The document discusses various aspects of organizational culture including what defines culture, how culture differs between organizations, potential areas of culture clash, and the nature of culture being collective rather than individual. It also briefly touches on topics like information, change management, and business models at a high level. The presentation includes some controversial or unconventional views and discretion is advised.
Social Data can be analysed to GET INSIGHTS about a target group based on social profiles, online activity, connections and content associated to them, to FIND prospects with “social coincidences” and for LEAD GENERATION content & inbound marketing campaings
The document provides guidance on developing a value proposition by first discovering your uniqueness through questions about differences from competitors and benefits to customers, then communicating that uniqueness through a value "story" crafted for specific audiences by combining key messaging ingredients, and finally putting it all together into a cohesive narrative.
PR Congress 2011 | Plenary 5 - Have They Come Back for Seconds?prcongress2011
Plenary 5 of the 18th National PR Congress last 22 to 23 September dealt with Customer Relationship Management. Customer service has now evolved from merely addressing customer queries to maintaining relationships with them. It is not just a matter of acquiring customers, but more importantly, it is about retaining them.
The session underscored the importance of trust-based discussions and sharing mutually-beneficial objectives in customer relationship management. Panelists’ inputs revolved around strategies, obstacles, and imperatives in building customer trust.
Topic Presenter:
Ms. Ichay Bulaong, CRM Head, ABS-CBN
Moderator:
Ms. Angelica Esguerra-Petterson, Executive Director, Australia New Zealand Chamber of Commerce Philippines
Topic Discussants:
Ms. Sandra Puno, Director for Communications, Nestle Philippines
Dr. Francisco Tranquilino, Advisor to the Ethic Committee, Pharmaceutical and Healthcare Association of the Philippines
Christine Crandell of New Business Strategies gave a presentation on aligning marketing and sales strategies with buyer journeys. She discussed researching Fortune 100 companies' buying processes, developing the Sellers' Compass methodology to map buyer journeys, and lessons for generating demand by following the different stages of the buyer journey from initial problem definition to post-purchase support. Crandell emphasized the importance of consistency across marketing, sales, and support in shaping buyers' experiences.
State of US Retail Industry Trends: 5 InsightsSumit Roy
Retailers can grow their business by designing exceptional customer experiences. The 2011 Experience Radar identifies five experience enhancers that can help retailers create differentiated experiences: 1) understand that loyalty is driven by experience, not rewards points; 2) promote brand ambassadors to spread positive experiences; 3) help customers avoid risk through features like free shipping and flexible returns; 4) embrace omnichannel retailing by meeting customers wherever they shop; 5) swiftly resolve issues when things go wrong. The report also identifies five customer segments with distinct experience preferences that retailers can target.
The document announces a workshop on business model innovation and incubation to be held from January 21-25, 2012 in H'rath, Germany. The workshop will include warm-up exercises on business model innovation, an introduction to the business model canvas approach, and an overview of business incubation concepts. Participants will learn how to analyze and craft innovative business models using the business model canvas as a framework.
The document discusses various aspects of organizational culture including what defines culture, how culture differs between organizations, potential areas of culture clash, and the nature of culture being collective rather than individual. It also briefly touches on topics like information, change management, and business models at a high level. The presentation includes some controversial or unconventional views and discretion is advised.
Social Data can be analysed to GET INSIGHTS about a target group based on social profiles, online activity, connections and content associated to them, to FIND prospects with “social coincidences” and for LEAD GENERATION content & inbound marketing campaings
The document provides guidance on developing a value proposition by first discovering your uniqueness through questions about differences from competitors and benefits to customers, then communicating that uniqueness through a value "story" crafted for specific audiences by combining key messaging ingredients, and finally putting it all together into a cohesive narrative.
PR Congress 2011 | Plenary 5 - Have They Come Back for Seconds?prcongress2011
Plenary 5 of the 18th National PR Congress last 22 to 23 September dealt with Customer Relationship Management. Customer service has now evolved from merely addressing customer queries to maintaining relationships with them. It is not just a matter of acquiring customers, but more importantly, it is about retaining them.
The session underscored the importance of trust-based discussions and sharing mutually-beneficial objectives in customer relationship management. Panelists’ inputs revolved around strategies, obstacles, and imperatives in building customer trust.
Topic Presenter:
Ms. Ichay Bulaong, CRM Head, ABS-CBN
Moderator:
Ms. Angelica Esguerra-Petterson, Executive Director, Australia New Zealand Chamber of Commerce Philippines
Topic Discussants:
Ms. Sandra Puno, Director for Communications, Nestle Philippines
Dr. Francisco Tranquilino, Advisor to the Ethic Committee, Pharmaceutical and Healthcare Association of the Philippines
Christine Crandell of New Business Strategies gave a presentation on aligning marketing and sales strategies with buyer journeys. She discussed researching Fortune 100 companies' buying processes, developing the Sellers' Compass methodology to map buyer journeys, and lessons for generating demand by following the different stages of the buyer journey from initial problem definition to post-purchase support. Crandell emphasized the importance of consistency across marketing, sales, and support in shaping buyers' experiences.
State of US Retail Industry Trends: 5 InsightsSumit Roy
Retailers can grow their business by designing exceptional customer experiences. The 2011 Experience Radar identifies five experience enhancers that can help retailers create differentiated experiences: 1) understand that loyalty is driven by experience, not rewards points; 2) promote brand ambassadors to spread positive experiences; 3) help customers avoid risk through features like free shipping and flexible returns; 4) embrace omnichannel retailing by meeting customers wherever they shop; 5) swiftly resolve issues when things go wrong. The report also identifies five customer segments with distinct experience preferences that retailers can target.
