This webinar presented regional findings from the Dealmaker Index on sales performance. It found that sales reps were more likely to make their quotas if they excelled in areas like maximizing revenue, accessing key buyers, differentiating their offering, and keeping an accurate sales pipeline. The webinar reviewed data showing differences in performance across global regions. It concluded by explaining how attendees could use the Dealmaker Index to assess their own sales effectiveness and get advice on improving performance.
Sales Webinar | The Global Sales Industry - Where to Spend Your Time in 2013 Altify
Are you looking for a simple way to see how your sales organization compares? Do you want the inside track on how you should best compete in 2013? Preview our global sales effectiveness survey, covering the global trends in sales success, how the world's major sales industries compare, and the best selling opportunities in your region.
Sales Webinar | The State of the UK Sales Industry Altify
The webinar discussed the state of sales in the UK based on an analysis of the Dealmaker Index. Key findings included:
1) Reps who maximize revenue from key accounts, differentiate their offering, and maximize deal value are most likely to achieve their quotas.
2) UK reps showed particular opportunities in advising customers, maximizing revenue, differentiating offerings, and maximizing deal value.
3) Using the Dealmaker Index, reps can assess their own effectiveness, compare to peers, get advice, and help their company identify improvement areas.
The document summarizes the results of the 2012 Edelman Trust Barometer in the UK. It finds that trust in government and business declined in the UK in 2012. Trust in government fell to 38% for both informed and general publics, down from 43% and 38% respectively in 2011. Trust in business also declined, falling to 38% for informed publics and 29% for general publics, down from 44% and 32% in 2011. The media saw an increase in trust to 54% for informed publics and 42% for general publics.
Hemas Group is a diversified conglomerate operating in Sri Lanka with businesses in FMCG, healthcare, transportation, leisure and power generation. The document provides an overview of the group highlighting its various business segments, key financial statistics and growth strategies. It summarizes the performance of each business segment for the financial year 2010/2011 and outlines expansion plans. The group aims to consolidate market leadership positions and pursue opportunities for growth across its portfolio.
Annie's Project - Risk Management for Farm and Ranch Womennacaa
This document provides information about Annie's Project, a program that aims to empower farm women through financial education. It discusses the vision, mission, method of delivery, audiences served, and impact of the program. Some key points:
- Annie's Project was founded in 2003 and aims to bring financial security to rural women involved in agriculture through a series of six educational classes.
- Classes are three hours long and cover five risk management areas. They seek to connect women, provide a safe space for discussion, and impart guided financial intelligence.
- The method involves partnering with extension services and using surveys to measure changes in knowledge, attitudes, and behaviors from the program.
- Over 8,000 women nationwide
U ti investorday2011-freightforwardingFrankie Coki
This document summarizes UTi Worldwide's 2011 Investor Day presentation on their freight forwarding business. The presentation covered:
1) An overview of UTi's freight forwarding revenue and net revenue growth from FY2009 to FY2011, as well as operating income and margin over the same period.
2) UTi's competitive position in the global airfreight and ocean freight forwarding markets compared to other major companies.
3) An outlook projecting modest growth of 4-5% annually for air freight and 6-8% for ocean freight from 2011 to 2013, though risks from economic, fuel and geopolitical factors remain.
Next generation Waterside Convention 10-2012 AmundiMarnix van Eerde
This document discusses improving equity exposure through asymmetrical strategies. It notes that average stock market returns have declined since 2000 while volatility has increased, presenting challenges. It then outlines Amundi's approaches for navigating volatile markets, moving from minimum risk to total risk strategies including minimum variance, risk parity, and directional asymmetric funds. These strategies aim to reduce downside risk while enhancing risk-adjusted returns through asymmetrical participation in market movements. Performance simulations show these approaches outperforming a traditional market-cap weighted benchmark since their inceptions.
Sales Webinar | The Global Sales Industry - Where to Spend Your Time in 2013 Altify
Are you looking for a simple way to see how your sales organization compares? Do you want the inside track on how you should best compete in 2013? Preview our global sales effectiveness survey, covering the global trends in sales success, how the world's major sales industries compare, and the best selling opportunities in your region.
Sales Webinar | The State of the UK Sales Industry Altify
The webinar discussed the state of sales in the UK based on an analysis of the Dealmaker Index. Key findings included:
1) Reps who maximize revenue from key accounts, differentiate their offering, and maximize deal value are most likely to achieve their quotas.
2) UK reps showed particular opportunities in advising customers, maximizing revenue, differentiating offerings, and maximizing deal value.
3) Using the Dealmaker Index, reps can assess their own effectiveness, compare to peers, get advice, and help their company identify improvement areas.
The document summarizes the results of the 2012 Edelman Trust Barometer in the UK. It finds that trust in government and business declined in the UK in 2012. Trust in government fell to 38% for both informed and general publics, down from 43% and 38% respectively in 2011. Trust in business also declined, falling to 38% for informed publics and 29% for general publics, down from 44% and 32% in 2011. The media saw an increase in trust to 54% for informed publics and 42% for general publics.
Hemas Group is a diversified conglomerate operating in Sri Lanka with businesses in FMCG, healthcare, transportation, leisure and power generation. The document provides an overview of the group highlighting its various business segments, key financial statistics and growth strategies. It summarizes the performance of each business segment for the financial year 2010/2011 and outlines expansion plans. The group aims to consolidate market leadership positions and pursue opportunities for growth across its portfolio.
Annie's Project - Risk Management for Farm and Ranch Womennacaa
This document provides information about Annie's Project, a program that aims to empower farm women through financial education. It discusses the vision, mission, method of delivery, audiences served, and impact of the program. Some key points:
- Annie's Project was founded in 2003 and aims to bring financial security to rural women involved in agriculture through a series of six educational classes.
- Classes are three hours long and cover five risk management areas. They seek to connect women, provide a safe space for discussion, and impart guided financial intelligence.
- The method involves partnering with extension services and using surveys to measure changes in knowledge, attitudes, and behaviors from the program.
