Leadership Matters - Comparing Ballmer to Bezos and Lessons You Should Learn

Not far from each other, in the area around Seattle, are two striking contrasts in leadership.  They provide significant insight to what creates success today.

Steve Ballmer leads Microsoft, America’s largest software company.  Unfortunately, the value of Microsoft has gone nowhere for 10 years.  Steve Ballmer has steadfastly defended the Windows and Office products, telling anyone who will listen that he is confident Windows will be part of computing’s future landscape.  Looking backward, he reminds people that Windows has had a 20 year run, and because of that past he is certain it will continue to dominate.

Unfortunately, far too many investors see things differently.  They recognize that nearly all areas of Microsoft are struggling to maintain sales.  It is quite clear that the shift to mobile devices and cloud architectures are reducing the need, and desire, for PCs in homes, offices and data centers.  Microsoft still lacks a commercially viable smartphone or tablet, and appears years late recognizing the market shift.  Too often CEO Ballmer seems in denial the shift is happening – or at least that it is happening so quickly.  His fixation on past success appears to blind him to technology use in 2014, and many investors are seriously concerned that Microsoft could topple as quickly DEC., Sun, Palm and RIM.

Comparatively, across town, Mr. Bezos leads the largest on-line retailer Amazon.  Amazon’s value has skyrocketed to a near 90 times earnings!  Over the last decade, investors have captured an astounding 10x return on investment!  Contrary to Mr. Ballmer, Mr. Bezos talks rarely about the past, and almost exclusively about the future.  He regularly discusses how markets are shifting, and how Amazon is going to change the way people do things.

Mr. Bezos’ fixation on the future has created incredible growth for Amazon.  In its “core” book business, when publishers did not move quickly toward trends for digitization Amazon created and launched Kindle, forever altering publishing.  When large retailers did not address the trend toward on-line shopping Amazon expanded its retail presence far beyond books, including more products  and a small armyt of supplier/partners.  When large PC manufacturers did not capitalize on the trend toward mobility with tablets for daily use Amazon launched Kindle Fire, which is projected to sell as many as 12 million units next year (AllThingsD.com).

Where Mr. Ballmer remains fixated on the past, constantly reinvesting  in defending and extending what worked 20 years ago for Microsoft, Mr. Bezos is investing heavily in the future.  Where Mr. Ballmer increasingly looks like a CEO in denial about market shift, Mr. Bezos has embraced the shifts and is pushing them forward.

Clearly, the latter has been fare more successful at producing revenue growth and higher valuation than the former.  Even though he moved Amazon far beyond its core products and markets pursuing trends.

Looking around, a number of companies need to heed the insight of this Seattle comparison:

• At AOL it is unclear that Mr. Armstrong has a clear view of how AOL will change markets to become a content powerhouse.  AOL’s various investments are incoherent, and managers struggle to see how AOL will compete.  On the other hand, Ms. Huffington does have a clear sense of the future, and the insight for an entirely different business model at AOL.  The Board should consider handing the reigns to Ms. Huffington, and pushing AOL much more rapidly toward a different, and more competitive future.
• Dell‘s chronic inability to identify new products and markets has left it, at best, uninteresting.  It’s supply chain focused strategy has been copied, leaving the company with practically no cost/price advantage.  Mr. Dell remains fixated on what worked for his initial launch 30 years ago, and offers no exciting description of how Dell will remain viable as PC sales diminish.  Unless new leadership takes the helm at Dell, the company’s future  5 years hence looks bleak.
• HP‘s new CEO Meg Whitman is less than reassuring as she projects a terrible 2012 for HP, and a commitment to remaining in PCs – but with some amorphous pledge toward more internal innovation.  Lacking a clear sense of what Ms. Whitman thinks the world will look like in 2017, and how HP will be impactful, it’s hard for investors, managers or customers to become excited about the company.  HP needs rapid acceleration toward shifting customer needs, not a relaxed, lethargic year of internal analysis while competitors continue moving demand further away from HP offerings.
• Groupon has had an explosive start.  But the company is attacked on all fronts by the media.  There is consistent questioning of how leadership will maintain growth as reports emerge about founders cashing out their shares, highly uneconomic deals offered by customers, lack of operating scale leverage, and increasing competition from more established management teams like Google and Amazon.  After having its IPO challenged by the press, the stock has performed poorly and now sells for less than the offering price.  Groupon desperately needs leadership that can explain what the markets of 2015 will look like, and how Groupon will remain successful.

What investors, customers, suppliers and employees want from leadership is clarity around what leaders see as the future markets and competition.  They want to know how the company is going to be successful in 2 or 5 years.  In today’s rapidly shifting, global markets it is not enough to talk about historical results, and to exhibit confidence that what brought the company to this point will propel it forward successfully. And everyone recognizes that managing quarter to quarter will not create long term success.

Leaders must  demonstrate a keen eye for market shifts, and invest in opportunities to participate in game changers.  Leaders must recognize trends, be clear about how those trends are shaping future markets and competitors, and align investments with those trends.  Leadership is not about what the company did before, but is entirely about what their organization is going to do next.

Original post from www.forbes.com

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Understanding The Engine Of Innovation: 'The Idea Hunter'

Regular readers of this blog will know that the future of individuals, organizations, and indeed the entire economy, rests on a capacity for continuous innovation, for example, in my articles, Why Amazon Can’t Make A Kindle In The USA, Understanding Apple: Five Myths About Steve Jobs and The Five Surprises of Radical Management.
Innovation in turn rests on finding great ideas and making them happen. Fortunately, we have a wonderful new book from Andy Boynton and Bill Fischer, The Idea Hunter, which shows us how. Contrary to popular belief, finding the best idea is not a matter of luck or genius. It’s about hunting for the idea in the right way.
The book shows how Walt Disney “found” the idea of a family theme park, how Apple [AAPL] “found” the idea of the iPod’s click wheel, how Warren Buffett [BRK.A; BRK.B] “finds” his extraordinary investments, how Google [GOOG] “finds” its bright new ideas, and how Sal Walton “found” the the ideas that built l Wal-Mart [WMT], among many others.

Q&A With Andy Boynton & Bill Fischer

I recently spoke with Bill and Andy about their new book.
1. Most people don’t realize that finding the right title for a book is often the most difficult part of writing a book. I really like “The Idea Hunter”. How did you hunt for this idea?
Bill: My recollection was that we were in a meeting at Boston College, in Andy’s office, looking for a way to get started (and to explain our thoughts to our writer in a way that he would understand — viscerally — what we meant). We kept coming back to a metaphor of a big-game hunter looking for “ideas” instead of animals. I think that we used the word “search” and others, but, ultimately, “the hunt” was more vivid. At one point our preferred title was “Brilliance Not Required” but the publisher didn’t like that, so we had to go back and find something else, and “the hunt” seemed to capture what we were looking for. In fact, I think that we at one point wanted only “the hunt” but “the idea hunter” is a much more descriptive title.
Andy: Bill’s recollection is correct. I know we felt the title was important in terms of getting the book some attention. I think we picked a winner. And, after we looked a few prototypes, the publisher came up with the visual for the cover which we loved.

2. Most people believe that new ideas are created. Yet you say in the book that ideas are found, rather than created. Why?
Bill: One way that we made progress, finally, on this book was to avoid defining the word “idea”. Every time that we were pressed by someone to be more precise in what we were talking about, we stalled. Our decision to avoid definition was a huge breakthrough (especially since I think that everyone knew what we were getting at, anyway!). I mention this because I feel that this question is drawing me back into that conundrum :-)  So, let me answer this in my own way.
What we’re really talking about is creating change by virtue of new approaches, or new targets, or new ways etc. Ideas are the basic building blocks of those changes. There are simply more ideas outside of your organization, my team, or my own head, than inside, so we wanted to emphasize that you should be “hunting” for those ideas, rather than taking on the burden of “creating” them yourself. A lot of “creation” is about “recognition”. We wanted to really emphasize that recognition only works well if you’re out there looking for new approaches. Out of such new ideas will ultimately come “innovations” that you might describe as “creation” but which really have a prior genealogy of their own.
Andy: From my perch, in conceptualizing the book and all of our previous executive teaching of the topic, we felt that combining existing ideas and applying them in a different context (job, business, industry, etc) was the source of innovation/creativity. Very few ideas – even the most useful ones– are novel  or original.  I think novelty is rare and reserved for a few unusual scientists. In the book, we wanted to stress the behaviorally active aspect of creativity: the “finding ideas” element of innovation is about finding ideas and repurposing them through one’s behavior. The specific behavior of course is described by “the hunt,” which we think is something that one can learn and improve over time.
3. You also say something that is counter-intuitive to most people: brilliance is not required for idea hunting. What do you mean by that?
Bill: What we found is that good idea hunters are not necessarily the “smartest guys in the room”. Often, because the smartest guys in the room are satisfied with what they know, have a diminishing regard for others and what they could possibly learn from them, and so are less open to the ideas of others (or which there are far more than their own). Good idea-hunting is more about behavior: about your willingness to search-out ideas, about where you choose to search and when, about your discipline so that such searching becomes a reliable advantage, about your willingness to commune with “weird” people in the search for a new idea. These are behavioral attributes rather than genetic ones, and so while we don’t discount “brilliance” we also don’t think that it’s a irreplaceable advantage in the search for new ideas.

Andy: I agree with Bill’s insights, and I’d like to add that IQ, or being smart, is often times inversely correlated with curiosity and appetite for learning and new ideas. The most effective professionals, managers, and leaders Bill and I have worked with were really smart and really curious about the world around them. They were avid idea hunters. But that combination is the exception, not the norm.