The document announces a workshop on business model innovation and incubation to be held from January 21-25, 2012 in H'rath, Germany. The workshop will include warm-up exercises on business model innovation, an introduction to the business model canvas approach, and an overview of business incubation concepts. Participants will learn how to analyze and craft innovative business models using the business model canvas as a framework.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
This investor presentation summarizes Kimco Realty Corporation, the largest public owner and operator of neighborhood and community shopping centers in North America. Key points include:
1) Kimco has a portfolio of over 930 shopping center properties across the US, Canada, Mexico, and South America totaling over 136 million square feet.
2) Kimco has maintained a stable dividend yield of around 3.9% and investment grade credit ratings.
3) Kimco's portfolio has remained resilient during the recession, with same-property NOI growth and occupancy rates consistently above industry benchmarks.
Putting customer insight into practice, Peter Gadsdon, Lewisham Councillocalinsight
The document discusses using customer insight to drive service improvement in local government. It provides examples of how one local borough in London used various customer insight methodologies such as interviews, focus groups, and usability testing to better understand customer needs, behaviors, and experiences. They used this insight to redesign services and processes in a way that is more customer-centric. The insight was also used to influence staff culture and achieve buy-in for changes. Case studies describe how customer journey mapping and prototyping led to specific service improvements like reducing homelessness.
The document discusses business model canvases and business plans. It provides an agenda for discussing Boost Turku, business model vs business plan examples, and tools for startups. The remainder of the document consists of a template for a business model canvas, which is a visual chart used to develop potential business models by describing key elements including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
The document discusses reframing the concept of "A" in an MBA from administration to ambidexterity. It argues that innovation and efficiency are now the standard in business, so MBA programs should focus on developing students' ability to be ambidextrous - pursuing both innovation and efficiency simultaneously. Several thinkers and concepts are referenced that support developing ambidexterity, such as design thinking, lean prototyping, and maintaining opposing ideas. The document suggests replacing "A" with "H" for heuristics or "A" for ambidexterity to better capture what business education needs to focus on today.
This document discusses developing effective marketing communication strategies. It recommends following a 6 step process: 1) Define a specific business goal, 2) Align a marketing goal to help meet the business goal, 3) Precisely define the target market, 4) Select appropriate communication channels, 5) Develop targeted messaging, 6) Measure performance to improve future efforts. The key is aligning all elements - goals, audiences, channels, and messages - to efficiently meet objectives and maximize results. Measurement ensures strategies and tactics can be refined over time.
This document discusses business modeling frameworks and concepts. It provides the following key points:
- Business modeling focuses on customer priorities, linking competitive advantages to performance measures, and finding future sources of advantage.
- Generic profit models include customer solution profits, brand profits, and value chain position profits. Strategic control points like brands, distribution control, and technology leads protect profit streams.
- Assessing a business model's power considers return on sales, profit growth, asset efficiency, and the degree of strategic control from factors like technology leadership, cost advantages, and customer relationships.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
Navigating Customer Lifetime Value Conundrumgregmgaffney
This document provides a three-phase framework for calculating and using customer lifetime value (CLV).
1) The first phase is to define key parameters like the analysis units, available data, and objectives.
2) The second phase is to develop the CLV model by building assumptions, examining existing customer models, and choosing a modeling methodology.
3) The third phase is to deploy the CLV model by testing it, integrating it into decision systems, and applying it to resource allocation and other marketing activities.
The framework is intended to help organizations navigate the complex process of CLV analysis and deployment.
The document outlines the Business Model Canvas, a strategic management template used to describe, design, challenge, and pivot business models. It contains nine blocks that describe key parts of a business model: key partners, key activities, value propositions, customer relationships, customer segments, key resources, channels, cost structure, and revenue streams. An example is provided that maps these elements for the online photo sharing platform Flickr, owned by Yahoo.
CRM Manufacturing - Birmingham 25th Jan 2012antonioferrin
This document discusses how customer relationship management (CRM) can help manufacturing companies. It defines CRM as "the company's response to the customer's control of the conversation." It explains that CRM focuses on understanding customers, their needs and value to the company. CRM helps manufacturers through initiatives like loyalty programs, customized offers and pricing, and analytical CRM to transform transactional data into customer insights and predictions. The document outlines key factors for successful CRM implementation, such as leadership from business areas, implementing in phases starting with highest ROI, communication, and defining clear metrics.
The document discusses the 80:20 rule, which states that 20% of customers account for 80% of profits. It argues organizations should focus on retaining profitable "true friend" customers by increasing customer lifetime value through frequent communication, prompt issue resolution, and cross-selling. To do so requires understanding customer profitability through metrics like acquisition costs, revenue streams, and recurring costs. The role of the CIO is highlighted as an important enabler who can leverage information technology to gain insights into customer behavior and needs to better target the most profitable segments.
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
Confessions of a Marketing Automation Usergetinfo12345
Marketing automation is a great software tool. To make it shine for everyone, you need to build on solid marketing practices, align with people/groups and employ strong demand generation processes.
The balanced scorecard is a strategic planning and management system used in organizations to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It provides managers with a comprehensive framework to translate an organization's mission and strategy into a coherent set of performance measures. The balanced scorecard complements traditional financial measures with criteria that measure performance from three additional perspectives: internal business processes, customer knowledge and satisfaction, and innovation and improvement activities. It allows organizations to track financial measures while also keeping track of the drivers of future financial performance.