- Over 8,000 women nationwide
U ti investorday2011-freightforwardingFrankie Coki
This document summarizes UTi Worldwide's 2011 Investor Day presentation on their freight forwarding business. The presentation covered:
1) An overview of UTi's freight forwarding revenue and net revenue growth from FY2009 to FY2011, as well as operating income and margin over the same period.
2) UTi's competitive position in the global airfreight and ocean freight forwarding markets compared to other major companies.
3) An outlook projecting modest growth of 4-5% annually for air freight and 6-8% for ocean freight from 2011 to 2013, though risks from economic, fuel and geopolitical factors remain.
Next generation Waterside Convention 10-2012 AmundiMarnix van Eerde
This document discusses improving equity exposure through asymmetrical strategies. It notes that average stock market returns have declined since 2000 while volatility has increased, presenting challenges. It then outlines Amundi's approaches for navigating volatile markets, moving from minimum risk to total risk strategies including minimum variance, risk parity, and directional asymmetric funds. These strategies aim to reduce downside risk while enhancing risk-adjusted returns through asymmetrical participation in market movements. Performance simulations show these approaches outperforming a traditional market-cap weighted benchmark since their inceptions.
The document discusses the digital strategies used in Barack Obama's successful 2008 presidential campaign and argues that these strategies provide lessons for how advertising and media must change. Specifically, it summarizes Obama's unprecedented use of digital media like social networks, online video, and mobile applications to find new audiences, engage supporters, and empower grassroots supporters. It predicts that Latin America and Brazil will soon experience a dramatic shift to digital media and advertising as penetration of internet and smartphones increases. An example digital media company from Brazil, Terra, is presented as already embracing digital-first strategies.
Against the tide Waterside Convention 10-2012 Kempen Capital ManagementMarnix van Eerde
This document discusses strategies for hedge funds to generate returns. It summarizes that:
1) Hedge funds can generate returns through alpha (excess returns) or alternative betas (systematic exposures different from traditional markets).
2) Less liquid hedge fund strategies historically offered higher returns but the move away from them post-2008 has been painful.
3) Frontier markets may offer attractive growth potential at lower prices than more developed markets. Stock pickers can add value in these markets.
4) Structured credit markets now offer compelling risk-reward after difficulties in 2011. Specialists can add value through security selection and hedging strategies within these markets.
Total revenue for the year ended March 31, 2004 was Rs. 764 crores, up 24% from the previous year. Revenue from customer services increased from 54% to 63% of total revenue. Profit before tax was up 16% to Rs. 65.7 crores and profit after tax was up 30% to Rs. 48 crores. Margins improved with operating margins at 8.2%, PBT margins at 9% and PAT margins at 6.3%. Earnings per share increased 39% to Rs. 31.38 and book value per share increased 31% to Rs. 107.
3.5
3.0
5 Dealing with new media and
communication channels
2.5 6 Differentiating from competitors
7 Dealing with patients' increased
influence and knowledge
2.0
1 2 3 4 5 6 7
Top Health Care challenges ranked by importance
N=89 11
Chapter 2: Take away
Patients will become more critical and proactively compare treatments
Dealing with authorities, payers and cheaper alternatives will be the top
challenge for marketers
Differentiating from competitors and measuring ROI will also be major
challenges
12
Chapter 3: Strategies
In January 2012, Edelman released the global findings from the 2012 Edelman Trust Barometer – the 12th year of the firm’s annual trust and credibility survey. The 2012 Edelman Trust Barometer shows an overall decline in trust globally, with steep declines in the levels of trust in government and business. Government is now the least trusted institution--trailing business, media, and NGOs. Business experienced fewer and generally less severe declines in trust, but has its own hurdles to clear – notably that CEO credibility declined 38 percent, its biggest drop in Barometer history. For the fifth year in a row, NGOs are the most trusted institution.
Media was the only institution to see an increase in trust over the past year. This infographic presents some of the data about the rise in trust in media globally.
Visit http://www.edelman.com/trust for more info
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
EVS full year 2011 earnings presentationgdoultremont
EVS reported its financial results for the full year 2011. Key highlights included record order book of EUR 46.1 million, up 83% year-over-year. Revenue for 2011 was EUR 106.9 million, down 3.8% compared to 2010 but up 6.3% excluding revenue from big event rentals. Operating margin for 2011 was 41.3%. The presentation discussed financial results, business updates, outlook for 2012 including new product launches, and corporate information. Forward-looking statements were also provided regarding expectations, risks, and uncertainties.
The document provides an overview of Paraná Banco's financial performance in the fourth quarter and full year of 2009. It summarizes that net income increased 81.4% in 4Q09 and 24.0% for the full year, driven by recovery in credit operations and a reduction in expenses. The insurance business contributed over half of 4Q09 net income and 43.0% for the full year. Total assets grew 6.1% in 4Q09 and 21.8% for the year. Loan volumes and deposits increased compared to prior periods. Asset quality remained strong, with over 90% of loans rated AA to C.
TIM Participações S.A. continued to outperform the mobile market in Brazil in 4Q06 and 2006. The company grew its total client base by 26% in 2006, capturing 38.2% of net additions. TIM narrowed the gap to the largest competitor to only 3.7 percentage points in market share. The company achieved a positive net profit in 4Q06 and 67.8% EBITDA growth for 2006. TIM maintained its leadership in the business segment with a 30% market share through innovative solutions targeting market needs.
At Sisel our compensation plan is a very special deal for everyone! We admire and encourage the quality of character that fosters an attitude of self-reliance and independence.
We therefore respectfully decline any requests for:
•Additional Compensation
•Special Inside Deals
•Bridge Money
Sales Webinar | Leveraging Lessons Learned in 2012 to Exceed Financial Goals ...Altify
Erik Charles, an incentives strategist at Xactly Corporation, presented strategies for exceeding financial goals in 2013 based on lessons learned in 2012. He discussed reviewing 2012 incentive plans and compensation data to improve 2013 plans. Specifically, he suggested knowing costs, spending more on top sales performers, and investing in coaching mid-level reps. Charles emphasized connecting all elements of the incentive plan, from goals and roles to budgets and payments, to ensure plans drive the desired business results.
by Location, FY 2010 (in INR Lakhs)
1) R&D operating costs in India have continued to decline over the past 24 months, generating significant cost savings for headquarters. However, strengthening of the INR against the USD had a marginal negative impact on further cost declines.