4. You say in the book that to become a successful idea hunter, you need to be Interested, Diverse, Exercised and Agile i.e. I-D-E-A.  How did you hunt for this idea?

Bill: That was the idea of Bill Bole, our writer, who was looking for an organizing mechanism. He originally called them “Ideattitudes” which I could never pronounce. I think that the publisher resisted our using device, but it works well as a mnemonic for what we are trying to get at.
Andy: Bill Bole came up with I-D-E-A and lots of great ideas for the book. Bill Fischer and I have long been advocates of borrowing ideas with pride (and giving due credit  to others—as we do in the book!), and we didn’t make an exception to that rule of thumb in this case. So we went with it.

5. You also say that idea hunters need to “know their gig”. What do you mean by this?
Bill: We were influenced by NPR personality Scott Simon, whose father was  a comedian and who had given him the advice: “dress for the gig you want, not the one you have.” We thought the term “gig” from this quote [more than from a simpler jazz analogy] fit perfectly with we were seeing.
For what we were “seeing”, let me use your own words, Steve, in responding to Andy’s questions. You said, in response to our question, “When do you hunt for ideas?”

“I’m tempted to say all of the above, all of the time. Ideas can come from anywhere, sometimes from the oddest places. I might be having a conversation with someone at dinner, or watching a newscast, or reading a poem, listening to my daughter talk. Suddenly I see a connection to a problem or issue that I have been puzzling about.”

This is exactly what we found all the time, with the respondents in our book! Why? Because they knew what they were looking for; they knew their “gig.” So do you! Later you speak about your latest book evolving into the “reinvention of management” and throughout your  other answers you are both finding ideas and acting [e.g., sharing information became more important than finding it] in ways that show that “reinventing management” had, in fact, become your own gig, and that this made idea-hunting easier.
Andy: In addition to Bill’s thoughts, we also felt that idea hunting with a purpose is key. This purpose is the gig. It provides the compass and the filter for ideas that matter and can be used and have value (or stored for use later).

6. What else do we need to know about idea hunting?
Bill:  I think that we’ve just scratched the surface. We need to convince managers that ideas matter; that this is a fundamental part of their leadership responsibilities, to spend time on it and define who they are. We need to think about how ideas work within teams and organizations and then put idea-hunting and idea-development into that context [which we explicitly didn't do this book, but had touched on in our book, Virtuoso Teams.] Most of all, we need to make managers aware that this is a learnable skill; that behavior trumps brilliance.
Andy: We feel ideas are fundamental to the success of every professional, manager, and leader in almost every organization we’ve bumped up against. Ideas drive progress in any organization and ideas come from people. All the executive education, knowledge management systems, organizational learning processes etc in the world won’t matter a hill of beans if people aren’t ambitious and effective idea hunters.  And for individual’s, we think their brand and value is clearly a result of the ideas they are associated with – and the quality of one’s ideas can be improved dramatically by learning how to be a great hunter of ideas. Ideas won’t find us. We have to learn to find great ideas.
The Idea Hunter: How to Find the Best Ideas and Make them Happen by Andy Boynton and Bill Fischer, with William Bole, was published by Jossey-Bass in April 2011.

Andy Boynton

Andy Boynton spends most of his time in Chestnut Hill, Massachusetts, as the dean of the Carroll School of Management at Boston College. Working daily with a terrific group of colleagues to shape a business school for the future, Andy has an opportunity almost every day to try out some of his ideas about leading and energizing talented knowledge professionals and experts.. In his spare time, he looks for new and fun projects to work on. He is active with research, writes a book now and then, and collaborates with executives in different industries on projects such as strengthening a firm’s leadership ranks, igniting teamwork, creating new strategies, and stimulating innovation in challenging bureaucratic settings.

Before coming back to Boston College (he’s a proud alum), Andy spent over ten years at the International Institute for Management Development (IMD) in Lausanne, Switzerland–simply the best executive education institute in the world–leading executive education programs and founding their global Executive MBA program. He also was a faculty member of the University of North Carolina at Chapel Hill (where he also earned his MBA and Ph.D.) and taught at the University of Virginia’s Darden School.

Bill Fischer

Bill Fischer has been hunting for ideas for a long time, in a variety of places. Disbelieving that the world is flat, he has tried to put himself into places and positions where there is a higher probability of interesting things happening. As a result, he presently is a Professor at IMD, in Lausanne, Switzerland, where among other interests he specializes in the art and practice of successful innovation, and the effective expression of talent. An engineer by training, American by citizenship, New Yorker by birth and attitude, he has lived much of his life in Asia and Europe.
Bill co-founded the IMD partnership program on Driving Strategic Innovation, in cooperation with the Sloan School of Management at MIT. He was on the faculty of the University of North Carolina at Chapel Hill for twenty years, moved to China in 1980, and was the President and Dean of the China Europe International Business School [CEIBS] in Shanghai in 1998-1999.

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Original article: http://www.forbes.com/

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Become an Idea Hunter

Andy Boynton and Bill Fischer will teach you how to hunt ideas using four principles that are easily remembered with the acronym I-D-E-A, which the authors explain more concisely than I ever could.

Principle 1: "Do I want to be interested, or merely interesting? All of us naturally want to be interesting, but in the Hunt for ideas, being Interested in the world around you is of equal or greater importance."

Principle 2 is all about diversification. "Idea Hunters are aware of the multitude of trails that can lead to worthwhile ideas. When setting out on a search, they always take along an assorted mix of idea sources, a collection as Diverse as any investment portfolio."

"The third principle says you need to exercise your idea muscles all the time, not just when you're in a brainstorming session at work. The most experienced Idea Hunters are Exercised, engaged in daily training, though it's hardly a chore for them because they take pleasure in the Hunt."

"The fourth principle is that you also need to be Agile in your handling of ideas. You can't expect to proceed in a straight line, snatching up a single idea and taking it to market."

Why hunt for ideas? Because, the authors rightly surmise that a lack of ideas is what holds us back as individuals. But when you train yourself to be an idea hunter, when you create habits that retrain your brain, when you allow yourself to indulge in curiosity, and you begin to think of yourself as someone who is committed to "capturing, organizing, sharing, and using (and reusing) ideas," the potential for innovating your work and your life is unlimited

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How Stress Can Improve Your Performance

Recently, I read an article in which a developmental psychologist cited a mountain of evidence showing that IQ was one of the most significant predictors of emotional resiliency in children. The same pattern has also long been seen in the military, where it has been conclusively shown that higher-IQ soldiers show fewer signs of long-term post-traumatic stress.
Why would cognitive ability predict emotional hardiness? In truth, it doesn't. But the tests that measure cognitive ability do. When you tell people they have 12 minutes to show whether they are smart or dumb, the ability to stay calm and focused under duress has a huge impact on the scores.
Heightened anxiety has long been shown to dramatically impair people's ability to think. It affects basic functions such as short-term memory and processing of simple information, as well as more complex thinking, where anxiety can aggressively interfere with the ability to differentiate between important and irrelevant tasks. In today's business environment of unrelenting pressure, aspiring leaders must learn how to confront heightened levels of urgency without allowing the accompanying mental agitation to be disruptive.
About six years ago, I interviewed "Ollie," the CEO of a consumer products company. I had been hired to evaluate Ollie by his parent company because his company had been doing poorly. In fact, it was the worst-performing brand in the parent conglomerate's portfolio. I had just presented Ollie with a hypothetical crisis that threatened the survival of his business, and was asking him to evaluate data, along with suggestions from colleagues and his board of directors, and arrive at a sound conclusion about what to do.
Just a few minutes before, when I had asked Ollie about his history with the company, he had confidently articulated the direction in which he was taking the business. Now he was struggling to offer even the most basic sense of how to proceed in a hypothetical, but very plausible, real-world crisis. When I would ask Ollie a question, he would offer an answer that was virtually incoherent. I recognized the shift in eye movements, the slight rise in room temperature, and the slight increase in human body odor. These are all the physical responses of someone experiencing an adrenaline flood that is overloading their higher-order functions. When this happens, a person is prepared to run, not think.
Anyone witnessing Ollie's answers to my questions would shudder at the thought that this person was responsible for a company with revenues over $1 billion, but Ollie was not nearly as incompetent as he appeared during the case study portion of our evaluation. Day-to-day, on the job, he appeared fine; it was when he was confronted with a high-stress crisis that his physical response overcame his mental processes. Ollie had been promoted to the CEO role at a time when the competitive environment was changing, and he had not been prepared to handle unfamiliar complexity. He had not yet learned to tame the cognitive overload that occurs for people in response to high levels of duress.
And Ollie is not alone. A full 20% of the executives I interview — senior leaders of some of the world's leading businesses — become almost incoherent during similar processes, unable to provide answers to more than one-third of the questions posed. Human beings are not naturally wired to engage in complex problem solving when they are under pressure, but it can be learned.
Aspiring leaders must be taught how to manage their stress in such a way that it actually increases their focus and clarity. They need to gain experience in stressful situations where they get an elevated — but not overwhelming — sense of adrenaline and are set up for success. Confidence under pressure can be built like a railroad track in the brain through exposure to repeated experiences over time.
This capacity can be developed in many ways. One simple exercise involves memorizing something, be it a poem or the 50 states, and then reciting it before friends at a dinner party, while encouraging them to taunt you if you make mistakes. At first, you are more likely to have missteps in this context. Eventually, you will find that you can do the exercise faster, with more accuracy, in front of an audience than when you do it by yourself. Toastmasters uses the same concept, teaching people to do something they often fear — public speaking — by first exposing them repeatedly to speaking in a small, supportive environment before putting them in front of larger and larger groups.
Mentors can also nurture this quality in future leaders by creating similar experiences. For instance, if your next-in-line is slated to present before the board, don't let him do so without preparation. Have him present first in front of a few colleagues, then at the Monday morning meeting, then before the management team, all before they present in the higher-pressure environment of the boardroom.
Once an executive learns how to manage adrenaline without panic, he or she can grow confident that the sensations that stress induces will not lead to collapse. While it is a noisemaker in the untrained mind, when channeled properly adrenaline can help people accomplish things that they never would have imagined possible.