Here are a few steps to make your dream home a reality:
1. Set clear financial goals - decide how much you can realistically afford.
2. Create a budget and savings plan to reach your down payment goal. Even small amounts saved regularly can add up.
3. Improve your credit score to qualify for the best mortgage rates. Pay bills on time and keep credit card balances low.
4. Work with a lender to get pre-approved for a mortgage loan amount. This shows sellers you're serious.
5. Use online tools to research home values in your target area. Know average prices to make a competitive offer.
6. With patience and discipline, your dream home can
The document summarizes the holistic marketing framework presented in the book "Marketing Moves: A New Approach to Profits, Growth, and Renewal" by Philip Kotler, Dipak C. Jain, and Suvit Maesincee. The framework focuses on three key areas: demand management, resource management, and network management. It explores value for customers, competencies for the business, and relationships within collaborative networks to create, deliver, and sustain value for all stakeholders.
Portrait Dialogue can orchestrate customer communications across channels like email, web, mobile, and call centers to optimize the customer journey. It allows businesses to understand customer behavior, predict needs, and automate targeted communications at different stages like onboarding, cross-selling, and retention. The case studies show how Thomas Cook uses it to deliver personalized travel information at different stages, and how Volkswagen Australia uses it to build loyalty among existing customers and prospects.
INSIGHT ACTION
Home
This document discusses predictive customer analytics and Portrait Software's solutions. It describes Portrait's customer analytics maturity model, which progresses from basic reporting and exploration to predictive modeling and real-time decision making. It also highlights how Portrait's tools allow users to understand customer behavior through interactive data visualization, predict outcomes through automated modeling, and optimize interactions in real time.
Portrait Interaction Optimizer is a real-time decisioning solution that provides recommendations for the best next action for each customer interaction. It analyzes customer data and context to determine the right message or offer to engage customers across channels. Case studies showed increases in revenues, customer satisfaction, retention, and cross-selling from optimizing interactions with real-time recommendations.
Word 97 2003 mental fitness danita taylor hw420danita8
Mental fitness involves training the mind through contemplative practices like meditation to influence physiology and health. Research studies show that experienced meditators have increased activity in areas of the brain linked to positive emotions. Other studies demonstrate how mental imagery and thought can control functions of the body like blood pressure. Regular mental training through relaxation techniques can diminish pain and foster overall psychospiritual well-being and integral health.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
This investor presentation summarizes Kimco Realty Corporation, the largest public owner and operator of neighborhood and community shopping centers in North America. Key points include:
1) Kimco has a portfolio of over 930 shopping center properties across the US, Canada, Mexico, and South America totaling over 136 million square feet.
2) Kimco has maintained a stable dividend yield of around 3.9% and investment grade credit ratings.
3) Kimco's portfolio has remained resilient during the recession, with same-property NOI growth and occupancy rates consistently above industry benchmarks.
Putting customer insight into practice, Peter Gadsdon, Lewisham Councillocalinsight
The document discusses using customer insight to drive service improvement in local government. It provides examples of how one local borough in London used various customer insight methodologies such as interviews, focus groups, and usability testing to better understand customer needs, behaviors, and experiences. They used this insight to redesign services and processes in a way that is more customer-centric. The insight was also used to influence staff culture and achieve buy-in for changes. Case studies describe how customer journey mapping and prototyping led to specific service improvements like reducing homelessness.
The document discusses business model canvases and business plans. It provides an agenda for discussing Boost Turku, business model vs business plan examples, and tools for startups. The remainder of the document consists of a template for a business model canvas, which is a visual chart used to develop potential business models by describing key elements including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
The document discusses reframing the concept of "A" in an MBA from administration to ambidexterity. It argues that innovation and efficiency are now the standard in business, so MBA programs should focus on developing students' ability to be ambidextrous - pursuing both innovation and efficiency simultaneously. Several thinkers and concepts are referenced that support developing ambidexterity, such as design thinking, lean prototyping, and maintaining opposing ideas. The document suggests replacing "A" with "H" for heuristics or "A" for ambidexterity to better capture what business education needs to focus on today.
This document discusses developing effective marketing communication strategies. It recommends following a 6 step process: 1) Define a specific business goal, 2) Align a marketing goal to help meet the business goal, 3) Precisely define the target market, 4) Select appropriate communication channels, 5) Develop targeted messaging, 6) Measure performance to improve future efforts. The key is aligning all elements - goals, audiences, channels, and messages - to efficiently meet objectives and maximize results. Measurement ensures strategies and tactics can be refined over time.
This document discusses business modeling frameworks and concepts. It provides the following key points:
- Business modeling focuses on customer priorities, linking competitive advantages to performance measures, and finding future sources of advantage.
- Generic profit models include customer solution profits, brand profits, and value chain position profits. Strategic control points like brands, distribution control, and technology leads protect profit streams.
- Assessing a business model's power considers return on sales, profit growth, asset efficiency, and the degree of strategic control from factors like technology leadership, cost advantages, and customer relationships.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
Navigating Customer Lifetime Value Conundrumgregmgaffney
This document provides a three-phase framework for calculating and using customer lifetime value (CLV).
1) The first phase is to define key parameters like the analysis units, available data, and objectives.
2) The second phase is to develop the CLV model by building assumptions, examining existing customer models, and choosing a modeling methodology.
3) The third phase is to deploy the CLV model by testing it, integrating it into decision systems, and applying it to resource allocation and other marketing activities.