2) The cost of operations decreases as company size increases due to cost optimization efforts and economies of scale, and increases with larger headcounts due to overhead costs.
3) Bangalore has the highest personnel costs in India and therefore the maximum overall cost of operations.
The Future of U.S. Pension Financing — Lessons From Europe welshms
This Towers Perrin presentation examines alternative risk financing techniques being implemented by companies in Europe with defined benefit (DB) pension plans. These techniques offer insights into the future of financing global pensions, both in the U.S. and elsewhere.
How can financial services regain consumer trust presentationsRachel Aldighieri
1) A presentation was given at a DMA Financial Services Council event on consumer trust in financial services.
2) Research findings showed that trust in the financial services industry remains low but recommendation and satisfaction with main banks is generally positive.
3) The presentation discussed focusing on core products and benefits, improving the customer experience through added value products, and opportunities for cross-selling other financial products to improve trust and the customer relationship.
A majority of small businesses are experiencing revenue growth in 2012, according to new survey data from Constant Contact®, Inc. While the Constant Contact Small Business Pulse Survey reveals optimism about 2012, attracting new customers continues to keep small business owners up at night.
This document appears to be an email marketing benchmark report focused on Asia. Some key findings from the report include:
1) Bounce rates have continued to improve in 2011 for both first mailings and ongoing campaigns compared to previous years. Bounce rates were lower for B2C compared to B2B campaigns.
2) Open rates have decreased slightly in 2011 but the decline was smaller than in previous years. B2B campaigns had higher open rates than B2C.
3) Click rates, which had been declining for several years, increased in 2011 for both unique and total clicks compared to 2010.
APNBA 2009 Business District Association Survey ResultsJon Turino
The 2009 BDA survey results show a decline in overall membership and individual BDA membership numbers compared to 2008, likely due to the struggling economy. While goals and strengths remained similar to previous years, weaknesses grew to include issues with membership, recruiting, staffing, and funding/budgets. Opportunities centered around improving identity, advocacy, and growing membership through increased marketing. Major threats included the poor economy, membership apathy, and lack of funds/organizational issues. Overall needs focused on grant funding, marketing/recruiting help, and education/training. APNBA performed adequately in meeting 2008 needs and made improvements to programs. For 2009/2010, focus will be on helping BDAs with recruiting, marketing, administration
State Policies Expanding Dependent Coverage to Young Adults in Private Health...soder145
1) State policies expanding dependent health insurance coverage to young adults up to age 26-29 have become increasingly popular, with over 25 states enacting such policies as of 2008.
2) Preliminary analysis found these policies increased young adults' likelihood of being covered as dependents on a private health plan by about 2 to 3 percentage points, offsetting a similar drop in young adults obtaining their own private coverage.
3) The policies did not significantly impact the uninsured rate, suggesting the expanded dependent coverage substituted for other private insurance rather than reducing the number of uninsured. However, the analysis was limited by only a few years of post-policy data in most states.
Health care marketers face challenges with tight budgets and changing patient and physician expectations. While traditional challenges remain top priorities, new trends around digital media and empowered patients are not fully addressed. Marketers plan to use traditional tactics but also leverage online channels in a conservative way. To succeed, marketers will need skills beyond traditional health care roles, such as creativity and communication.
The document provides profiles for two MBA candidates - Maha Aad from Lebanon and Hashim Al Nouri from Syria. It lists their nationalities, languages spoken, educational backgrounds, professional experiences, and current roles. The profiles indicate both candidates have international experience in business, marketing, and sales across different industries.
This document discusses how to create products quickly through an agile innovation process in weeks rather than years. It provides tips for overcoming common challenges like ensuring projects stay within budget, determining when to hire more staff, developing sales teams, identifying the best leads, and streamlining sales bottlenecks. Graphs show past sales trends and lead sources which can help with planning. The conclusion advocates testing assumptions early to validate or fail ideas quickly before significant resources are spent.
The Top Reasons Enterprises Outsource IT to MSPsCA Nimsoft
Half of Executives Say They Foresee Moving Toward 100 Percent MSP Engagement
The survey, conducted in association with Enterprise Management Associates™ (EMA), collected responses, experiences and opinions from executives, mid-level managers and individual IT contributors from mid-sized and large organizations. All participants were currently engaged with an MSP, planning to engage and MSP, or had used MSP services in the past.
Visit www.nimsoft.com for more information.
The document discusses the digital strategies used in Barack Obama's successful 2008 presidential campaign and argues that these strategies provide lessons for how advertising and media must change. Specifically, it summarizes Obama's unprecedented use of digital media like social networks, online video, and mobile applications to find new audiences, engage supporters, and empower grassroots supporters. It predicts that Latin America and Brazil will soon experience a dramatic shift to digital media and advertising as penetration of internet and smartphones increases. An example digital media company from Brazil, Terra, is presented as already embracing digital-first strategies.
Against the tide Waterside Convention 10-2012 Kempen Capital ManagementMarnix van Eerde
This document discusses strategies for hedge funds to generate returns. It summarizes that:
1) Hedge funds can generate returns through alpha (excess returns) or alternative betas (systematic exposures different from traditional markets).
2) Less liquid hedge fund strategies historically offered higher returns but the move away from them post-2008 has been painful.
3) Frontier markets may offer attractive growth potential at lower prices than more developed markets. Stock pickers can add value in these markets.
4) Structured credit markets now offer compelling risk-reward after difficulties in 2011. Specialists can add value through security selection and hedging strategies within these markets.
Total revenue for the year ended March 31, 2004 was Rs. 764 crores, up 24% from the previous year. Revenue from customer services increased from 54% to 63% of total revenue. Profit before tax was up 16% to Rs. 65.7 crores and profit after tax was up 30% to Rs. 48 crores. Margins improved with operating margins at 8.2%, PBT margins at 9% and PAT margins at 6.3%. Earnings per share increased 39% to Rs. 31.38 and book value per share increased 31% to Rs. 107.