The ability to make adrenaline a friend is a necessity for executives in today's environment of ongoing duress. Not surprisingly, it's also a hallmark of the world's best CEOs.

Justin Menkes is an acclaimed author and expert in the field of C-suite talent evaluation. His latest book, Better Under Pressure, will be released by Harvard Business Review Press in May.

Original artical: http://www.hbr.org/

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Lean Startups Part 3: Most Changes Make Products Worse

Author: Steve Denning

He is the author of six business books and consultant to organizations around the world on leadership, innovation, management and business narrative. His most recent book is the Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century (Jossey-Bass, 2010). Other books include The Leader's Guide to Storytelling (2nd ed, 2011) and The Secret Language of Leadership (2007) . He worked for many years at the World Bank: as the director of knowledge management (1996-2000) He spearheaded the introduction of knowledge management as an organizational strategy. You can follow him on Twitter at @stevedenning. His website is at www.stevedenning.com.

See my profile »

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Lean Startups Pt 2: A Scientific Method For Creating Innovation

author: Steve Denning

What is a lean startup? In essence, it’s innovating with a scientific mindset. Instead of blundering along, flying blind, proceeding by trial and error and not learning from the errors, investing huge amounts of time and money building things that no customer will ever buy, let alone be delighted by, it’s a scientific method for quickly finding and testing ideas that will build a sustainable business.

Finding the right idea to test

Even pure physical science requires a great deal of intuition, because a scientific experiment is only as good as the hypothesis you formulate. The first step is finding the right idea to test.

If you’re a chemist and the scientific hypothesis you are testing is, say, that combustion is the result of a colorless, odorless substance called “phlogiston“, no amount of experimentation will help you. You’ve got the wrong hypothesis. In the real world of things, there is no such substance.

In the world of innovation, the right idea is one that the customer in the real world will buy and be delighted with.

Learning from pissed-off customers

In innovation, the question of whether the idea is right is subjective. The product may be objectively better in some sense—more functions, more sophisticated, more powerful, bigger, smaller, more elaborate or more streamlined, or whatever—but if customers don’t see that it is better for their needs, so that they will buy and be delighted by it, then the bottom line is that it’s not better.

Ries says:

Every entrepreneur in their heart has some kind of vision of where they want to go…It’s connecting to what’s the benefit for customers. Often it’s quite indistinct. With PayPal, it might be a feeling that there’s something wrong with online payments, and that it should be easier and more convenient for people to exchange cash online. The vision here has to do with making the world better around payments. It starts out quite vague, but it only gets specific as we learn more.

Tom Peters puts the idea more colorfully in Re-Imagine!: Business Excellence in a Disruptive Age (2005):

“All innovation is NOT driven by market research and endless focus groups. It is driven by pissed-off customers!”

The object in innovation is to learn as quickly as possible what the clients or customers will consider as better, as something that they are willing to buy and be delighted with when they use it. If you can find out or figure why they are currently frustrated or irritated, that can be the clue to the winning idea.

• Late fees on DVDs: Reed Hastings was annoyed with paying late fees at his local DVD rental store for the DVD Apollo 13 and so he launched Netflix [NFLX] that would allow people to rent DVDs without late fees.
• Dry cleaning: stores are inconvenient and unattractive. Maybe P&G [PG] can solve that problem for people with brightly lit, attractive drive-in stores?
• Laptops: Laptops are heavy and clunky. Maybe Steve Jobs at Apple [AAPL] can solve that problem with an iPad?

Is the idea viable?

Once you have your idea, you need to develop and test it as soon as possible. Will customers buy it and be delighted by it?

Ries points out that there are often low-cost and speedy ways to find out immediately if the idea is viable.

For instance, with a product that’s going to have an online service component where people are going to sign up for the product, you can have a landing page inviting people to try the product for a free trial. If people won’t even do the free trial, the business in its current form is doomed.

In another example, when Zappos was getting started, instead of creating warehouses and distribution channels and creating another dotcom disaster, the founder [Tony Hsieh] went to a shoe store, took digital photographs of the shoes, put them online, and offered them for sale. If somebody bought the shoes from him, he would literally walk back to that shoe store, buy the shoes, and mail them to the person. So it was a classic minimum viable product, where he’s using manual labor on the backend to fulfill the orders.

Everything in innovation and startups consists of experiments to create engines of growth.

Three engines of growth

Ries suggests that there are three fundamental types of engines of growth, each of which is a standalone feedback loop that helps startups grow.

1. Viral businesses: i.e. businesses grow fundamentally though each person being a catalyst for other people to join. The quintessential example is Facebook.
2. Paid businesses: Then you have the paid businesses that grow through paid advertising, where they make money for every user and they reinvest in recruiting more customers.
3. Retention businesses: sticky or retention based businesses that have high customer lock-in or very long retention periods, like World of Warcraft or a cable service, something that is fundamental and people want to stay signed on and they rarely sign off.

Each of those three engines of growth has a different feedback loop that powers it. With a viral business, it’s: what’s the viral spread per customer? With a paid business, it’s: how much money do we make per customer? With a retention business, it’s: what’s the retention rate per customer?

The sustainable growth occurs because new customers are a result of the actions of past customers:

In viral businesses, like Facebook, that’s because the past customers invited them.

In paid businesses, you’re using revenue that you made from past customers to get them.

In retention businesses, the new customers are the past customers coming back because they can never stop coming back (cable company, routers like Cisco [CSCO] and Juniper [JNPR], or enterprise software like SAP [NYSE:SAP]

Ries notes that each of those sources of sustainable growth is different from a one-time PR campaign, different from a one-shot SEO optimization, different from doing a big publicity stunt, or even just blowing a lot of money on a Super Bowl ad. Those are all unsustainable sources of growth.

Lean startups: user testing is not market research

Lean startups are not market research. The goal here is not just to do an abstract assessment of what people might want. You can do market research indefinitely: once you have determined that there might be a market, the next step is commission yet another study and get a new focus group together.

Focus groups are in a completely artificial situation to judge a new product. It can quickly become an inter-group power-struggle. As a result, you might be finding out a lot about the dynamics of the group, but not necessarily much about the questions you are interested in.

Lean startups are about using actual product development as an experimental tool for discovering what people want. You have actual users signed up, that you can go and talk to right now to figure out what’s wrong or maybe even figure out what’s right.

Thus at Zappo’s, Tony Hsieh’s experiment of offering shoes online that he bought from the local store not only enabled him to gauge the level of interest in buying shoes online, but also learn from unexpected stuff that happens with anything new.

Ries says:

If you’re just talking to people, people might say, “Oh, I’d love to buy shoes online,” but actually be afraid of it. They might say, “Oh, I’d be happy to pay full retail,” but actually they need a discount. Or they’re exactly the opposite. They might say, “No, I definitely want discounts,” but then maybe the discounts make the shoes look cheap. Now you can spend your days as an entrepreneur worrying about what might go wrong, but there’s always an infinite number of things that might go wrong. So forget that. Let’s go find out what’s actually going to go wrong, as soon as possible. So we put ourselves in a position for stuff to fail, and that then puts us in a position to learn.

Faster and better innovation is not about frenetic action. It’s about learning faster in real time with real users.

More:

http://blogs.forbes.com/stevedenning/2011/06/25/lean-startups-pt-2-a-scientific-method-for-creating-innovation/

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Think You’re Communicating Enough? Think Again

Author: John Kotter

Good communication is critical to making a big change take hold in any organization, especially in complex enterprises. Most managers and leaders recognize this, but it’s difficult to put into practice. Gaining an understanding of and commitment to a new direction is a challenging intellectual and emotional task. It unnerves people, and as a result, they often under communicate and send inconsistent messages about the change, both of which lead directly to stalled transformation efforts.
Most companies under communicate their visions for change by at least a factor of 10. A single memo announcing a big new change is never enough, nor is even a series of speeches by the CEO and the executive team. To understand how a change vision can easily get lost in the clutter, consider this:

1. The total amount of communication going to an employee in three months: 2.3 million words or numbers.
2. Typical communication about the change over a period of three months (the equivalent of one 30-minute speech, an hour-long meeting, one 600 word article in the company’s internal newsletter, and one 2,000 word memo) = 13,400 words or numbers.
3. 13,400/2,300,000 = .0058, which means the change vision has captured only 0.58 percent of the communication market share.

How can you avoid this? First and most importantly, leaders in the organization – usually the CEO and senior level executives – need to “walk the talk” and become living examples of the new corporate culture that the vision aspires to. Nothing undermines a communication program more quickly than inconsistent actions by leadership, and nothing speaks as powerfully as someone who is backing up their words with behavior. When an entire team of senior management starts behaving differently and embodies the change they want to see, it sends a powerful message to the entire organization. These actions increase motivation, inspire confidence, and decrease cynicism. Tactically, a vision for change must be communicated in hour-by-hour activities, anywhere and everywhere – the vision must be referred to in emails, meetings, presentations, company newsletters, and internal training programs. Finally, keep these key elements in mind as you communicate about your change:

1. Keep your messages simple and jargon-free
2. Use metaphors and analogies to paint a vivid picture for employees
3. Repeat, repeat, repeat – ideas only sink in after they’re heard many times
4. Explain seeming inconsistencies – if you don’t, it undermines credibility
5. Allow for constant feedback

Do you have any additional tips to add for effective communication? What resonates the most with you?
John Kotter is the chief innovation officer of Kotter International, a change company that helps leaders build the capacity to drive transformation in their organizations. He is also the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School.

