like accounts payable and line of credit balances. This information leads to the tracking of the firm’s current ratio on a weekly basis and other versions of the current ratio that traditionally predict cash flow with some accuracy.

CONCLUSION

If we received a weekly dashboard report with all of the information above (tailored to our industry and business model), how well do we think we could manage our business from a deserted island? Now, we should imagine having all of that information every week along with being in our business every day. Not only will we feel empowered to make the right decisions to improve cash, profits, and financial health, but we will see our level of anxiety (which comes from a lack of this information) drop significantly. Even if the dashboard reports bad news, knowing about it will still reduce our anxiety because we will at least have the opportunity to do something about it before it becomes worse.

As part-time CFOs, we have seen consistent results with those who effectively use dashboards – better information generates better decisions, and better decisions lead to improved performance.

How FSOs Are Using Security Metrics in a Department of Defense Contractor Cleared Facility

Metrics are tools leaders use to assess the effectiveness of their programs. These metrics indicate success, failures or areas where significant improvement is needed. Metrics data is found in surveys, inspections, and reports and are pulled for the specific purpose of understanding where the program is. The other part is to understand where the organization should be and comparing it to the results.

FSOs should make metrics development and use a top priority. Chief security officers, chief information officers and other executive level security managers understand how to read metrics and use them to focus with pinpoint intensity on directing their security programs within their companies. Security managers in lower positions can use the same skills to gain influence in their companies. Because of the nature of compliance with government regulations, the task may be easier for FSOs to accomplish.

An FSO has readily available data to determine and communicate the effectiveness of the security program. Gathering available information, creating a detailed database and performing solid analysis will determine the program’s success. Whether or not a security program is where it needs to be can be determined from information found in the following actions:

* Incidents, infractions, violations reports with compromise or

suspected compromise

* Annual DSS reviews

* Annual self-inspections

* Professional and organizational certification

* Self-reporting statistics

* Security Awareness Training

* Security budget

* Contractual requirements

The above list is not all inclusive, but is readily available information directly affected by security or influences security decisions.

Incidents, infractions, violations and reports of compromise or suspected compromise as Metrics – These should be made at each occurrence and analyzed regularly. Reports indicating that compromise or suspected compromise has occurred are taken seriously and forwarded to the CSA. Many other reports of minor consequences are not required to be sent outside of the organization, but are extremely helpful as indicators of the organization’s security health.

Annual DSS Reviews as Metrics – According to the NISPOM DSS is responsible for determining the frequency of annual inspections.

Inspections are typically conducted every 12 months, but circumstances can require more or less frequent visits 2. DSS inspects the facilities security program for the primary purposes of ensuring their programs provide the proper protection of classified information they are charged with protecting. Additionally, the inspection programs are designed to improve the effectiveness of the contractor’s security program. At the conclusion of the inspections, the contractor is given a rating ranging from unsatisfactory to superior

Annual self-inspections as Metrics – The self-inspections offer other exceptional opportunities for FSOs to improve the security program as well as measure results from the previous DSS annual audit. The self-inspection is conducted by security personnel organic to the company. It is a requirement that affords the opportunity to look into procedures, review documentation, review incidents and conduct classified holding inventories among a few of the tasks. These self-inspections are typically conducted midway between the annual audits and help keep the security team focused on improvement and compliance.

Professional and Organizational Certification as Metrics – Quality and or other outside agency reviews are performed to qualify a company for a rating. These reviews are purposefully strenuous and thorough in an effort to discover the enterprise’s business functions, policies and procedures. Depending on the inspection, each outside agency is invited to bring in experts to analyze a company’s performance. The inspector visits every aspect of the organization, measuring the company’s compliance, record keeping, improvements and other performance issues and makes a determination of whether or not they are worthy of the certification.

Security Awareness Training as Metrics – Attitudes toward security awareness programs are great indicators of the FSO’s program. Comments that reflect a desire for or loathing of continuing security awareness education speaks volumes. Those who are conscious for the need to protect national security assets and classified information understand the need for training. Refresher training is a requirement identified in the executive orders, DoD and federal agency regulations including the NISPOM 4.

Security Budget as Metrics – Security budget support or lack of support can either demonstrate a well received or unappreciated security program. In a functional security manager role, the intuitive FSO understands business, the company mission and how the role of protecting classified material fits. The FSO can provide risk assessment and speak intelligently of the procedures, equipment and costs associated with protecting classified information. They understand how to contract outsourced security resources to install alarms, access control and other protection measures. The FSO is also able to demonstrate a return on investment.

Contractual Requirements as Metrics – An FSO who has developed rapport, a reputation for integrity and considerable influence is instrumental in helping the company achieve its goals. Classified work is identified on the DD Form 254 and the statement of work. The FSO should understand associated costs inherent to the classified work identified in the contract and the DD Form 254.

Results of Metrics Data

A security manager can use such metrics or data and write a white paper, report, or provide a picture graph to employees, managers and executives for several purposes. Regardless of the report media, the objective should be to improve the state of security and communicate the results to the executives and share holders. Employees can be trained on recognizing proper procedures and preventing future occurrences by changing behavior. Managers can use the information to direct change in their employees to provide better security. Executives can use the information to identify programs or projects with probable risks and use the data for strategic planning. Finally, the shareholder; tax payers, board of director members, customers, and employees have a good understanding of their return on investment.