3.5
3.0
5 Dealing with new media and
communication channels
2.5 6 Differentiating from competitors
7 Dealing with patients' increased
influence and knowledge
2.0
1 2 3 4 5 6 7
Top Health Care challenges ranked by importance
N=89 11
Chapter 2: Take away
Patients will become more critical and proactively compare treatments
Dealing with authorities, payers and cheaper alternatives will be the top
challenge for marketers
Differentiating from competitors and measuring ROI will also be major
challenges
12
Chapter 3: Strategies
In January 2012, Edelman released the global findings from the 2012 Edelman Trust Barometer – the 12th year of the firm’s annual trust and credibility survey. The 2012 Edelman Trust Barometer shows an overall decline in trust globally, with steep declines in the levels of trust in government and business. Government is now the least trusted institution--trailing business, media, and NGOs. Business experienced fewer and generally less severe declines in trust, but has its own hurdles to clear – notably that CEO credibility declined 38 percent, its biggest drop in Barometer history. For the fifth year in a row, NGOs are the most trusted institution.
Media was the only institution to see an increase in trust over the past year. This infographic presents some of the data about the rise in trust in media globally.
Visit http://www.edelman.com/trust for more info
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
EVS full year 2011 earnings presentationgdoultremont
EVS reported its financial results for the full year 2011. Key highlights included record order book of EUR 46.1 million, up 83% year-over-year. Revenue for 2011 was EUR 106.9 million, down 3.8% compared to 2010 but up 6.3% excluding revenue from big event rentals. Operating margin for 2011 was 41.3%. The presentation discussed financial results, business updates, outlook for 2012 including new product launches, and corporate information. Forward-looking statements were also provided regarding expectations, risks, and uncertainties.
The document provides an overview of Paraná Banco's financial performance in the fourth quarter and full year of 2009. It summarizes that net income increased 81.4% in 4Q09 and 24.0% for the full year, driven by recovery in credit operations and a reduction in expenses. The insurance business contributed over half of 4Q09 net income and 43.0% for the full year. Total assets grew 6.1% in 4Q09 and 21.8% for the year. Loan volumes and deposits increased compared to prior periods. Asset quality remained strong, with over 90% of loans rated AA to C.
TIM Participações S.A. continued to outperform the mobile market in Brazil in 4Q06 and 2006. The company grew its total client base by 26% in 2006, capturing 38.2% of net additions. TIM narrowed the gap to the largest competitor to only 3.7 percentage points in market share. The company achieved a positive net profit in 4Q06 and 67.8% EBITDA growth for 2006. TIM maintained its leadership in the business segment with a 30% market share through innovative solutions targeting market needs.
At Sisel our compensation plan is a very special deal for everyone! We admire and encourage the quality of character that fosters an attitude of self-reliance and independence.
We therefore respectfully decline any requests for:
•Additional Compensation
•Special Inside Deals
•Bridge Money
Sales Webinar | Leveraging Lessons Learned in 2012 to Exceed Financial Goals ...Altify
Erik Charles, an incentives strategist at Xactly Corporation, presented strategies for exceeding financial goals in 2013 based on lessons learned in 2012. He discussed reviewing 2012 incentive plans and compensation data to improve 2013 plans. Specifically, he suggested knowing costs, spending more on top sales performers, and investing in coaching mid-level reps. Charles emphasized connecting all elements of the incentive plan, from goals and roles to budgets and payments, to ensure plans drive the desired business results.
by Location, FY 2010 (in INR Lakhs)
1) R&D operating costs in India have continued to decline over the past 24 months, generating significant cost savings for headquarters. However, strengthening of the INR against the USD had a marginal negative impact on further cost declines.
2) The cost of operations decreases as company size increases due to cost optimization efforts and economies of scale, and increases with larger headcounts due to overhead costs.
3) Bangalore has the highest personnel costs in India and therefore the maximum overall cost of operations.
The Future of U.S. Pension Financing — Lessons From Europe welshms
This Towers Perrin presentation examines alternative risk financing techniques being implemented by companies in Europe with defined benefit (DB) pension plans. These techniques offer insights into the future of financing global pensions, both in the U.S. and elsewhere.
How can financial services regain consumer trust presentationsRachel Aldighieri
1) A presentation was given at a DMA Financial Services Council event on consumer trust in financial services.
2) Research findings showed that trust in the financial services industry remains low but recommendation and satisfaction with main banks is generally positive.
3) The presentation discussed focusing on core products and benefits, improving the customer experience through added value products, and opportunities for cross-selling other financial products to improve trust and the customer relationship.
A majority of small businesses are experiencing revenue growth in 2012, according to new survey data from Constant Contact®, Inc. While the Constant Contact Small Business Pulse Survey reveals optimism about 2012, attracting new customers continues to keep small business owners up at night.
This document appears to be an email marketing benchmark report focused on Asia. Some key findings from the report include:
1) Bounce rates have continued to improve in 2011 for both first mailings and ongoing campaigns compared to previous years. Bounce rates were lower for B2C compared to B2B campaigns.
2) Open rates have decreased slightly in 2011 but the decline was smaller than in previous years. B2B campaigns had higher open rates than B2C.
3) Click rates, which had been declining for several years, increased in 2011 for both unique and total clicks compared to 2010.
APNBA 2009 Business District Association Survey ResultsJon Turino
The 2009 BDA survey results show a decline in overall membership and individual BDA membership numbers compared to 2008, likely due to the struggling economy. While goals and strengths remained similar to previous years, weaknesses grew to include issues with membership, recruiting, staffing, and funding/budgets. Opportunities centered around improving identity, advocacy, and growing membership through increased marketing. Major threats included the poor economy, membership apathy, and lack of funds/organizational issues. Overall needs focused on grant funding, marketing/recruiting help, and education/training. APNBA performed adequately in meeting 2008 needs and made improvements to programs. For 2009/2010, focus will be on helping BDAs with recruiting, marketing, administration
State Policies Expanding Dependent Coverage to Young Adults in Private Health...soder145
1) State policies expanding dependent health insurance coverage to young adults up to age 26-29 have become increasingly popular, with over 25 states enacting such policies as of 2008.