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Something New In Innovation Part 1: Lean Startups

Author: Steve Denning

There’s a lot of buzz in innovation circles about the lean startup movement, which is being hailed as the next really, really big new thing in innovation. Is this hype? Or is it really new?

Cool presentation skills

I think it’s fair to say that some of the buzz about lean startups is due to the very funny and engaging storytelling of the leader of the startup movement, Eric Ries. His own experience as an entrepreneur helps give his talks the ring of authenticity. In a recent video, he laces his presentations with with provocative one-liners; the full transcript is available here.

“Most changes make products worse.”

“Nine out of ten startups fail not because they fail to launch what they set out to build, but because they waste time building a product that people won’t buy.”

“Market research doesn’t work because what customers say they want or what you think they want is not what they will actually want and buy.”

“Faster innovation is not about frenetic action. It’s about learning faster.”

“Learning faster is more important than growing faster”

Unfair comparison: lean startups vs traditional management

Some of the buzz about lean startups also stems from Ries’s tendency to compare the rapid learning of a Lean Startup with innovation in traditional management. This is hardly a fair fight, since traditional management is pretty much hopeless when it comes to innovation. Compared to traditional management, a Lean Startup is obviously going to sound like a huge improvement. If a Lean Startup is compared to innovation with Agile and Scrum, which also emphasize rapid learning, the differences are far less dramatic.

What’s genuinely new?

Nevertheless, some aspects of the Lean Startup methodology are genuinely new and do indeed represent that rare thing: something new in innovation. The significant discoveries, compared to Agile and Scrum, apply both to startups and innovation within established organizations. They include:

• A more scientific method to improve the chances of building a new product or service that people will actually buy and really like.
• A mental shift from “build, measure, learn” to “learn, measure, build”
• A better definition of “done”, to include validation from the customer that the product or service is indeed better than it was before.
• A “magic test” to ascertain whether clients will buy the product even before there is a product.
• Metrics for the three types of sustainable growth engines: viral growth, paid growth and retention models.

Other parts of lean startups are not exactly new for anyone familiar with the world of Agile or Lean, but Ries’s discussion of them is also interesting, such as:

• Understanding and measuring the two leaps of faith in innovation: a) can we build it? And b) will anyone buy it?
• The distinction between market research and live testing through cohort analysis and split testing
• The distinction between useful metrics vs “vanity metrics” and “success theater”
• Innovating through Kanban vs Scrum

1:  From “Build, measure, learn” to “learn, measure, build”

How can an organization learn faster and so innovate with greater success? Perhaps Ries’s biggest contribution to innovation is his suggested shift in mindset from “build, measure, learn” to “learn, measure, build”.

A.    Traditional “push” approach: build and deliver

The traditional approach to innovation is the build the product and then push it is out the door, hoping that marketing and sales will be able to sell it.

With long, expensive periods of building in today’s fast-paced market, this approach often leads to products and services that customers don’t want to buy, even with heavy expenditures on advertising.

Ries talks engagingly about his own humbling experience of spending six months in frenetic activity building a product (an avatar for instant messaging), only to find that no customers were interested even in trying it, let alone buying it.

B.     Agile “pull” approach: the build, measure, learn loop

The Agile/Scrum approach to innovation offers an iterative approach to innovation by working in short cycles:

• You build a small piece of the idea (the piece that is highest value to the customer) in a short work cycle;
• You evaluate the customer reaction to it;
• You learn from that what is the next best thing to build;
• You work in successive short cycles and learn as quickly as possible what clients want and iterate towards providing what will truly the delight the customer.

By working in short cycles, you learn as quickly as possible what clients want and iterate towards delivering more of that. You go through the learning loop as fast as possible. This is a huge improvement over traditional management.

C.     Lean Startups: the learn, measure, build loop

But what do you do at the very outset of innovation, when by definition you have no customer? You can’t get feedback from customers because by definition the customers don’t exist yet.

And is it possible to learn even faster than simply building pieces of the eventual idea and seeing what works by trial and error?

Ries’s approach is that although in terms of actions, the right sequence is “build, measure and learn”, the mindset of an innovator needs to be in the reverse order:

• We start with, “What do we need to learn?
• Then in order to learn that, what would we need to have measured?
• Then therefore, what do we need to build to get that measurement?

So to take the example of a product that’s going to have an online service component where people are going to sign up for the product, you can have a landing page inviting people to try the product for a free trial. If people won’t even do the free trial, the business in its current form is doomed. There is no point in building the product, because there is zero market for it. We have learned something. So now you need to find out why people don’t even want to try the product. Can you reformulate the idea into something that people will be interested in trying and even eventually buying?

2. The Magic Test

Ries’s own experience was with the startup that took six months to build the product only to find that no one wanted it, in effect wasting six months of effort. In retrospect, he could have saved most of that six months of effort by using what he calls the Magic Test:

Even if we are not exactly sure about what the product is going to be, we can talk about the customer’s problem and offer to sell “magic”. In the landing page you say, “Hey, do you have this problem? Wouldn’t you like to have this problem solved for $49.95?” If you can’t sell magic, you definitely can’t sell your product.  It doesn’t mean give up, but it means, “Hey, now we have something to think about. Maybe something’s not quite right.”

That is negative result but it represents progress. First of all, that would only have taken 12 hours, so we would have had 179 days left to figure out what to do. Then we would been able to start asking better and more reasonable questions of customers and find out what they really wanted.

3. The two leaps of faith

Ries suggests that what we want to test in innovation is the answer to two “leap of faith” assumptions (to borrow a phrase from Randy Komisar) :

1. Can we build it?
2. Will anyone buy it?

Thus if you are in the diamond business, then your two questions are, “Can I find a diamond mine where I can extract diamonds?” And a second question is, “If I had a lot of diamonds, will I be able to sell them to anybody?”  Here it’s the first assumption that’s iffy. The second leap of faith is not risky at all. In most startups and innovation today, it’s the second question that is the really iffy one.

All innovation can be thus seen as experiments.

Netflix [NFLX] can be seen as an experiment to discover if it’s possible to make a profitable and sustainable business around the concept of renting DVDs by mail, and now streaming movies on-line.

Ebay [EBAY] can be seen as an experiment to see whether people are willing to use an online service to make payments. It turned out that they would, although there was a lot of learning along the way.

Facebook: Facebook had two really big leap of faith assumptions. One is, can I build a large collection of people’s time and attention for free through viral growth? Secondly, if I have a massive asset of people’s time and attention, can I make money by selling that to advertisers? Facebook found that the answer to both questions is yes.

Drive-in dry-cleaning stores: Procter & Gamble [PG] has been exploring drive-in dry-cleaning stores. The first question is “can we build it?” The answer here is obviously yes. It’s the second assumption is the risky one: will customers embrace drive-in dry-cleaning stories?  The hope is that customers will perceive a drive-in store as an easier way to get their cleaning needs met. It’s only by trying it out as quickly and cheaply as possible that Procter & Gamble will find out whether that is true or not.

Smart phones at Nokia: In 2004, Nokia’s [NOK] engineers developed a prototype of a smart phone, some three years before Apple’s iPhone appeared on the market. Nokia’s management decided that the venture was too risky and expensive and didn’t invest in finding out whether people would buy it for a premium. Steve Jobs at Apple [AAPL] proved Nokia wrong with the launch of the iPhone in 2007 and devastated Nokia’s business.

Apple’s iPad: [AAPL] Will people want a lighter thinner laptop with an onscreen keyboard? The experts said no. Apple read the customers’ minds and correctly decided yes.

Google’s [GOOG] is currently exploring a driverless car. Is it possible to build a safe driverless car? Will anyone want to buy it and use it? Both leaps of faith need testing.

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The Most Profitable Small Businesses

I across an aticle and interested that is happen in America but I don't know it is met Cambodia in the century or not and let me show you:

Remember the dotcom bubble? You know, that wacky window in the late ’90s when profitless technology companies scored billion-dollar valuations like bouquets on Valentine’s Day. This isn’t 1999, but the tech sector is getting frothy. Hot targets of late: Facebook, Groupon, 3Par, Huffington Post, among others. This time, at least, the beneficiaries are generating some profits–and profits are ultimately the basis for what any company is worth to investors in the long run.
To bring things more down to earth, we decided to assess the profit-making ability of small businesses in a variety of more traditional industries.
With the help of Sageworks, a Raleigh, N.C.-based accounting consultancy and private-company data provider, Forbes assembled a list of the 20 most profitable types of businesses, on a pretax basis. At No. 1: offices of Certified Public Accountants, with an average pretax margin of 16.5%. Offices of physicians (except mental health specialists), which clock an average 10.4% margin, brought up the rear.
The data are drawn from financial statements on nearly 300,000 companies, most with under $10 million in annual revenue, and bucketed by five- and six-digit North American Industry Classification System codes. The figures were gathered between Jan 1, 2003 and Jan 1, 2011, to capture an entire business cycle. To be considered, each category included at least 100 companies. (Banks were excluded from the analysis, as their accounting methods are not comparable to other industries’.)
Here is a list of the 20 most-profitable industries and their average pretax margins:
1. Offices of Certified Public Accountants
Average Pretax Margin, 2003-2010: 16.5%
The most profitable niche of the bunch enjoys a nice mix of pricing power (everybody needs accountants, no matter how the economy is doing), low overhead and marketing scale, thanks to plenty of repeat clients.

