Sales isn’t just about presenting people with a widget that will solve all their problems. To be an effective salesperson, one has to also understand how to get people to recognize that such a widget will solve specific issues or otherwise grant a buyer some kind of benefit. With budgetary concerns at the forefront of the collective mind, however, actually getting buy-in from a prospective customer can be a complex and multi-layered problem that requires sensitivity and empathy.
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As a new generation of sales professionals begins to make its mark on the workplace, the need for effective mentoring has increased dramatically. As younger people begin to see sales as less of a career and their older counterparts come to it after shifting out of other fields, it’s a novice’s world–and getting the most out of these new professionals requires a large amount of effort up front. Many businesses have recognized this and have begun increasing spending in employee training after a temporary lull during the recession of the late 2000s. According to the 2014 Corporate Learning Handbook, spending on corporate training increased by 15% in 2013 and is trending steadily upward.
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As the children of the baby boom begin to age out of the workplace (to be replaced by their children, the millennials), a major shift in values and skills between these two generations has become apparent. Millennials, born typically between the early 1980s and the start of 2000, have different long-term interests and employment desires than their predecessors. Many small-scale studies and surveys have been conducted that attempt to understand the major components of millennial motivations, and generally these people have a unique set of priorities and expectations for their managers and more experienced coworkers, making the managing of a mixed-generation team a nuanced task.
Continue reading “Sales and Millennials — A Broken Bridge?”
Social media usage has grown to become one of the most pervasive cultural phenomena in America. According to a survey by the Pew Research Group, in 2012 more than two-thirds of Internet users studied participated in a social networking site, with most focused towards Facebook, Twitter, Pinterest, Instagram, and Tumblr. Not engaging in social media, for many businesses, can be a death sentence—especially now that it has become so ubiquitous in the business world. As of 2014, a Social Media Examiner study found that 92% of marketers thought social media was important to their business.
Continue reading “Social Media And Psychology — Why Do People Share?”
There are countless reasons for a business to make certain that all of its customers walk away feeling satisfied. Satisfied customers bring in new business. Satisfied customers are compelled to share their positive experiences with your brand on social media. And most importantly, satisfied customers fuel the economic engine that generates continuous, sustained growth of a product or a service over time. It’s therefore essential that businesses find ways to make sure they have at least met the basic criteria that customers generally set for their own satisfaction.
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With the growth of the Internet has also come a rise in online gaming and the usage of game design principles and theories in digital environments. This general trend has culminated in gamification, a business and marketing strategy that for decades has led to more engaged customers and employees by exploiting simple logic—What is it that drives people to stay interested during games, and how can these principles of reward be applied to keep employees interested in their jobs and consumers interested in engaging with a product?
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Communication with customers has changed fundamentally with the rise of online video tools. When once it took a substantial amount of time, money, and effort to reach customers with a distinctive visual message, now businesses can move out video campaigns in the span of hours.
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With the rise of large corporations has come a new-found ease in sharing, diverting, and burying blame. The more people that are involved with a given project, and the more resources need to be pulled from disparate areas, the easier it becomes to shift blame away from oneself. Sometimes the blame moves to other departments. Sometimes it moves to outside factors completely.
Continue reading “Owning Failure — Accountability at Every Level”
No matter where they look people are told that they can’t. It doesn’t matter what field it’s in; it doesn’t matter what they’re doing. People hear that they can’t be happy without a new gadget. People hear that they can’t lose weight, they can’t work, they can’t succeed.
Continue reading “The Importance of Positivity in Business”
At its core, customer relationship management is a strategic approach to understanding, measuring, and extending the customer-business lifecycle. As much as it involves technological innovation in the way customer transactions are monitored and in the way sales teams perpetuate the use of new data, CRM is typically implemented by mid to upper-level managers whose main concern is profit, which is sometimes treated as an outlying force that is disconnected from the subtle intra-business communications and interactions that make it possible.
Continue reading “Domains for Measuring CRM Efficiency”