2) Preliminary analysis found these policies increased young adults' likelihood of being covered as dependents on a private health plan by about 2 to 3 percentage points, offsetting a similar drop in young adults obtaining their own private coverage.
3) The policies did not significantly impact the uninsured rate, suggesting the expanded dependent coverage substituted for other private insurance rather than reducing the number of uninsured. However, the analysis was limited by only a few years of post-policy data in most states.
Health care marketers face challenges with tight budgets and changing patient and physician expectations. While traditional challenges remain top priorities, new trends around digital media and empowered patients are not fully addressed. Marketers plan to use traditional tactics but also leverage online channels in a conservative way. To succeed, marketers will need skills beyond traditional health care roles, such as creativity and communication.
The document provides profiles for two MBA candidates - Maha Aad from Lebanon and Hashim Al Nouri from Syria. It lists their nationalities, languages spoken, educational backgrounds, professional experiences, and current roles. The profiles indicate both candidates have international experience in business, marketing, and sales across different industries.
This document discusses how to create products quickly through an agile innovation process in weeks rather than years. It provides tips for overcoming common challenges like ensuring projects stay within budget, determining when to hire more staff, developing sales teams, identifying the best leads, and streamlining sales bottlenecks. Graphs show past sales trends and lead sources which can help with planning. The conclusion advocates testing assumptions early to validate or fail ideas quickly before significant resources are spent.
The Top Reasons Enterprises Outsource IT to MSPsCA Nimsoft
Half of Executives Say They Foresee Moving Toward 100 Percent MSP Engagement
The survey, conducted in association with Enterprise Management Associates™ (EMA), collected responses, experiences and opinions from executives, mid-level managers and individual IT contributors from mid-sized and large organizations. All participants were currently engaged with an MSP, planning to engage and MSP, or had used MSP services in the past.
Visit www.nimsoft.com for more information.
1) 86% of students seeking a job received an offer within 6 months of graduation.
2) The top industries for employment were financial services (27%), consumer products/retail (12%), and technology/science (11%). The top functions were general management (43%), marketing/sales (23%), and consulting (8%).
3) The mean base salary was $48,194, a 3.32% decrease from 2008. The mean signing bonus was $5,062, a 3.34% decrease.
The document provides information about an annual planning survey conducted by the author over several years. It includes details such as the growing number of participants, the author's career progression working for different agencies, and demographic information about the participants such as their job roles, experience levels, locations, and salaries. The survey aims to help planners understand compensation norms and negotiate salaries.
Heavy Reading - Mobile Operator Perspectives: Monetization Optimization and V...Cisco Service Provider
The survey found that:
1) Mobile video and speed tiers were seen as the most promising monetization opportunities, while toll-free mobile broadband was seen as the least attractive.
2) Video traffic growth was identified as a significant challenge for network planning over the next two to five years, especially by those in corporate management and technical roles.
3) Most respondents expected to deploy a video optimization solution within the next three years to help manage rising mobile video traffic on their networks.
So maximieren Sie den Nutzen von SAP: Business Netzwerke als Schlüssel zum Er...SAP Ariba
Das Erfassen aller Ausgaben über Warengruppen, Lieferanten und Ländergrenzen ist
eine große Herausforderung für die meisten eProcurement Systeme. Die Nutzung
eines solchen Systems hängt von vielen Erfolgsfaktoren ab, wie z.b. dem Enablement
der Lieferanten, dem Bereitstellen von Katalogen und schlussendlich der operativen
Nutzung durch die User. Clariant wird Ihnen in diesem spannenden Vortrag erläutern,
wie der führende Hersteller von Spezialchemie das Ariba Netzwerk zusammen mit SAP
nutzt, um Synergieeffekte im Einkauf zu nutzen und Prozesse länderübergreifend zu
standardisieren.
Peter Beyeler, Global eProcurement & Automation Manager – Clariant
2013 Ariba Commerce Summit Frankfurt
This document summarizes the typical annual growth rates achieved by clients of Wilkin Guge using ROI-based integrated brand strategy models. It provides examples of results achieved across various industries, including a 27% growth in membership for a financial institution, a 14% revenue increase and 33% growth in specific product lines for a B2B automotive company, and a 23% increase in leads and 36% increase in conversions for a healthcare company. Each example includes the client's initial goal and the results that were realized, demonstrating growth rates and ROI ranging from 4:1 to 8:1.
Find out more about past participants...where are they aligned under the corporate umbrella, what their structure is, how many employees they pay, and much more!
This document summarizes the results of a 2013 cloud and IT metering survey. 205 organizations responded to questions about their cloud usage, infrastructure, spending expectations, and concerns. Key findings include that most use public IaaS for test/dev and production, with cost savings and flexibility as top benefits. Private cloud is used more for production, with flexibility and cost savings as top benefits. Spending on both public and private clouds is expected to increase in 2013 for most respondents. Security is a top concern for both public and private clouds. IT metering is used by 39% primarily through on-premise or custom applications to optimize costs and efficiency.
The document summarizes key findings from Borrell Associates' Q4 2012 SMB survey of over 1,750 small and medium businesses. Some highlights include:
1) Most SMBs (54%) plan to spend the same amount on advertising in 2013 as in 2012, while 20% plan to spend more and 16% plan to spend less.
2) SMBs expect to increase spending on online advertising and stabilize spending on newspapers and radio in 2013 compared to 2012.
3) Newspapers and online media are the most popular types of advertising purchased by SMBs, chosen by 64% and 62% of respondents respectively.
4) Facebook is the top choice for SMB online advertising spending in 2013, chosen by
LinkedIn Australian Demographic Insights Travis Burge
This document provides demographic insights about LinkedIn members in Australia. It shows that the top three cities for LinkedIn members are Sydney, Melbourne, and Brisbane. When looking at sectors, the industries with the most LinkedIn members are finance, high-tech, and manufacturing. The breakdown of seniority levels among Australian LinkedIn members shows most are entry-level employees or senior-level individual contributors.
The document provides career advice and guidance on leveraging recruiters to aid in a job search. It outlines the benefits recruiters can provide, such as accessing hidden job opportunities and insights into company culture. It also offers tips for job seekers to build relationships with recruiters, including maintaining open communication, sharing industry knowledge, and considering all types of work. The goal is to position oneself as a strong candidate by partnering with recruiters.