2. Offices of Chiropractors: 15.3%
Some question the medicinal value of their service. Hard to question their financial performance, though.

3. Freestanding Ambulatory Surgical and Emergency Centers: 15%

Services include orthoscopic and cataract surgery on an outpatient basis; setting broken bones, treating lacerations, or tending to patients suffering injuries as a result of accidents, trauma or other problems that need immediate attention. These facilities include operating and recovery rooms, and specialized equipment, such as anesthetic or X-ray machines. In short: If a big rock falls on your leg, you’re going to find a way to fix it–fast. (For more on the economics of the air ambulance business, check out Rescue Helicopters Elevate Profits.)

4. Other Accounting Services: 14.9%
Various accounting, bookkeeping, billing and tax preparation services in any form, handled not necessarily by a Certified Public Accountant. (See #1.)

5. Offices of Dentists: 14.7%
Dentists enjoy operating scale–that is, they can handle several patients at once. Some of the equipment is expensive, but hygienists don’t cost much. Better yet, a lot of customers pay out of pocket. That gives dentists more pricing power relative to other medical providers.

6. Tax Preparation Services: 14.7%
Who likes paying taxes? Exactly.
7. Offices of Orthodontists: 14.4%
Who likes crooked teeth? Exactly.
8. Offices of Lawyers: 13.4%

Odd that they aren’t higher on the list, given their fees. (For more on how to get the best out of your legal counsel, check out columns by Forbes contributor Robert Bovarnick here.)

9. Sales Financing: 13.3%
These companies are popular in a credit crunch. They lend money for the purpose of providing collateralized goods through a contractual installment sales agreement, either directly from, or through, arrangements with dealers. For more on alternative ways that small businesses can raise quick cash, check out Nine Alternative Ways To Raise Cash Right Now and Where To Find Capital Now.
10. Portfolio Management: 12.2%
11. Drilling Oil And Gas Wells: 12%
12. Offices of Optometrists: 11.5%
13. Lessors of Nonresidential Buildings (except Mini-warehouses): 11.3%
14. Offices of Real Estate Appraisers: 11%
15. Lessors of Miniwarehouses and Self-Storage Units: 11%

16. Insurance Agencies and Brokerages: 11%

17. Other Activities Related To Credit Intermediation: 10.7%

18. Investment Advice: 10.7%
19. Offices of Physical, Occupational and Speech Therapists, and Audiologists: 10.6%
20. Offices of Physicians (except Mental Health Specialists): 10.4%
Thirteen of the top 20 categories involve professional services that require years of training and certification, from healing the sick to balancing financial accounts. Three big perks with professional services: consistent demand, relatively low overhead and what economists call “high switching costs.” (If someone’s been doing your taxes for 20 years, why would you switch?) Little surprise that manufacturing and retail–industries with few economies of scale–didn’t make the cut.
Size matters too, even within the small-company universe. Tiny shops may not require a lot of overhead, but at some point–say, a few million dollars in revenue–the relative level of overhead spikes, crimping margins.
To be fair, these numbers are something of a snapshot, as the profitability of a given industry ebbs and flows with the overall economy. (Some industries get permanently disrupted along the way–just ask those of us in the publishing business.) Another thing to remember about profit margins: A business can appear very profitable on a percentage basis but not generate great piles of money–especially if the principals are pulling out every last dollar to cover private-school tuition fees and summer-home mortgages.
There are also tax reasons to play with recorded salaries. Many small businesses are structured as “pass-through” entities, such as S corps and limited liability companies (as opposed to C corporations, as publicly traded firms are). That means the income “passes” straight to shareholders, who then pay taxes on it at their ordinary income rate, thus avoiding the corporate tax. (Losses flow through, too, allowing shareholders to offset income from other sources.)

For more on understanding the paths (and roadblocks) to greater profitability, check out The 20 Most Important Questions In Business,  The 10 Questions You Should Never Stop Asking and The 10 Ingredients Of A Great Business Plan.

There are alot of acticles if you can find it in http://blogs.forbes.com

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Nine Bad Behaviors of Struggling Startup Founders

After working with dozens of startup founders, I’m still amazed that some seem to be able to do the job easily and effectively, always in control, while others always seem to be struggling, out-of-control, and fighting the latest crisis. I am more and more convinced that it is the right founder behavior that leads to success, rather than some exceptional intelligence or training.

In that context, startup founders should carefully review the points made by Denny F. Strigl, former CEO of Verizon Wireless, in his recent book, aptly named “Managers, Can You Hear Me Now?” He outlines the behavioral habits he has seen in managers who are successful, versus the bad habits of ones who struggle. These habits apply even more directly to entrepreneur startup leadership:

1. Failure to build trust and integrity. Poor executives often fail to build trust initially, or they erode trust during daily interactions and operations. Without trust, there can be little cooperation between team members. This results in little risk taking, diminished confidence among employees, and a loss of communication throughout the company.
2. Focus on things that don’t really matter. Executives who struggle spend too much time focused on things that don’t really matter. If it doesn’t fit into one of the Four Fundamentals: growing revenue, getting new customers, keeping the customers they already have, or eliminating costs, they should rethink what they are doing.
3. Shirk accountability and role model. Founders need to realize their behavior is in a “fishbowl” and thereby highly visible for the team to see and imitate. What the founder says and does in stressful situations sends a signal to imitate that behavior, even when they are not under stress. Poor performers thrive in an unaccountable work climate.
4. Fail to consistently reinforce what’s important. Managers often stress a particular message or a program for a couple of weeks, and then assume everyone gets it. When they change their message too often, team members become confused about what’s important. People perform best when what they hear is consistent and frequent.
5. Over-rely on consensus decisions. Some founders go too far to become consensus builders. This takes too much time in our super-competitive environment, and the result of a total buy-in is usually a watered-down version of the original decision or action they intended. Informed decision-making is not the same as consensus decision-making.
6. High priority on being popular. The first priority of a founder is to deliver results, rather than building friendships. Happy team members don’t necessarily bring you stellar results, although stellar results almost always bring you a happy team. Good managers don’t worry about shaking up the status quo, and realize that change is never initially popular.
7. Get caught up in their self-importance. Many founders fail because they get caught up in the “aura” of their position, and seek recognition and glamour for themselves. They love to give speeches to groups and in places that don’t really matter. These people seldom see what is causing their own demise in their attention to “all-about-me.”
8. Put their heads in the sand. Many founders struggle because they only want to hear good news. Team members quickly learn to report positives, while hiding problems. As a result, productivity suffers, employee morale decreases, and targeted results are missed. Encourage open, honest, direct, and specific communication always.
9. Fix problems, not causes. Don’t fix a problem without addressing the reason the problem occurred. The most common excuses given include lack of time to immediately address the cause, lack of resources to address the cause, or problem is outside of their control. Good managers always find the means to fix the cause.

In order to stop struggling and start delivering, founders need to close the gap between what they know and what they do. Avoid the bad behaviors outlined here. Do the good things, day in and day out, until your behavior becomes habit for both you and your team. This can override pure intelligence and create real success and positive results from everyone on the team.

About this Author background

http://blogs.forbes.com/people/martinzwilling/
He is the Founder and CEO of Startup Professionals, a company that provides services to startup founders around the world. His background includes a 30-year track record as an executive in general management, computer software development, product management, and marketing. He's now in "give-back mode" as a mentor to startup founders, and an Angel investor. His experience with investors includes roles on the selection committee of two local Angel groups, and working from the other side of the table with several VCs in Silicon Valley. In addition to blogging, He recently released my first book titled “Do You Have What It Takes To Be An Entrepreneur?” You can contact him directly at marty@startupprofessionals.com .

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Six Things Entrepreneurs Know That Are Dead Wrong

All true entrepreneurs operate off a set of tenets that are built into their psyche, or drilled into them from training and mentors. These are represented by sayings like “You never get anywhere unless you take a chance” and “Passion and persistence are the keys to success,” Unfortunately, there are still other old, reliable tenets that don’t work anymore.
In a new book by Jeanne Liedtka and Tim Ogilvie from the Columbia Business School, “Designing for Growth,” the authors encourage managers to think more like designers. I assert that designers have a lot in common with entrepreneurs, since both must innovate and start a deep understanding of what their customer really wants (“customer-centered”).

In most other respects, design thinking is the opposite of business thinking. For example, businesses must deal with reality as fixed and quantifiable, whereas design deals with subjective experience and a social constructs. Entrepreneurs need to bridge both these worlds, and the authors outline key business management myths that usually limit startup thinking:

1. Myth: Think big. There are always pressures to be sure an opportunity is big enough, but most really big solutions began small and built momentum. To seize really new opportunities, it is better to start small and find a deep, underlying human need to connect with. A better maxim for entrepreneurs is: Focus on meeting genuine human needs.
2. Myth: If the idea is good, then the money will follow. The truth about ideas is that we don’t know if they are good; only customers know that. Entrepreneurs often express surprise at funding challenges, confident that their good idea would attract money on its own merits. In that light, a better maxim for entrepreneurs is: Build the right team and customer need, and funding will follow.
3. Myth: Measure twice, cut once. This one works fine in an operations setting, but when it comes to creating the as-yet-unseen future of a startup, there isn’t much to measure. Spending time trying to measure the immeasurable offers temporary comfort but does little to reduce risk. A better maxim for entrepreneurs is: Place small bets fast.
4. Myth: Be bold and decisive. In the past, business cultures have been dominated by competition metaphors (sports and war being the most popular). Organic growth, by contrast, requires a lot of nurturing, intuition, and a tolerance for uncertainty. Placing bold bets falls well short of the new entrepreneurial maxim: Explore multiple options.
5. Myth: Don’t ask a question you don’t know the answer to. This one is borrowed from trial lawyers, and it traveled into business because it always seems less risky to look smart. Unfortunately, new opportunities do not yield easily to leading questions and preconceived solutions. A better maxim for entrepreneurs is: Start in the unknown.
6. Myth: Sell your solution. If you don’t believe in it, no one will. When you are trying to create the future, it is difficult to know when you have it right. The key is to be absolutely certain you have focused on a worthy problem. You’ll iterate your way to a workable solution in due time. Follow two maxims here: Choose a worthwhile customer problem. Let others validate.