The framework is intended to help organizations navigate the complex process of CLV analysis and deployment.
The document outlines the Business Model Canvas, a strategic management template used to describe, design, challenge, and pivot business models. It contains nine blocks that describe key parts of a business model: key partners, key activities, value propositions, customer relationships, customer segments, key resources, channels, cost structure, and revenue streams. An example is provided that maps these elements for the online photo sharing platform Flickr, owned by Yahoo.
CRM Manufacturing - Birmingham 25th Jan 2012antonioferrin
This document discusses how customer relationship management (CRM) can help manufacturing companies. It defines CRM as "the company's response to the customer's control of the conversation." It explains that CRM focuses on understanding customers, their needs and value to the company. CRM helps manufacturers through initiatives like loyalty programs, customized offers and pricing, and analytical CRM to transform transactional data into customer insights and predictions. The document outlines key factors for successful CRM implementation, such as leadership from business areas, implementing in phases starting with highest ROI, communication, and defining clear metrics.
The document discusses the 80:20 rule, which states that 20% of customers account for 80% of profits. It argues organizations should focus on retaining profitable "true friend" customers by increasing customer lifetime value through frequent communication, prompt issue resolution, and cross-selling. To do so requires understanding customer profitability through metrics like acquisition costs, revenue streams, and recurring costs. The role of the CIO is highlighted as an important enabler who can leverage information technology to gain insights into customer behavior and needs to better target the most profitable segments.
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
Confessions of a Marketing Automation Usergetinfo12345
Marketing automation is a great software tool. To make it shine for everyone, you need to build on solid marketing practices, align with people/groups and employ strong demand generation processes.
The balanced scorecard is a strategic planning and management system used in organizations to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It provides managers with a comprehensive framework to translate an organization's mission and strategy into a coherent set of performance measures. The balanced scorecard complements traditional financial measures with criteria that measure performance from three additional perspectives: internal business processes, customer knowledge and satisfaction, and innovation and improvement activities. It allows organizations to track financial measures while also keeping track of the drivers of future financial performance.
Here are a few steps to make your dream home a reality:
1. Set clear financial goals - decide how much you can realistically afford.
2. Create a budget and savings plan to reach your down payment goal. Even small amounts saved regularly can add up.
3. Improve your credit score to qualify for the best mortgage rates. Pay bills on time and keep credit card balances low.
4. Work with a lender to get pre-approved for a mortgage loan amount. This shows sellers you're serious.
5. Use online tools to research home values in your target area. Know average prices to make a competitive offer.
6. With patience and discipline, your dream home can
The document summarizes the holistic marketing framework presented in the book "Marketing Moves: A New Approach to Profits, Growth, and Renewal" by Philip Kotler, Dipak C. Jain, and Suvit Maesincee. The framework focuses on three key areas: demand management, resource management, and network management. It explores value for customers, competencies for the business, and relationships within collaborative networks to create, deliver, and sustain value for all stakeholders.
Portrait Dialogue can orchestrate customer communications across channels like email, web, mobile, and call centers to optimize the customer journey. It allows businesses to understand customer behavior, predict needs, and automate targeted communications at different stages like onboarding, cross-selling, and retention. The case studies show how Thomas Cook uses it to deliver personalized travel information at different stages, and how Volkswagen Australia uses it to build loyalty among existing customers and prospects.
INSIGHT ACTION
Home
This document discusses predictive customer analytics and Portrait Software's solutions. It describes Portrait's customer analytics maturity model, which progresses from basic reporting and exploration to predictive modeling and real-time decision making. It also highlights how Portrait's tools allow users to understand customer behavior through interactive data visualization, predict outcomes through automated modeling, and optimize interactions in real time.
Portrait Interaction Optimizer is a real-time decisioning solution that provides recommendations for the best next action for each customer interaction. It analyzes customer data and context to determine the right message or offer to engage customers across channels. Case studies showed increases in revenues, customer satisfaction, retention, and cross-selling from optimizing interactions with real-time recommendations.
Word 97 2003 mental fitness danita taylor hw420danita8
Mental fitness involves training the mind through contemplative practices like meditation to influence physiology and health. Research studies show that experienced meditators have increased activity in areas of the brain linked to positive emotions. Other studies demonstrate how mental imagery and thought can control functions of the body like blood pressure. Regular mental training through relaxation techniques can diminish pain and foster overall psychospiritual well-being and integral health.
Perspectives on Sales Leadership - The sales Leadership / Management DilemmaCarpedia Consulting
We recently worked with a highly respected professional services firm where top management was setting the tone for key behavioral change in revenue generation. The company had over the years developed a set of values and a management outlook which had enabled them to grow and become a success story, now operating internationally. Their success was founded on strong operational capabilities and successful client implementations.
In discussions with management, we found that the company had developed a specific management doctrine, where their approach to the basic management processes of plan – lead- organize – and control was replaced by an approach where they provided employees with more freedom to perform.
Este documento proporciona instrucciones en 7 pasos para enviar, abrir y borrar mensajes privados en un foro. Explica cómo enviar un mensaje privado a otros usuarios, cómo abrir los mensajes privados recibidos al hacer clic en un enlace o ícono parpadeante, y cómo seleccionar y borrar mensajes privados existentes.
Marketing is often thought of as a creative rather than scientific endeavor. This document discusses how an FMCG company had Carpedia Consulting review its marketing campaign targeting lower-income consumers to optimize spending. Carpedia analyzed the campaign's goals and targeting, used market research data to identify high-potential areas, and helped refine messaging and placement to significantly increase efficiency and returns. The client benefited from thinking differently about marketing as a science requiring measurable goals and data-driven decisions.