Small Business Adoption of Payroll Direct DepositPaul McAdam
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Kevin McCarthy, President and CEO of Unum US, presented at the Association of Insurance and Financial Analysts Conference on March 3, 2008. He discussed Unum's growth strategy of focusing on smaller group cases and increasing voluntary benefits. McCarthy also provided an outlook showing earned premium growth of 4.2% annually for Unum's core and supplemental segments from 2007 to 2011. Financial results were presented, including benefit ratios for Unum US business lines and reconciliations of non-GAAP measures.
Similar to Dealmaker Index - Sales Effectiveness Study | The Global Sales Industry - Where to Spend Your Time in 2013 - A Regional Perspective (20)
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The document provides guidance on using opportunity management to win more deals. It discusses qualifying opportunities, political mapping, understanding customer priorities, and creating an insight map. The webinar aims to help participants increase sales velocity by focusing on the most qualified opportunities and understanding customers' goals, pressures, initiatives and obstacles. It emphasizes the importance of continuous, evidence-based qualification and assessing cultural and political fit to determine which deals are most likely to succeed.
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The Top 3 Reason Why Your Account Planning Process is Broken (And How To Fix It)Altify
Maximizing revenue from key accounts is critical to maintaining revenue growth. Yet, when it comes to Account Planning, if honest, we often treat it as a chore to be avoided. Or, addressed once a year and then shelved until the following year.
Account Planning Matters …
1. For large enterprise sales Account Planning and Management delivers more additional pipeline and consistently greater win rates than any other sales or marketing activity.
2. For Territory or Portfolio Planning, account planning helps you to select the accounts that will deliver most revenue, and develop a plan to grow your entire book of business.
3. Acquiring business from new customers is six times more expensive than growing your revenue in an existing account
4. You are seven times more likely to win a deal in an existing customers than from a new account
5. We wrote the book on Account Planning in Salesforce. Oh, and yes, Salesforce uses our Dealmaker Smart Account Manager solution for their account planning.
Join us as we revisit the fundamentals of this surefire revenue growth strategy and share the insights we have gleaned since we first launched our book, Amazon #1 Bestseller Account Planning in Salesforce.
Everyone wants to improve sales results, however, not everyone is willing to change their sales behavior. 52% of companies report that the primary reason why new sales behaviors are not adopted is the failure to operationalize change.
For sales people, this comes down to a reward/effort equation. Is the benefit obvious, and great enough to motivate salespeople to adopt new behaviors?
Join us and learn the best practices to optimize your smart sales transformation initiative for sustained and predictable revenue growth. Hear Michael Campbell, Vice President of Sales Operations & Development for Diebold and JP Knapp, Director of Sales Enablement for Vocera Communications share their lessons learned about the internal challenges of driving adoption and sustained value.
How Great Sales Managers Minimize Risk to Maximize ImpactAltify
Frontline sales managers are in a high-pressure role and are the linchpin of the sales organization. When sales management fails, sales fails, and the business fails to scale.
Failure is too frequent – the average tenure of a CSO is just 18 months – but it doesn't have to be that way.
Managing the business of sales demands rhythm and a framework to prioritize what to do and when to do it. Effective sales managers can balance short-term current revenue activities (represented by your forecast), with the future business pursuits (represented by your pipeline) while at the same time managing day-to-day tasks.
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Align Your Solutions to Customer Problems
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Account Planning in Salesforce: Trending in 2015 Altify
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Here’s the problem …
Buyers tell us that most sales professionals (64%) don’t understand their business.
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Marketing leaders suggest that maybe sellers don’t use the materials that they provide in the right way.
Here’s the result ...
Buyers get frustrated, and sellers lose deals.
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Join us as we will dig into this deal-killing issue.
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Q1 may feel like a world away, but now's the perfect time to assess your 2015 State of the Union – while there's still time to close gaps and build momentum.
Ask yourself …
1. What do you want to accomplish in your business in 2015?
2. What are the gaps?
3. What resources are required to close the gaps?
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53. The TAS Group Webinar
The Global Sales Industry –
Part 2: A Regional Perspective
Will Wiegler, CMO, The TAS Group
Editor's Notes
Here it the agenda for today’s webinar.
The Dealmaker Index is a survey used to measure sales effectiveness for companies and individual sales professionals. For those who participate in the Index, it analyzes their activities, behaviors and attitudes about selling and their alignmentwithin their own companies. It provides insight for 3 audiences:The individual sales professional who is taking the surveyThe company that participates. The entire sales industry. For the individual sales professional, it produces a detailed custom sales performance success roadmap for that person.For the company, If you have a number of sales professionals across a company take the index survey, then it produces a detailed custom sales performance success roadmap for that company.And how does it benefit the industry? Based on an analysis of the 92 questions, we map sales performance across areas such as deal close rates, sales cycle management, value creation and sales opportunity development. We then analyze the data that was collected by these questions, and base our research on this, which I will share with you now. We are also preparing a PDF report of our findings and it will be available soon. Since you registered for this webinar, we will be sure to let you know how you can get a free copy of this Index Report as soon as it’s final.
The Dealmaker Index is the measure of sales effectiveness or vlocity, which for sales reps or companies, translates to how much revenue do you generate per unit of cost or time. This is what the Dealmaker Index is designed to measure – and we’ve developed an equation to measure Sales Velocity. In the Sales Velocity Equation, you take the number of sales opportunities that are won or lost in a given time period (#)Multiplied by the average value of those deals (measured in dollars or whatever currency you use – we used a $ in this case)Multiplied by your win rate (% because it’s the percentage of deals you win)And you divide it all by the length of your sales cycle (L for length), This is the average length of time you are working on a deal before it is either lost or won. If the numbers on the top of the equation goes up, then your Sales Velocity (or dollars/day) rises.If the number on the bottom of the equation goes up, then your Sales Velocity (or dollars/day) goes down. So if, for example, everything remains constant except the length of your sales cycle gets longer, then your sales velocity (or dollars per day) is getting worse. Makes sense, right?We believe that these are the only four factors that affect sales velocity, which is a measure of your sales effectiveness. To increase sales effectiveness, you must increase the factors above the line, and decrease the factor below the line. For example, if you make changes in how you sell so that the number of deals in your pipeline, the average deal size and your win rate each increase by 10%, and you decrease the length of the sales cycle by 10%, you get an increase in sales velocity of 48%.It’s an interesting and accurate way to measure sales effectiveness.