There are many other design-thinking principles that entrepreneurs need to heed, such as the fact that products and services are bought by human beings, not target markets segmented into demographic categories. Great designs, as well as great products, grab customers at an emotional level first, then at the economic level.

Exemplified by Apple, and the success of their elegant products, design-thinking is proving to be more and more the competitive edge for entrepreneurs. This is not to say that sound business principles should be ignored in your next startup. The challenge for every entrepreneur, is to find that right balance between the myths and reality of business, and the power and inspiration of an innovative design.

Aticle from : http://blogs.forbes.com/martinzwilling/2011/06/26/six-things-entrepreneurs-know-that-are-dead-wrong/

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Basic Concepts of Digital Microwave

Microwave is electromagnetic wave with frequency from 300MHz to 300GHz and it is a finite frequency band of the entire electromagnetic wave spectrum. According to the microwave transmission feature, microwave can be viewed as plane wave. Along the transmission direction, the plane wave has no

longitudinal components of electric field and magnetic field. Both electric field and magnetic field are vertical to the transmission direction. Thus, the plane wave is called transverse electromagnetic wave and marked as TEM wave. For the application of each frequency band in the microwave spectrum, see figure

1.1.

Figure

Figure 1.1 application of each frequency band in the microwave spectrum

In figure 1.1, VHF and LF are ground wave which is very capable of diffraction and can diffract hundreds of kilometers; they are mainly used in radio and navigation. MF is used in broadcast and is less capable of diffraction than VHF and LF. HF is not ground wave, and it is reflected to the ionosphere. VHF and

UHF are used in TV. Though UHF is used in TV, (that is, the microwave is involved) it is not called microwave. After the microwave, it is optical wave which is also a type of electromagnetic wave. Digital microwave communication refers to a type of communication mode which uses microwave (frequency) to carry digital information through the electric wave space, transmit independent information and conduct

regeneration. Microwave is weak in diffraction and it is only line-of-sight communication, therefore, it has a limited transmission distance. In long-distance transmission, relay is needed to connect sites. Thus, it is called

microwave relay communication.

Microwave communication uses microwave as the carrier of signals, which issimilar to optical fiber communication that uses light as the carrier of signals. Simply speaking, transmitting module and optoelectronic inspection module used for receiving in the optical fiber transmission system are similar to the

transmitting and receiving antenna. Compared with the optical fiber communication with wire channels, microwave channel is wireless and microwave communication is much more complicated.

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ATM Machine in Cambodia

 

Cambodia runs on US Dollars, thus the ATM machines dispense USD (although there are some where you can choose to have Khmer riels, but they are almost useless for tourists). US Dollar bills cannot have any marks, tears, or signs of wear. As for Khmer riels, they can be dirty and marked to the point you hardly recognize the value…
Since 2005, the ATM network has steadily increased. ACLEDA Bank has the most extensive network, with ATMs across the country and even in the smallest of places. ATMs of ANZ/Royal Bank are concentrated in the capital Phnom Penh and in tourist places like Siem Reap and Sihanoukville.
Here you find a complete list of ATM machines in Cambodia, ordered by bank and province. All banks charge a fee for international ATM withdrawals, varying from two to four US Dollars per transaction.

ACLEDA Bank ATM Locations Cambodia

Note: Locations in bold and with an asterisk (*) denotes an outdoor ATM

ACLEDA ATM Phnom Penh

• Headquarters
  #61, Preah Monivong Blvd., Sangkat Srah Chork, Khan Daun Penh, Phnom Penh
• ACLEDA-ASEAN Regional Microfinance Center
  #50, Corner of street 516 & 335, Khan Tuol Kork, Phnom Penh
• Phnom Penh Branch
  #29, Street 217, Sangkat Veal Vong, Khan 7 Makara, Phnom Penh
• Beung Trabek Branch
  #28, Mao Tse Tung Blvd., Sangkat Beung Trabek, Khan Chamcarmon, Phnom Penh
• Chom Chao Branch
  #142-143, Confederation De La Russie Blvd., Khan Dangkor, Phnom Penh
• Dangkor Branch
  Group 9, Phum Paprak Khang Cheung, Khan Dangkor, Phnom Penh
• Daun Penh Branch
  #248, Monivong Blvd. (street 93), Khan Daun Penh, Phnom Penh
• Meanchey Branch
  #38, National road No. 1, Group 3, Khan Meanchey, Phnom Penh
• Phsar Doem Thkauv Branch
  #606, St. 271, Group 37, Phum 6, Khan Chamkar Mon, Phnom Penh
• Russey Keo I Branch
  #482, Group 6, Phum Spean Khpous, Sangkat Kilometre No. 6, Phnom Penh
• (Preak Pnov) District Office
  #492, National road No. 5, Ponhea Lueu district, Kandal province
• Russey Keo II Branch
  #A06-A07-A08-A09, Group 8, Phum 3, Sangkat Chruoy Chang Var, Phnom Penh
• Steung Meanchey Branch
  #235, Monireth Blvd. (217), Group 51, Phum 17, Sangkat Beung Salang Phnom Penh
• Steung Meanchey II Branch
  #A1-A2-A3-A4, Monireth Blvd. (217), Phum Trea, Khan Meanchey, Phnom Penh
• Tuol Kork Branch
  #99C5, Street 289, Sangkat Boeng Kak I, Khan Tuol Kork, Phnom Penh
• Arona Mart *
  #657, Kampuchea Krom Blvd., Khan Tuol Kork, Phnom Penh
• Babies Smart *
  #347, Mao Tse Tung Blvd., Sangkat Phsar Depo I, Phnom Penh
• Bayon Market *
  #33-34, Street 114, Phum 2, Sangkat Monorom, Khan 7 Makara, Phnom Penh
• Bonna Business Center *
  #126, Preah Norodom Blvd., Sangkat Tonle Basak, Khan Chamcarmon, Phnom Penh
• City Mall *
  Monireth Blvd., Sangkat Veal Vong, Khan 7 Makara, Phnom Penh
• Kampuchea Dental Clinic *
  #148A, Mao Tse Tung Blvd., Sangkat Tuol Tom Poung II, Phnom Penh
• Modern Center 5 *
  Modern Center 5, National road No. 5, Sangkat Russey Keo, Phnom Penh
• National Bank of Cambodia *
  #22-24, Preah Norodom Blvd., Phnom Penh
• National University of Management *
  St. 96, Sangkat Wat Phnom, Khan Daun Penh, Phnom Penh
• OK Mart *
  #265BEo, Mao Tse Tung Blvd., Sangkat Tuol Svay Prey 2, Phnom Penh
• Paragon Hotel *
  #219B, Sisowath Quay, Phnom Penh
• Sen Sok International University Hospital *
  #91-96, St. 1986, Sangkat Phnom Penh Thmey, Khan Sen Sok, Phnom Penh
• Sydney Shopping Center *
  #139, St. 128.139, Sangkat Mittapheap, Khan 7 Makara, Phnom Penh

ACLEDA ATM Banteay Meanchey

• Banteay Meanchey Branch
  #268D-271D, Group 13, Village 3, Sangkat Preah Ponlear, Banteay Meanchey province
• Poi Pet Branch (Thai border)
  Balelay village, Sangkat Poi Pet, Poi Pet

ACLEDA ATM Battambang

• Battambang Branch
  Kamakar village, Sangkat Svay Por, Battambang municipality
• Battambang Municipality Branch
  #602, National road No. 5, Sangkat Rottanak, Battambang
• Battambang Municipality *
  #899, Group 5, Romchek 4 village, Sangkat Rottanak, Battambang

ACLEDA ATM Kampong Chhnang

• Kampong Chhnang Branch
  Trapaing Bei village, Sangkat Phsar Chhnang, Kampong Chhnang

ACLEDA ATM Kampong Cham

• Kampong Cham Branch
  National road No. 7, Village 6, Sangkat Veal Vong, Kampong Cham
• Chamkar Leu District Branch
  Thnal Baek Kaeut village, Svay Teap commune, Chamkar Leu district, Kampong Cham province
  Tel: +855 (0)15 900 248
• Memot District Branch
  Masin Teuk village, Memot commune, Memot district, Kampong Cham province
• Prey Chhor District Branch
  Group 2, Prey Totueng village, Chreyvien commune, Prey Chhor district, Kampong Cham province
• Ponhea Krek District Branch
  Kandaol Kaong village, Kaong Kang commune, Ponhea Krek district, Kampong Cham province
• Srey Santhor District Branch
  Prekpor Krom village, Prekpor commune, Srey Santhor district, Kampong Cham province
• Suong Municipality Branch
  #153, Group 9, Cheung Lorng village, Sangkat Suong, Suong municipality, Kampong Cham province