Most companies entering a period of slow growth or recession run for cover. In other words, they make sure that they batten down the hatches and restrict cost intensive activities as far as possible. This also impacts how they run sales. Companies tend to downsize the sales force based on the argument that sales are bound to take a knock during the recession. All sounds good and logical. However, what if you were to take different approach? What if you were to decide that a recessionary period is in fact a good time to shift market share; a good time to expand contacts and a good time to redefine value in the face of what difficulties most companies will face in a downturn? Companies that make a firm decision to use the opportunity presented by the environment may want to follow a process to make sure that they can optimise what they do during the downturn, to capitalize on the opportunities that may still be out there.
This is a useful summary of actions sales leaders can put in place to drive the motivational levels in the business:
- Analyse motivation
- Build motivation
- Getting the best from people
- Rewarding achievement
The document discusses the conversion process in relationship-centered selling. It breaks down the process into connecting, positioning, exploring, and projecting steps. Connecting involves making a good first impression through dress, body language, and language. Positioning is telling customers what you and your company do and how it provides value. Exploring uses questions to understand customers' situations and needs. Projecting is showing customers how your solutions can address the problems uncovered in exploring. The goal is to forge a positive relationship through this process.
Creative Commons licenses provide free and easy-to-use copyright licenses that enable sharing and reuse of creative works. They allow creators to select which rights they reserve, such as allowing only non-commercial reuse or requiring derivative works to use the same license. The licenses cut out middlemen and make it simpler for creators to exercise their rights while enabling widespread sharing and reuse. They consist of human-readable license deeds and machine-readable metadata to help others find works with Creative Commons licenses.
The document summarizes Salwa's activity week trip to Suzhou, China. Some key experiences included taking a rickshaw ride for sightseeing, going on a canal tour to see the many waterways in the rainy city, visiting a silk spinning factory to learn how silk is produced from silk worms and made into various products, seeing Tiger Hill which has a tall old tower and the coffin of its creator, and visiting a children's welfare institution to interact with mentally disabled children and see their performance. The trip provided cultural experiences related to transportation, geography, industry and social welfare in Suzhou.
The document discusses the issue of whether steroids should be allowed in sports. It outlines some of the negative health effects of steroids such as lowering good cholesterol, increasing bad cholesterol, cardiovascular problems, and mental health issues. However, it also notes steroids can help athletes train harder and increase muscle mass, potentially improving their career prospects. The document profiles two athletes, Ben Johnson and Michelle Smith, who were caught using steroids and received bans from their sports. Two YIS athletes are quoted opposing the use of steroids in sports due to issues of fairness.
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service!
Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment.
Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion Carpedia Consulting
1) Carpedia Consulting was engaged by an international systems integration company to help improve their revenue growth. The company discouraged hard selling tactics and relied on delivering value to clients to generate more work, but revenues were flat for 3 years.
2) Carpedia analyzed the company's operations and found that solutions architects who interacted with clients did not see themselves as salespeople and did little to pursue additional opportunities. Implementing dedicated salespeople also failed.
3) The solution developed by Carpedia focused on implementing a process for revenue conversion based around client needs, not selling. This involved restructuring client-facing roles, developing opportunity management processes, and providing workshops on skills like strategic account management, negotiation, and presenting. The
How to survive the future of marketing - Keynote at RODIRECTMichael Leander
The document outlines 7 things needed to survive the future of marketing including having a short attention span, understanding where audiences are overwhelmed with information, and how to cut through the clutter to reach them in an authentic and meaningful way. It also discusses the importance of listening to audiences and gaining customer insights to provide relevant experiences across channels.
The document discusses the evolution of sales from the 20th to 21st century. It notes that customers are now more informed and drive the conversation due to digital technologies. It outlines challenges modern salespeople face like longer sales cycles and high turnover. It then discusses skills needed by 21st century "sales warriors" like asking better questions, collaborating, and leveraging data insights. It emphasizes delivering value to customers through insight, collaboration, agility, and impact with technology. Overall, the document provides guidance to salespeople on adapting to changing customer and digital landscapes.
The Art of the Hand-Off, featured Phone Works founder Anneke Seley and Act-On Software CMO Atri Chatterjee as presenters.
This webinar focused on the handoff of leads between marketing and sales, using a simple formula: “Strategy + Process + People + Technology = Increased revenue results and decreased cost.”
Marketing involves identifying and meeting customer needs in an efficient and profitable manner. It is defined by major organizations as the process of creating, communicating, delivering, and exchanging offerings that have value. Marketing is not just selling, persuading people to buy things, or an exact science - it is the management of customer-centered exchanges. The marketing concept focuses on determining customer needs and wants in order to deliver satisfactory products and services. Relationship marketing prioritizes retaining existing customers through communication and additional offerings over time, while transactional marketing focuses only on single sales.
The document discusses the services provided by IIHT-Friedman Group, a retail consulting and training company with a global presence. Some key points:
- IIHT-Friedman Group was founded in 1980 and offers consulting, training, and other services to retailers worldwide to increase sales and improve customer service.
- Their services include business audits, job documentation, policy writing, accountability systems, and staff evaluations to assess operations and develop customized solutions for clients.
- They have worked with retailers across 12 international markets for nearly 30 years and aim to help align operations with strategies to achieve clients' financial goals.