If you want information on the Sales Velocity Equation, please read our White Paper: The Simple Formula for Sales Success.It’s available in the Resources section of our web site:thetasgroup.com
Let’s start by looking at who participated in this Index. We had almost 750 fully completed Index surveys. Most of the participants are in B2B. And most of these are in a sales-related role, either directly in a Business Unit, or a supporting Service unit.[Actually, 734 respondents in total]
In addition, most of the respondents are male, and in terms of age, the largest group - 41% - are in the 41-50 age category. We also asked about whether people use a sales methodology, and if so, which one.As you probably know, we offer the TAS (or Target Account Selling) methodology, but the participants actually use a variety of methodologies, or in some cases, none at all. Although we would love to see 100% of all sales professionals using TAS methodology, for the purpose of this survey, it actually provides more balanced data by having it cover a variety of methodology use cases.
In regional terms, most of the respondents came from North America. EMEA made up just under a third (31%), with the rest coming from APAC and South America.
We also looked at Industries and Company Sizes, based on revenue. We believe that the need for sales effectiveness best practices is especially important in companies that sell sophisticated offerings with a long sales cycle, because in these companies the salesperson adds a great deal of value and their effectiveness is crucial to the sale. And these are the companies that actually tend to invest the most in Sales Effectiveness solutions.And the participants in the study reflect this. The ‘High Tech’ sector accounted for 25% of the respondent base, followed by ‘Industrials’ at 18%. Professional services are also well represented at 15%.The respondents in the study also represent companies from a broad spectrum of revenue ranges. And the finding represent small business, mid-tier companies, and large enterprises.
I want to set the stage by reviewing some of the high level results that we covered in last month’s webinar and then we’ll get into some new findings about how sales teams in different parts of the world compare.We looked at how many of the individual respondents achieve their sales quota. 32% of respondents claimed to be over quota over the last 3 years, which points to 68% of the selling industry not exceeding theirquota over the last 3 years.
We also looked at this data across sales teams. About a third of companies had less than 50% of their sales team achieving quota, with a third of them achieving 50 to 75% quota, and the remaining third seeing more than 75% quota.
Overall, companies reported good win rates in 2012. Respondents were asked what percentage of qualified sales opportunities results in a sale. Of course, different companies will define “qualified” in different ways. Nevertheless, 17% reported win rates of less than 25%, and 45% were successful more than half the time.
With a predominantly B2B audience, sales cycle lengths were measured in months rather than weeks. Fewer than 5% of respondents had a typical sales cycle of less than one month. The bulk of our respondents, 59%, fell within the 4 to 12 month range.And 15% have sales cycles longer than12 months
With forecasting accuracy hovering around the 50% mark from research over the last few years, Forecasting might as well be done by flipping a coin.That said, business planning still relies on forecasts, so businesses should continue to look at how they can forecast more accurately. In the Dealmaker Index survey, respondents were asked if they agreed or disagreed with the statement that they usually closed deals as originally forecasted. 59% agreed, and 41% disagreed. That’s not so far from a 50-50 coin toss.
Last month we shared many of our Global findings in the first part of our webinar. We also talked about the impacts of using sales methodology, engaging in social media, and more. If you missed that webianr or would like to see it again, please watch the recording of that webinar. It’s on the Resources pages of our website: thetasgroup.com.
Today, we’re going to focus on specific conclusions we can draw for some key geographicregions that were well represented in the Dealmaker Index survey.
We analyzed the 92 questions in the Index, and came up with 10 key factors that will have maximum impact on your selling effort. And their importance varies depending on the region where you sell. These 10 factors mattered to differing degrees according to the particular region. We organized survey respondents into 4 regions, some of which overlap: the UKthe UK and Eurozone countries taken togetherEMEA as a whole (EMEA stands for Europe, Middle East and Africa)and North America (which includes the USA, Canada and Mexico, but is predominantly the USA). We’ll look at each of these 10 factors, one at a time.
First – maximizing revenue. We found globally that those reps who are effective at maximizing key revenue from accounts were 46% more likely to make quota. How do we know this? The survey included the statement: “We are effective at maximizing revenue from key accounts”And asked people to – agree, agree strongly, disagree, strongly disagree, etc., and we correlated their responses against their quota achievement. Then we’ve further sorted the data by regions. This is the approach we’ve taken for each of the 10 factors. Let’s see what happens in the regions.
What we found is that when you are effective at maximizing revenue from key accounts, you are 227% more likely to make quota in the UK, 63% more likely across the UK and EU, 75% more likely across EMEA, and 34% across North America. When we talk about “maximizing revenue from key accounts” – this is really doing Account Planning or Account Management.So the bigger number for the UK means that there is more upside potential for them to make their quota IF they can do a better job at getting revenue from key accounts. Or in other words, they need to focus more on Account Management because they could do a whole lot better if they did.And if you look at the difference in numbers between UK and North America, the folks in the UK are doing a poorer job at Account Management, assuming we are holding Quota Achievement as a measure of a successful sales person.Why is North America better at this? It may be that they are more competitive, or possibly have a more comprehensive approach to key account management. But it also tells us in the UK that focusing on key accounts can have very strong implications for quota achievement. Everyone talks about the importance of key account management, but the weighting in the UK is far more significant. The inference here is that in the UK maximizing revenue is not a strength, but it is an opportunity for those are effective at it.
Second, accessing key buyers. We found globally that those reps who can access key buyers in their customer organizations are 31% more likely to make quota.
Here again, in the UK, the numbers are quite different than in North America, and the other regions fall somewhere in between. In the UK, the ability to access key buyers made you 78% more likely to make quota. So the bigger number for the UK means that there is more upside potential for them to make their quota IF they can do a better job at accessing key buyers in their prospect organizations.The “key buyers” in our customers organizations are those that are engaged in the projects that get funding and go-ahead, and this provides access to the decision maker and results in making quota. As with maximizing revenue, North America is leading the way in this area.