ACLEDA ATM Kandal

• Kandal Branch
  #15, National road No. 2, Group 02, Takhmao village, Sangkat Takhmao, Takhmao
• Angsnoul District Branch
  Baekchan village, Baekchan commune, Angsnoul district, Kandal province
• Kien Svay District Branch
  #504, National road No. 1, Group 05, Tuol Thnort village, Koki commune, Kien Svay district, Kandal province
• Mukkampoul District Branch
  #53, Group 4, Kraom village, Preaek Anchanh commune, Mukkampoul district, Kandal province
• Saang District Branch
  Preaek Run village, Preaek Koy commune, Saang district, Kandal province

ACLEDA ATM Koh Kong (Thai border)

• Koh Kong Branch
  Street 48, Village 1, Sangkat Smach Mean Chey, Khemrak Phument municipality, Koh Kong province
• Koh Kong Resort Hotel *
  Street 48, Phum Cham Yeam, Khum Paklong, Srok Mondulseyma, Koh Kong province

ACLEDA ATM Kampot-Kep

• Kampot-Kep Branch
  Ekreach street, 1 Ousphea village, Sangkat Kampong Kandal, Kampot
• Chhouk District Branch
  Sat Pong village, Sat Pong commune, Chhouk district, Kampot province

ACLEDA ATM Kampong Speu

• Kampong Speu Branch
  National road No. 4, Samnang village, Sangkat Rokar Thom, Chbar Mon municipality, Kampong Speu
• Kong Pisey District Branch
  National road No. 03, Tram Khnar village, Snam Krapeu commune, Kong Pisey district, Kampong Speu province
• Odongk District Branch
  National road No. 5, Odongk village, Viengchass commune, Odongk district, Kampong Speu province

ACLEDA ATM Kratie

• Kratie Branch
  Road Preah Sihanouk, Group 9, Phsar Veng village, Sangkat Kratie, Kratie

ACLEDA ATM Kampong Thom

• Kampong Thom Branch
  National road No. 6, Sangkat Damrei Choan Khla, Kampong Thom
• (Kampong Thmar) District Branch
  #43, National road No. 6, Group 03, Prey Tatrav village, Balang commune, Baray district, Kampong Thom province

ACLEDA ATM Mondulkiri

• Mondulkiri Branch
  O Spean village, Sangkat Speanmeanchey, Sen Monorom

ACLEDA ATM Otdar Meanchey

• Otdar Meanchey Branch
  #127, Group 4, Samraong village, Sangkat Samraong, Samraong municipality, Otdar Meanchey

ACLEDA ATM Pailin

• Pailin Branch
  #Chor2/231, Phum Pahi Tboung, Sangkat Pailin, Pailin

ACLEDA ATM Pursat

• Pursat Branch
  #239, National road No. 5, Peal Nhek 1 village, Sangkat Pteah Prey, Pursat
• Bakan District Branch
  Kraol Krabei village, Trapeang Choung commune, Bakan district, Pursat province

ACLEDA ATM Prey Veng

• Prey Veng Branch
  Village 7, Sangkat Kampong Leav, Prey Veng
• Kampong Trabek District Branch
  National road No. 1, Daun Tung village, Prasat commune, Kampong Trabek district, Prey Veng province
• Peam Ro District Branch
  Group 3, Village 1, Preaek Khsay B commune, Peam Ro district, Prey Veng province

ACLEDA ATM Preah Vihear

• Preah Vihear Branch
  Lor Oet village, Sangkat Kampong Pranak, Preah Vihear

ACLEDA ATM Rattanakiri

• Rattanakiri Branch
  Village 1, Sangkat Labanseak, Banlung

ACLEDA ATM Sihanoukville

• Sihanouk Branch
  #135, Ekareach street, Phum 1, Sangkat 2, Sihanoukville
• Koh Pos Restaurant *
  Street 23 Tola, Sangkat 4, Sihanoukville

ACLEDA ATM Siem Reap

• Siem Reap Branch
  #1-2-3, Sivutha street, Sangkat Svay Dangkum, Siem Reap
• Luckymall *
  #10, 11 & 12, Sivutha street, Sangkat Svay Dangkum, Siem Reap
• Siem Reap Municipality Branch
  #006, National road No. 6, Sangkat Svay Dangkum, Siem Reap
• Phsar Leu Branch
  #0381, National road No. 6, Sangkat Slarkram, Siem Reap
• Puok District Branch
  #1493, Or taprak village, Puok commune, Puok district, Siem Reap province
• Sotrnikum District Branch
  National road No. 6, Group 1, Damdaek Thmei village, Damdaek commune, Sotrnikum district, Siem Reap province

ACLEDA ATM Stung Treng

• Stung Treng Branch
  Kandal village, Sangkat Stung Treng, Stung Treng

ACLEDA ATM Svay Rieng

• Svay Rieng Branch
  National road No. 01, Kean Sang village, Sangkat Svay Rieng, Svay Rieng
• Bavet Municipality Branch
  National road No. 1, Bavet Kandal village, Sangkat Bavet, Bavet municipality, Svay Rieng province

ACLEDA ATM Takeo

• Takeo Branch
  National road No. 2, Lory village, Sangkat Rokar Khnong, Takeo
• Bati District Branch
  National road No. 2, Chork village, Trapeang Sap commune, Bati district, Takeo province
• Kirivong District Branch
  National road No. 2, Kampong village, Preah Bath Chorn Chum commune, Kirivong district, Takeo province
• Preykabas District Branch
  Prey Lvea Keut village, Prey Lvea commune, Preykabas district, Takeo province

ANZ Bank ATM Locations Cambodia

ANZ ATM Phnom Penh

Note: ‘Khan’ means district, Khan Daun Penh = Central Phnom Penh.

• Happy Market
  #268, St. 182, Phnom Penh, Khan Tuol Kok
• Angkor Thom Book Center
  #261, Kampuchea Krom Blvd., Phnom Penh, Khan Toul Kok
• Asia Europe University
  #832, St. Kampuchea Krom, Phnom Penh, Khan Toul Kok
• ANZ Royal Main Branch
  Russian Boulevard, 20 Kramuon Sar (corner of street 67) Phnom Penh
• ANZ Royal Pet Lok Sang Branch
  1A+1B, Street 271, Teuk Thla Village, Phnom Penh, Russey Keo Commune
• ANZ Royal Independence Monument Branch
  100 Preah Sihanouk Boulevard, Phnom Penh
• Pencil Supermarket-Riverside
  Sisowath Quay, Khan Daun Penh, Phnom Penh
• Pencil Norodom
  No 15, Samdech Pan 214, Phnom Penh
• AMT – Caltex Sokha
  Corner of Kampuchea Krom Blvd 128 & Street 139, Phnom Penh
• Lucky Burger Sihanouk Blvd
  No 160, Preah Sihanouk Bld 274, Phnom Penh
• Caltex Boeung Tra Bek
  Corner of Monivong Blvd. & Street 474, Phnom Penh
• Total Phsar Thmey
  Corner of st. 217 & st. 316, Phnom Penh
• Lucky Super Market
  No 160, Preah Sihanouk Blvd, Phnom Penh
• Total Chateau D Eau
  Sihanouk Boulevard, Phnom Penh
• Caltex Mondial
  Corner of Mao Tse Tuong Blvd 245 & Street 202, Phnom Penh
• Caltex Spark
  Corner of Mao Tse Tuong Blvd 245 & Street 167 Phnom Penh
• Caltex Calmette
  Corner of Monivong Blvd & Street 86, Phnom Penh
• Caltex Bokor
  Corner of Monivong & Mao Tse Tuong Bvld, Phnom Penh
• Caltex Boeung Keng Kang
  No 156, Lot 170, Norodom Blvd, corner of Street 41, Phnom Penh
• Caltex Phsar Derm Kor
  No 124-128 Monireth Blvd., corner with Streets 374 & 384, Phnom Penh
• Total Avenue De France
  Avenue De France, Phnom Penh
• ANZ Royal Olympic Branch
  No 361-363 Sihanouk Boulevard, Phnom Penh
• Riverside Branch
  265 Sisowath Quay, Phnom Penh
• Total Monivong
  Corner of Monivong Blvd & Street 310, Phnom Penh
• Big A Supermarket
  226-272, Preah Monivong Blvd, Phnom Penh
• Hotel Cambodiana
  313 Sisowath Quay, Phnom Penh
• Caltex Pet Lok Sang
  Russian Blvd., corner street 271 Phnom Penh
• Lucky Bright Restaurant
  #H5 (Eo,E1,E2) Norodom Blvd Phnom Penh, Khan Chamkarmorn
• Meeting Café
  No 12E, Russian Boulevard. & Street 215 Phnom Penh
• Seven Bright Restaurant
  #6, St. 13, Khan Daun Penh (Opposite Ministry of Post & Telecommunication) Phnom Penh
• Parkway Square
  #113, Mao Tse Tong Blvd, St 245, Sangkat Toul Svay Prey I, Phnom Penh
• U-Care Pharmacy
  No 26-28, Corner Street 178 & Sothearos Blvd., Phnom Penh, Khan Daun Penh
• Flamingos
  No32, Street 172, Sangkat Phsar Thmey 3, Phnom Penh, Khan Daun Penh
• ANZ Royal St.106
  14, Street number 106, Sangkat Wat Phnom, Phnom Penh, Khan Daun Penh
• Total La Gare
  Corner of Russian Blvd. & Street 108, Phnom Penh, Khan Daun Penh
• ANZ Royal Teuk Thla Branch
  1E0 & 1E1, Street 110A, Phnom Penh, Khan Russei Keo
• Total Takhmao
  National Road #2, Phnom Penh, Khan Mean Chey
• Phsar Derm Thkov Branch
  616A+B, Street 271, Phnom Penh, Chamkar Mon Commune
• Total La Deese
  Corner of Street 182 & 169, Phnom Penh, Khan 7 Makara
• Rock Entertainment
  No 468, Monivong Blvd, Tonle Bassac Phnom Penh, Chamkarmorn
• Royal Guest House
  No. 91Eo, Street 154, Sangkat Phsar Kandal II Phnom Penh, Khan Daun Penh
• Lucky Water Tower
  No 37-39 Monireth Blvd 217 Phnom Penh, Khan 7 Makara
• Lucky Seven Phnom Penh Centre
  Corner of Sihanouk Blvd. & Street 274, Phnom Penh
• Street 271
  No. A81, Street 271, Sangkat Tumnup Teuk Phnom Penh, Khan Chamkarmorn
• Lucky Burger Monivong
  No 219 BC, Monivong Blvd, Sangkat Oreusey, Phnom Penh
• Phnom Penh International Airport
  PPIA-Arrival Luggage Pickup, National Road No 4, Phnom Penh
• Phnom Penh International Airport
  PPIA-International Departure, National Road No 4, Phnom Penh
• Phnom Penh International Airport
  PPIA-Cafe Select, National Road No 4, Phnom Penh

