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Ascend Ecom Guarantees ROI With Its Hybrid Distribution Model for Amazon FBA and Walmart WFS Automation




Since the rise in popularity of e-commerce across several industries, customer behavior has rapidly changed. Everyone is accustomed to the ease of buying whatever and whenever they want, which sometimes even comes at a lower price. They can book flights, purchase Christmas presents for relatives, secure concert tickets, and sell an old car with only a few clicks on a website or an app. Everything comes down to the theory of least effort, which states that people would naturally select the path requiring the least amount of resistance or action.

Will Basta noticed the digital marketplaces and their ever-expanding growth possibilities and dabbled into investments in the e-commerce scene himself. Through several wins and failures over the years, he has learned a lot from these experiences, which inspired him to build Ascend Ecom along with Jeremy Leung, who had a similar background. Together, they were set on creating a company that helps people invest in e-commerce and have their own passive income-driving business.

Ascend Ecom has two primary services: Amazon FBA Automation and Walmart WFS Automation. The business model for both is essentially the same at its core. The company provides data to the customers using their proprietary software and AI-driven research to identify which products have a high demand and the least competition. Through exclusive wholesale relationships, Ascend Ecom will also procure products from carefully selected North American brands and manufacturers to sell to either Amazon or Walmart. 

One of the ways to achieve stability and sustainability is to ride the coattails of a big platform like Amazon. Spending less money on marketing allows for a lower capital infusion and reduced risk for customers because there is existing foot traffic, with Amazon having around 310 million customers worldwide. “They can literally buy everything, which leads to convenience, which leads to saving time. At the end of the day, that’s just the way humans are. We want to do things quickly. So if you want to sell on a platform, it’s always better to start with a platform where there’s already gonna be people on it,” shared Will.

Will explained that their clients spanned from school teachers to people working in the financial sector. All have different backgrounds, but the commonality is no one has the time. Ascend Ecom manages all the nitty-gritty of the business, providing a passive income stream to its clients.

“My main focus is our clients and making them successful. Being successful in e-commerce most of the time is not gonna be something that replaces your entire income stream. But that being said, it is a supplement to what you’re currently getting. That extra few thousand dollars, it’s a big difference for a lot of people, and that covers a lot of different things,” explained Will. 

Passive income sometimes goes unnoticed, especially if it’s not much, but in the grand scheme of things, it can add up, which can also be used to invest in producing more streams of income. In the end, getting one’s money to work for them is a sensible method to make more. Moreover, it frees up time to pursue active income and achieve financial freedom. Through Ascend Ecom, Will encourages people to take control of their lives by controlling their finances.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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