1. The document discusses putting science into the art of sales through HEED's consulting services. HEED aims to build laser-focused sales organizations through processes that develop the middle 70% of salespeople rather than relying solely on top performers.
2. Research showed that improving strengths is less straightforward than fixing weaknesses, and fixing just 30% of middle performers' weaknesses can yield a 55% increase in sales.
3. HEED's approach involves thorough analysis of sales data and identifying challenges and capabilities, followed by joint work with clients to build, develop, and refine the sales organization through a proven process consulting model.
1. Developing a customer segmentation strategy with targeted offerings can increase sales figures by more than 68% within 6 months.
2. Designing an optimal sales structure and size based on data analysis led to over 53% increased sales year-over-year for one client.
3. Mapping a standardized sales process and continuously optimizing it with insights increased sales by 55% on average across industries.
It's not your grandmother's lean anymore!Business901
The document discusses applying Lean principles to marketing and sales. It suggests that Lean can be used as a knowledge creation model through the Plan-Do-Check-Act (PDCA) cycle. This allows for continuous improvement through frequent small changes rather than massive breakthroughs. The document also discusses mapping the customer decision-making process and matching internal resources to build support networks and sales/marketing teams. Overall it advocates focusing on the customer experience and journey to create purposeful interactions through a system of flexible touchpoints.
This document provides an overview of a Professional Selling course offered at UCLA. The course will take place on Tuesday evenings from June 21st to August 30th from 6:30-9:30pm in room Haines Hall A44. It will be instructed by Mark Stern and Dave Novak.
1. The document provides details about a Professional Selling course including the class number, dates and times, location, and instructors' contact information.
2. The course will cover key topics in professional selling such as gaining commitment from customers, questioning skills, sales processes and call planning, and presentation skills.
3. Additional sections discuss challenges in sales, characteristics of effective selling, costs of sales calls and the sales process, and differences between traditional and modern approaches to selling.
This event will provide Senior Managers, Entrepreneurs, Sales Managers, Human Resources Managers and Recruiters with the knowledge, insights, tools and techniques required to consistently recruit effective salespeople.
This will typically provide greater than 90% hiring accuracy, reduce staff churn by at least 30% and increase average annual sales per salesperson by 20-40%.
The document discusses the evolution of a sales organization. It outlines the organization's mission to connect local consumers and businesses through digital and print offerings. It also discusses the changing sales environment and need for a more diagnostic selling approach. The sales strategy for 2010 focused on retaining, growing, and acquiring customers while preparing for transformation. Tools like increased customer data access and online training were provided to help the sales force adapt to changes. In conclusion, the author outlines improvements made and positioning for growth in 2011.
Paul Shoker discusses key aspects of sales in 4 stages: [1] commodity products, [2] moving up the value chain, [3] further up the value chain, and [4] enterprise-level B2B sales. The relationship with customers progresses from casual to symbiotic. Value delivered ranges from product options to strategic decision making. Successful sales professionals have confidence, know their offerings well, and are flexible and hungry to exceed goals. They also use consultative approaches over common sales cycles.
This document discusses personal selling as a method of promotion. It defines personal selling as direct communication between a seller and buyer to facilitate an exchange. The stages of personal selling evolution are described from order-taking to determining customer needs. Factors that influence customer loyalty and the roles and responsibilities of salespeople are also outlined. The advantages and disadvantages of personal selling compared to other promotional methods like advertising are presented. Metrics for evaluating personal selling efforts, both quantitative and qualitative, are provided.
Solution Selling is a client-focused sales process that helps salespeople identify a buyer's business problem and lead the buyer to conclude that the salesperson's solution will solve that problem. It involves direct contact with prospective buyers and uses tools and techniques to align selling activities with the buyer's purchasing process. Using Solution Selling can increase win rates and revenues by improving opportunity qualification and targeting, having more consultative dialogues, and demonstrating value. It can also reduce costs by shortening sales cycles and improving forecasting accuracy. The process benefits salespeople, marketing professionals, sales support specialists, and sales managers.
This document provides information on how to conduct a customer perception review process to gain true insight into what customers really value about a supplier. The process involves diagnostic planning, interview training, interviews with customers, analysis of the interviews, and developing an action plan aligned with what customers need. Conducting this process enables businesses to understand what customers value at different levels of an organization and align offerings accurately, inform strategy and new product development, and create an effective action plan to improve performance.
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The science of selling white paper
1. The Science
of Selling
opens the The Science of Selling
opportunity
to a
measureable
sales process
Werner Hess
A White Paper
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
2. The sales Introduction
Newcomers to the sales environment may perceive the sales
Newcomers to the sales perceive the sales function to be an activity
process that somehow comes naturally to some people, whilst others struggle
to achieve success.
shouldn’t be a
The Science of Selling de-mystifies the elements of successful
mystery. It selling and reveals approaches, systems and processes that can be
put into place to create a platform for sales success. An essential
should be a element in this science is that the customer is central to all sales
activities. This makes relationship-enhancing processes paramount to
well thought achieving sales.
The Science of Selling looks at –
out, purpose
• Needs and value realisation
designed • Sales systems and processes
• Relationship-centred selling and relationship-based conversion
process that • Key success factors and skills application for enhancing
commitment, improving presence, and widening the scope of
defines how opportunity.
the sales
should
executed.
It’s a simple
fact:
No apparent
need,
No sale!
No apparent
value,
No sale!
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
3. Central to the science of selling are the concepts of needs and value. It’s quite
simple; if you are unable to define a specific need with a potential customer, you
probably won’t be selling anything.