ANZ ATM Siem Reap

• Caltex Siem Reap Angkor
  National Road No 6, Taphoul Village, Siem Reap
• U-Care Pharmacy
  No 228-229, Street Pi Thnou, Svay Dangkum Commune, Siem Reap
• Angkor Market
  No 01-12, Sivutha Street, Siem Reap
• Angkor Trade Centre
  Svey Village, Daungkom Commune, Siem Reap
• ANZ Royal Siem Reap Branch
  Lots 566-570, Street Tep Vong, Phum Mondul I, Siem Reap
• Sokimex De La Paix
  Corner of De La Paix and Sivutha Blvd, Siem Reap
• Sokimex Sivutha Blvd
  Corner National Road No.6 & Sivutha Blvd, Siem Reap
• ANZ Royal Agency Phsar Leu
  National Road No 6, Phum Chong Kaosou, Siem Reap
• City Many
  #1 Vithei Charles De Gaulle Siem Reap
• Sokimex Spean Tmor
  National Road No 6 Siem Reap, SLORKRAM Commune
• ANZ Royal Agency
  No 218 Group 7, Mondul I Siem Reap, Khum Svay Dangkum
• New Apsara Market
  No 107 Wat Bo Street, Wat Bo Village, Siem Reap
• Angkor National Museum
  Vithei Charles De Gaulle, Svay Dangkum Commune, Siem Reap
• Siem Reap-Airport
  Departure Hall Siem Reap Airport, Siem Reap
• Siem Reap-Airport
  Arrival Hall Siem Reap Airport, Siem Reap

ANZ ATM Battambang

• Golden Palace Hotel
  # 188, Group 02, in front of Suon Yu Van Garden, Romchek IV Village, Battambang
• ANZ Royal Battambang Branch
  No 2-6 Street No. 1, Svay Poa Commune, Battambang

ANZ ATM Kampong Cham

• ANZ Royal Kampong Cham Branch
  Preah Monivong & Neary Rath Kosamak Street, Kampong Cham

ANZ ATM Sihanoukville

• Golden Sand Hotel
  23 Tola Street, Mondol 4, Sangkat 4 Sihanoukville, Khan Mittapheap
• Violet Mini Shop
  Mondol 3, Sangkat 3 Sihanoukville, Khan Mittapheap
• ANZ Royal Sihanoukville Branch
  215 Vithey Ekreach, Sangkat 2 Sihanoukville, Khan Mittapheap
• Ocean Mart
  No 15 Chhneh Chulsa Hotel, St. Ekreach, Sangkat 4 Sihanoukville, Mittapheap District
• Total Phsar Leu
  Corner Ekareach Street and 7 Makara street Mondul 1 Sihanoukville, Mithapheap District
• Holiday Palace Hotel, Casino & Resort
  Mohavithei krong, Mondol 3 Sihanoukville, Khan Mittapheap

ANZ ATM Poipet (Thai border)

• ANZ Royal Poi Pet Branch
  #22, 23 & 24, National Road #5, Balelay Village, Poipet

SBC Bank ATM Locations Cambodia

SBC ATM Phnom Penh

• Golden Tower Club
  No. G166, Nehru Blvd (215), PP 11:00am-12:00am
• SBC Head Office
  Nº68, Street Samdech Pan (ST.214), PP 24hrs
• U Shop Hengly Stueng Mean Chey
  No. 90BIS, Road 271, Sangkat Tek Thla, Khan Mean Chey, PP 24hrs
• SBC Sihanouk Office
  Nº55Eo, Sihanouk Blvd, PP 24hrs
• SBC Riverside Office
  Nº327, Sisowath Blvd, PP 24hrs
• U Shop Mini-Mart Phnom Penh
  Nº43, Street Sothearos, PP 24hrs
• SBC Kampuchea Krom Office
  Nº283Eo, Kampuchea Krom Blvd, PP 24hrs
• U Shop Mini-Mart Wat Phnom
  No.11E0, Street 47, Sang kat Sras Chork, PP 24hrs
• U Shop Mini-Mart
  Russeykeo Road No.5 24hrs
• InterContinental Hotel (InterClub Casino)
  296 Boulevard Mao Tsé Toung 24hrs
• Sophy & Sina Shoping Center
  No.3, St.240 Sangkat Chaktomouk, Khan Daun Penh, PP 24hrs
• U Shop Toul Kork
  No. 621, Stree 70, Group 8, Sangkat Toul 24hrs
• SBC Nehru Office
  Nº168GEo, Street 215, PP 24hrs
• Toy & Me Shop
  No. 159A, Mao Tse Tong Blvd, Sangkat 24hrs
• CTT Internet Service Travel & Tours
  #223Eo, Sisowath Quay, Phnom Penh 7:00am-12:00AM
• Sun Simexco (Opposite Ministry of Information)
  No.60, Monivong Blvd, Phnom Penh 24hrs
• SBC Sorya Outlet (Opposite Sorya Shopping Center)
  No.52 ,street 63, Sangkat Phsar Thmey I, Khan Daun Penh, PP 8:00AM-09:00PM
• Sun Simexco (Opposite Lucky Super Market)
  No. 89, Sihanouk Boulevard, Khan Chamkarmon, PP 24hrs
• SBC 271 Road Branch
  SBC 271 Road Branch, Khan Chamkar Morn, PP 24hrs
• Calamette Hospital
  Monivong Blvd, PP 24hrs
• Sun Simexco (Opposite City Mall)
  Monireth Blvd, Khan 7Makara, PP 24hrs
• Golden Sorya Mall Paster Blvd,
  Khan Daun Penh, PP 24hrs
• K4 Group
  No. 266, Monivong Blvd, Sangkat Beong Raing, 24hrs
• Bayon Supermarket
  No. 33-34, St.114, Sangkat Monorom, Khan 7Makara, PP 8:00AM-9:00PM

SBC ATM Siem Reap

• SBC Siem Reap Branch Office
  Nº18A, Sivatha Blvd, Siem Reap (24hrs)
• U Shop Mini-Mart
  No. 54, Sivatha Blvd, Siem Reap (24hrs)
• HOY MENG Mini-Mart
  Siem Reap Sivatha Blvd, Siem Reap (24hrs)
• Siem Reap Book Shop
  No.699, St. Pithnou, Com.Mondul I,Dist.Svay Dongkum, Siem Reap (8am-12am)
• Lorn Mart Old Market area
  (Next to Red Piano Restaurant), Siem Reap (7am-12am)
• Mom’s Guest House
  No. 0099, Wat Bo road, Next to Bayon Restaurant, Siem Reap (24hrs)
• U Shop Mini-mart
  (Next to Zone One), Siem Reap (24hrs)
• Neary Khmer Beauty
  No. 349, Modul 1, Sangkat Svay Dongkum, Siem Reap (8am-11pm)
• Internet Café Siem Reap
  No. 69, Group 8, Modul 1, Sangkat Svay Dongkum, Siem Reap (8am-11pm)

SBC ATM Sihanoukville

• SBC Sihanoukville Branch
  No. 255, Ekreach Blvd, Khan Mittapheap, Sihanoukville (24hrs)

ABA Bank ATM Locations Cambodia

ABA ATM Phnom Penh

• Head Office
  No. 148 Sihanouk Blvd., Sangkat Boeung Keng Kang I, Khan Chamkarmorn, Phnom Penh
• Mao Tse Toung Branch
  No. 151 Mao Tse Toung Blvd., Sangkat Boeung Keng Kang 3, Khan Chamcarmorn, Phnom Penh
• Stade Chas Branch
  No. 26 Street 70, Sangkat Srah Chak, Khan Daun Penh, Phnom Penh
• Toek Thla Branch
  No. A39-A41 Russian Blvd., Sangkat Toek Thla, Khan Russey Keo, Phnom Penh
• Toul Kork Branch
  No. 10A St. 289 Corner 516, Sangkat Boeung Kok I, Khan Toul Kork, Phnom Penh
• Borei Keyla Branch
  Corner Street 134 & 169 , Sangkat Veal Vong, Khan 7 Makara, Phnom Penh
• Tamarind Restaurant
  Street 240, Phnom Penh

ABA ATM Siem Reap

• Siem Reap Branch (Phsar Kandal)
  No. A1-A2, Sivutha Street, Svay Dangkum Commune, Siem Reap

ABA ATM Battambang

• Battambang Branch
  No. 205-207, Street 3, Village Kamakor, Commune Svay Por, Battambang

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