Our third key area is “uncovering the customer’s business problems”, and globally reps who can do this are 35% more likely to make quota.
So the results here are different. Here, North American sales people have the biggest upside. Meaning, that they have the most to gain by uncovering their customer’s’ business problems. In this case, the UK appears to be better at uncovering the business problems of their customers.
The next key area of focus is about “differentiating your offering”. Globally, across our entire response base, reps who find it easy to differentiate their offering are 43% more likely to make quota.
Looking at all the regions, it appears that across EMEA reps are not good at differentiation. And in the UK, they are the worst at this. There is a big opportunity to do better in this area across UK and EMEA, and there is still an opportunity to do better in North America.It appears that North American reps are much better in this area than their colleagues in the rest of the world.
The next key area is “tailoring your competitive strategy”. Globally reps who can identify and develop a unique competitive strategy for each of their opportunities are 45% more likely to make quota.
Again, it looks like sales reps in North America are better at developing a tailored competitive strategy because their region has less room for improvement. UK and EU has the most room for improvement.
The next area is keeping an accurate pipeline. We found that globally, reps that have an accurate pipeline and have a clearer picture of future business are 56% more likely to make quota.
Of the 10 key factors we examined, this is the one factor that is relativelyeven across the regions, as one might expect with something as scientific as pipeline. The more accurate your pipeline, the more likely you will make quota. But even here, it tells us that there is room for improvement and there are still many sales teams that don’t have accurate pipelines. Think about how you track your pipeline… could it be better and more accurate? If you improve it, you are more likely to achieve your quota.
The next key area: “Maximizing deal value”. Again, globally, you’re 55% more likely to make quota if you are able to get the most value from each deal. And the regions…
The rest of the world is lagging significantly behind their North American counterparts on maximizing deal value. In the UK and across EMEA, it looks like reps are leaving a lot of money on the table. For reps in EMEA who can get betterat managing their deals, cross-selling, upselling, and improving attachment rates, there is a huge upside here..
The next key factor: “Advising Your Customer”. Some sales reps take the position of being a a trusted advisor to their customers, not just selling them stuff. Our survey tells us that you’re 54% more likely to make quota if you feel it’s your job to advise a customer and prevent them from making a bad decision.
The infinity sign under the UK region means that no-one, at any quota attainment level, disagreed with the statement that you should tell your customer they’re making a bad decision. Using the formula we have developed for this section means that you are infinitely more likely to make quota if you are able to be a trusted advisor.At the TAS Group we talk about something called the Trust Equation: It’s a function of your credibility with your customer, the degree to which you have THEIR interests at heart, not your own. While North American reps are accomplished advisors to their customers, not so much across EMEA, with significant opportunities for those who can achieve this high level of relationships with their buyers.
The next factor: “executing on your sales process”. Globally, we found that reps who understand and execute their sales process are 72% more likely to make quota. For the sales reps on the webinar, think about how closely you follow the sales process in your company. How might it impact your quota achievement if you did follow it better.
We found that in the UK, a very small number of quota achievers disagree with the statement that they understand and execute their sales process. These who disagree with this and still make quota are the ones who are probably the natural-born sales reps. We all know people like that – they don’t follow the process, and they still close deals. For those who are familiar with “The Challenger Sale”, these types of reps are called the ‘Lone Wolves’. They are successful and tolerated for the time being, but if they hit one bad quarter, they may find themselves in trouble. We do not think this is a scalable approach. Unless all your reps are superstars and can sell using only their intuition and good looks, then you need a sales process, and you need to execute on it.
And finally, the last key area, “managing your sales process”. Globally, reps who have and use a defined sales process for managing their forecast are 48% more likely to make quota.
From our analysis, North America is very strong in this area compared to the rest of the world, and the UK is not too far behind. But throughout the rest of Europe and EMEA, there is a bigger upside for those who use a defined sales process and manage their forecasts.
These are some of the the findings of the Dealmaker Index.And we have a lot more…In a minute, I’ll tell you about how you can use this to be a better sales person or build a better sales team.
We often get asked whywe’re collecting all this information and giving away all of this value for free?It all stems from a fundamental belief that we should all stop for a minute and consider that the impact on a customer of a bad buying decisionis typically greater than the impact on a sales person of a lost sale. So if the data in the report can help anyone’s customers avoid a bad purchase, that’s a good thing.
Let’s take a look at the Dealmaker Index itself.Here is the starting page of Dealmaker Index, Go to dealmakerindex.com.Here’s where you can register and take the survey. It takes about 15 minutes, and you can always come back later to review or change your results, or review the advice that Dealmaker Index provides.At the bottom of the page, you can see our partners in the Dealmaker Index project, and we’re very grateful to them for their support.
So what’s in it for you?Well, when you’ve completed the questions, you’re provided with a Dealmaker Index score for yourself and your organization, those are circled here in red. Your score is an index score for you or your organization, with a 1-to-5 scale, poor to superstar for the organization, and novice to ace for the individual. At the same time, your index score is converted into a percentile to place you relative to your organization or individual peer group.
But that’s not all. In addition to the score, you also get advice in 3 different reports:a company summarydetailed analysis and advice for the company, and a personal Dealmaker Index advice report.
So how can you the Dealmaker Index?First, all your sales reps can get their own score and advice.Second, you can use the Dealmaker Index as a benchmarking tool for within your sales organization. Third, you can get recommendations for your organization as a whole.Fourth, you can survey the different individual perspectives of your reps and managers on how your organization is performing. This can be particularly illuminating.And fifth, you could use the Dealmaker Index as a benchmarking exercise as part of your recruitment process, and test new reps to see how they score.
We’re in the final stages of production for the Dealmaker Index study for 2012, we’ll be sending a copy to all attendees when the report is ready.
And I want to remind you that you can watch the first half of our Dealmaker Index webinar as a recording in the Resources page on our website: thetasgroup.com.The recording from today’s webinar will be posted shortly as well.And now I’ll pass it back to Suzanne.