The challenge with the concept of needs, is that it’s not exactly measureable, so that
makes it difficult to put a value to how strong your customers needs are! The needs
continuum is a great tool that enables sales people to envisage the strength or
intensity of a need along the needs continuum.
Introducing the needs continuum…
The concept of needs The needs
Needs:
A need can be described as the difference between an actual and a desired continuum
state, while wants are desires to satisfy needs in specific ways that are culturally
and socially influenced.
The needs continuum:
helps
measure
Low Needs High Needs
needs
Low perception of needs High perception of needs
Low need to act High need to act
intensity
In sales, the conversation with customers revolves around building a strong perception
of the needs, and the need to act
Move the needs line from the left to the
The needs continuum starts off “cold” in other words there is a low
perception of needs.
It is only through effective exploring that needs may become apparent to potential
customers. Many sales people have felt the frustration of simply not getting
anywhere in a sales meeting.
The root cause of that is that their customer’s needs are not clearly apparent.
Getting to the customer needs, means that the measure of needs intensity will move
to the right on the continuum, until the needs are at a “high”. Customers tend to act
when the needs intensity is high.
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
4. Introducing the value continuum…
Customers are unlikely to commit to your offering unless they can see, or at least
calculate the value of your offering. They may have a need, but they also have a
choice to either live with the situation or they can do something about it, i.e. they can
act on the need. The value continuum is a great tool for judging the extent to which
your value proposition aligns with the customer’s perception of value. The customer
will further check the value in terms of ROI and in terms of other options that he may
engage to satisfy the need. Sales people are in essence agents of value!
The value The concept of value
continuum Value: The quality (positive or negative) that renders something desirable or valuable
measures The value continuum:
the level of
Low Value High Value
value Low perception of value High perception of value
appreciation
In sales, the conversation with customers revolves around building a strong perception
of the value
Move the value line from the left to the
A sale is most likely to happen when both needs and value are high. The
customer has a pressing need to be satisfied and he can clearly see and calculate the value
of going ahead and buying your product or service.
The sales person can use the needs and the value continuum to measure the extent to
which the customer is at the ready to buy. Logically, when the needs are high and the value
is high, the sale has a strong chance of going ahead.
Relationship Centered Selling is based on enabling sales people through skills application,
to effectively explore needs and to project the value of buying the product or service. The
benefit if the relationship selling approach is that sales people can follow a step-by step
selling process that enables them to conclude the deal when needs and value are high on
the matrix. The conversion process can successfully be applied to selling in any environment
and be personalised to a company’s particular sales environment.
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
5. Relationship Centered Selling is a program where sales people can learn the
skills of executing the sales process steps successfully. The concept of the
sales conversion process and relationship centered selling is highly adaptable
Acquisition and customisable to all sales situations.
Retention
Penetration The Conversion Process and sales
systems
Most companies don’t actually have a defined sales process in place, and
Identification rely on sales people to make their own way in terms of knowing where to
find customers and how to set up meetings with them. Any opportunity is
Research seen as a good opportunity and often a lot of time and effort goes to
waste chasing deals that are not ripe for conversion.
Classification
Setting up a sales process is much simpler then what most companies
can imagine. In the absence of a specific sales process, a generic version
Targeting
can easily be modified and changed to suit specific go-to market models.
Qualification
Conversion
Registration
The Revenue Eco-System
Acquisition
System
Retention Penetration
System Lead Identification System
Lead Research
Lead Classification
Lead Targeting
Lead Qualification
Lead Conversion
Lead Registration
Shareholder
Value
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
6. What makes this approach specifically effective is that the revenue streams have
been defined. We are therefore able to build specific processes for customer
acquisition, retention and penetration. The process design for acquisition would
normally be different to that of penetration.
Introducing measurability of the sales process….
The sales
pipeline Once a process had been established, the execution elements of the
process become measureable. Lead identification and research
not only probably only moves the sale 7% down the pipeline and once a need
has been established and the value is clear to the customer, then a
has value sale is qualified and can be seen as being 30-80% complete.
to keep This kind of measurability not only makes a lot of sense to the sales
person managing the sale through to completion, but it also has great
sales value to the company in terms of quantifying the sales pipeline in
terms of number of opportunities and the stages to completion. Most
people on sales managers will find the sales pipeline invaluable in terms of
planning, controlling and organising sales focus and activity levels.
track, it’s
also a
valuable Sales Process Planning
The Sales Process Planning Continuum converted into the sales metrics system:
forecasting
tool
ID Researc Segment Target Qualify Convert Register
h
3% 7% 10% 20% 30--------80% 100%
Now converted into measurable Pipeline Goals
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
7. The complex
meeting system is
the most critical
The Golden Hour – The part of the sales
complex meeting system process ….
Sales people often refer to sales meetings with customers as the It is also the part of
“golden hour” and it is indeed in the sales meeting where the
rubber meets the road and the opportunity is either moved
forward to the next step in the sales process, or it falls flat and
the process where
goes nowhere. Not only a lost opportunity, but also a wasted
activity!
sales people are
In general, sales managers underestimate the power of being least prepared for
process ready and being able to use effective communication
skills to move the sale forward. The complex meeting system is a effective execution!
systems focused tool that provides a framework for structuring all
the key meeting steps needed to successfully execute the sale.
In essence the complex meeting system needs to be underpinned by a relationship focus in
order to manage the sale with the best interests of the customer in mind. The system as well
as the process skills needs to be relationship centered.
Introducing Relationship Centered Selling….
We talked about needs and value earlier in this white paper and how sales people should
have the skills of uncovering needs and projecting the value of their offering. In structuring
relationship centered selling, the needs and value continuum forms the basis on which
Carpedia Consulting built the structured meeting system.
The essence of relationship centered selling is to keep the customer in control of where the
sale is going (without the customer actually being aware of it!). The sale is broken down into
defined process steps which again are measureable. The logic applied to the process is
such, that the customer feels in control of the sale and removes elements of “features and
benefits punting” from the process. The relationship centred selling system is also structured
in a way so that sales people can use it as a framework, injecting their own style and content
into the mix.
Sales people detest using a sales methodology that is rigid and makes them come across
stiff and rehearsed. Relationship centered selling provides the framework for setting up the
process so that both the customer and sales person can advance the sale using logical
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
8. Sales people
detest sales process steps and relaxed communication techniques. In fact the process very
effectively uncovers customer’s needs and helps the sales person project the
methodologies value of uncovering the needs sets effectively. In fact we like to talk about
that make customer conversion rather than selling!
them appear
rehearsed and
stiff – The complex meeting system – Relationship
Centered Selling
They would
much rather
use a
framework, High Value
and inject their
own
Concluding
personality
and content Negotiating
into the
system!
Presenting
Projecting
Exploring
Positioning
Connecting
Low Value
High Needs
Low Needs
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
9. Critical Success Factors
Providing sales people with a
structured sales process, using
well defined sales systems and
being able to navigate the
complexities of a complex
meeting may not necessarily
guarantee sales success. Success
is defined by the individual.
Attitude, behaviour and skilful
execution.
Introducing the success matrix…
Attitude
The success matrix has attitude, behaviour and skills at its foundation. Having a
winning attitude that says “can do” and approaching the world with dynamic
enthusiasm and the will to succeed lies in the hands of every sales person. While
attitude is deeply ingrained and can’t easily be changed, behaviour can be changed
tomorrow!
Behaviour
Behaviour is simply putting attitude into action. At its foundation, behaviour is all
about having clear goals and objectives. Clear goals (written & committed to) are
what keeps the individual on track and results focused. The further elementary
behavioural aspect that applies to sales, is to develop a plan to realise the goals and
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
10. objectives. The planning phase should define high value segments and quantify the
number of meetings required to reach the goals. Finally, the plan should include a
clear action plan to drive execution.
Skills & Knowledge
Having the right attitude in place, and engaging in a defined planning process will
only lead to success once sales people are able to apply knowledge and skills to the
interface, in order to convert customers successfully.
Knowledge amounts to the sum total of what is known about the market place,
products, competitive offerings, and sales policies and procedures. Skilful application
of the conversion process (relationship centered selling) is the final element that
ensures individual success.
Sales people capable of combining a great attitude with skilful execution, leads to the
all elusive quality of presence being nurtured. When combining skills with behaviour,
more and more opportunities will open up, and finally, being able to combine a great
attitude with the right behaviours will lead to the level of commitment required to
succeed.
Coaching
Coaching is perhaps one of the most critical elements in
sales effectiveness program implementations. Having
achieved a fairly high degree of measurability in terms of
the systems, processes and skills development, the
No less than 4
opportunity is now there to make coaching work, coaching sessions are
removing some of the subjective elements from the
coaching process and replacing the subjective with required in the 14
quantifiable measures.
week period after
Coaching is a key management imperative providing the
opportunity not only to get out into the market, but also in training or learning
terms of measuring go-to-market model execution.
decay will be 80%!
Managers should take the opportunity to engage with
each sales person in a coaching mode, at least every Don’t waste money
quarter and use measureable coaching tools to assess
progress. on training, if you are
not serious about
coaching!
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
11. About Carpedia Consulting…
Carpedia Consulting is an internationally relevant management consultancy firm, dedicated
to assisting clients to improve sales and profits through the implementation of improvement
programs. Our approach is what makes us unique. The way we design, develop and execute
our programs is hands-on, solutions-based and excellence driven.
Our programs are customized to the needs of your organisation and are designed to ensure
significant and sustainable improvements are made both internally and externally – by the
sales team, for the customer.
www.carpedia.co.za
About Werner Hess…
Werner Hess has spent 20 years of his career in various sales, marketing and leadership
positions with Bayer, Triad Electronics, GE and GE Plastics before serving as managing
director of GE Plastics and Polymerland. Werner’s first experience in the world of consulting
came about when he joined Proudfoot Consulting as Director of Business Development,
which included several international assignments in Europe and the USA, leading sales
effectiveness projects for global clients. Werner’s current company, Carpedia Consulting is
a specialist niche consultancy focused on sales and profit improvement.
Werner’s latest book, The Science of Selling has just been published and reveals
approaches, systems and processes that can be implemented to create a successful sales
platform.
Werner can be reached on: whess@carpedia.co.za
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling
12. Carpedia Consulting (Pty) Ltd
PO Box 1701
GALLO Manor
2052
Building 2
Country Club Estates
Woodlands Drive
Woodmead
Sandton
South Africa
Tel: 27-11 – 258-8813
Fax: 27-11- 258-8511
Mob: 27-82-888-0228
Email: info@carpedia.co.za
www.carpedia.co.za
The Science of Selling is the essential, must-have handbook
for all sales people, in any industry, regardless of one’s level of
experience. Use this book to sharpen your approach and sales
skills even further to maximise your performance and exceed
your sales targets!
Carpedia Consulting (Pty) Ltd – www.carpedia.co.za – The Science of Selling