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Casual Articles - Are You Struggling To Hit Your Revenue Targets For High-Value Services?
While the internet may offer a tremendous amount of information, both on individual franchise opportunities and on franchising in general, anyone who is seriously thinking about becoming a franchisee will not be satisfied with that information alone. Opening a franchise requires an enormous commitment, both of finances and time, and only a fool would enter into such an undertaking without examining each of its aspects in advance.What A Franchise Consultant DoesA franchise consultant can be one of the best means for providing the most recent information on the franchises in which you are interested. Your first meeting with a franchise consultant will focus on your financial situation, business experience, and expectations about running a franchise business.The majority of franchise consultant companies have already examined the local franchise opportunities, and will be able to assess those which are the best fit for you. A franchise consultant will even be able to match your potential as a franchisee to franchising options of which you were not aware. And a franchise consultant will guide you in clarifying your business objectives.Because a franchise consultant firm will have prior relationships with franchisors, it will be able to smooth the franchising process. Giving you a concise picture of the financing and business experience required by various franchisors,
#1 What's the biggest mistake in strategic account management?
Put simply, the biggest mistake I see is too much emphasis on the attributes and capabilities of specific individuals at the expense of
Interviewing? Carry a portfolio of goodies to win the job.No, I don’t mean candy or sweets. When you go on an interview you should have some idea of what the prospective employer is looking for and what the job duties are going to be. This is what they are planning on buying from you. The skills necessary to perform the job are what you are selling. Take some examples of your skills and achievements with you on the interview. As a recruiter with 30 years experience I can tell you that this one suggestion will turn at least half your interviews into job offers.You can talk all you want about your skills and abilities, but the clincher will be to pull out some examples of your work. Copies of reports, memos, presentations, and a nice list of references will make your interview stand out and will get you remembered as the one candidate with show and tell materials that prove he or she can do the job. This article is about how to set up your Portfolio of Achievements.Start with a three ring binder with a white cover with your name inside the plastic sleeve. Inside put in a dozen clear sheet protectors. Insert your materials into the sheet protectors. For a person with a few years of experience you could have a binder with a ? inch or ? inch back. More than that and you are pushing the interviewer’s patience.I suggest the following items in your portfolio: A fresh copy of your res
“I can guarantee that your investment in time in reading the answers to the following key questions will help you deliver an immediate performance improvement in your strategic account management. Bottom-line you will enjoy greater revenues sooner than you thought possible with a great deal less effort J
My very best wishes for your future success and prosperity” John.
Q#1: What's the biggest mistake in strategic account management? (And how can we avoid it?).
Q#2: What's the one thing we should do first when it comes to strategic account management?
Q#3: What have you done differently that has resulted in success?
Q#4: Give us 5 quick tips about strategic account management?
Q#5: What's the easiest thing I can do right now to see results in my strategic account management?
#1 What's the biggest mistake in strategic account management?
Put simply, the biggest mistake I see is too much emphasis on the attributes and capabilities of specific individuals at the expense of
It used to be that we poor, run-ragged employees could routinely expect ongoing intimidation from our bosses for a long litany of reasons, quaking in our boots those bleak mornings when we had to call in sick (even when legitimate!), quivering at the knees while pleading for a much-deserved, long-overdue raise, wishing for simple praise for a job well done but winding up instead with “constructive” feedback. Even taking time off for a joyous trip to the dentist or (God forbid!) picking our children up at school might provoke visions of the gods raining hellfire down upon us the very moment we dared to asked for permission.So my, my, my, how times have changed! Now it’s employers and bosses who wrestle with such delicate issues of communication. Today it’s they who carefully phrase their wishes and requests to employees, lest the best and brightest (even the so-so!) get upset, belch brimstone, storm out the door. Certainly if it’s you who are today waging this very battle yourself, I realize you would love it if I could offer you some kind of answer to help you out. And I am, but am also certain my advice will be somewhat unexpected: try a little understanding and acceptance!Look around at the entire business community for a moment with a wider-focus lens than usual to help you look. Here’s a truth: What goes around, comes around. Karma is currently in full swing. Sweet revenge is in the ai
My very best wishes for your future success and prosperity” John.
Q#1: What's the biggest mistake in strategic account management? (And how can we avoid it?).
Q#2: What's the one thing we should do first when it comes to strategic account management?
Q#3: What have you done differently that has resulted in success?
Q#4: Give us 5 quick tips about strategic account management?
Q#5: What's the easiest thing I can do right now to see results in my strategic account management?
#1 What's the biggest mistake in strategic account management?
Put simply, the biggest mistake I see is too much emphasis on the attributes and capabilities of specific individuals at the expense of
Capturing them with ControversyI’m not saying that you should be controversial for the sake of it. In fact, controversy may be the last thing that you want. But let’s face it, controversy sells!John McEnroe, Kate Moss, Dan Brown, The Rolling Stones, George Galloway, Eminem, Kurt Cobain, Apple Macintosh - are all examples of controversial or converse brands that sell. They are (and were) unusual in different ways, and they use their idiosyncrasies to lead the market and sell their products. Some of the examples are modern, other less so, but the list goes on and on. And now it seems that wherever you look there is some kind of tabloid-friendly controversy that matures and turns into an investment fund for those lucky enough to be involved. As you will know, no publicity is bad publicity!Rolling Stoned gathers no MossLook at Kate Moss. Not an overly taxing chore I will admit. Her alleged forays into the world of illegal drugs have arguably strengthened her brand image. She is undoubtedly more of a star now than she was before. Call me controversial, but I would not criticise her for that.The tabloid sensation that chased her, after The Daily Mirror (UK Press) gained an exclusive series of photographs, was swiftly followed by heavy contract losses (H&M, Rimmel and Chanel) and significant financial upset.“THE Daily Mirror today
Q#1: What's the biggest mistake in strategic account management? (And how can we avoid it?).
Q#2: What's the one thing we should do first when it comes to strategic account management?
Q#3: What have you done differently that has resulted in success?
Q#4: Give us 5 quick tips about strategic account management?
Q#5: What's the easiest thing I can do right now to see results in my strategic account management?
#1 What's the biggest mistake in strategic account management?
Put simply, the biggest mistake I see is too much emphasis on the attributes and capabilities of specific individuals at the expense of
I spent over thirty years of my life as an advertising consultant and I must say it’s been an amazing experience. I’ve met terrific businesses, people, and made many friends. But the single most reward was the knowledge I gained from all their stories. These interactions made me a better consultant as I was able to pass this insight onto my clients. Yet, this alone, did not make me a good consultant. Rather, it was my attitude toward the customer.Sure, I did the usual job of researching the business, asking all the: who, what, where, why, and how questions that were expected of someone delving into their background. I also uncovered all the features and benefits of the product or service, Above all that, I had a goal of actually helping the client succeed. This simple plan is the basis for everything that was to follow. It’s not as obvious as it appears.A consultant is in business to make money. They get paid for their time, talent, and expertise. They are sought out as a physician might be to cure an ailing relative. They provide solutions to problems and long-term treatments. But they can also be greedy. It’s like the mechanic asked to fix a car that manages to also find ten other troubles that you never noticed or probably don’t need attended. The best consultant is one that listens to the client and makes recommendations based u
Q#3: What have you done differently that has resulted in success?
Q#4: Give us 5 quick tips about strategic account management?
Q#5: What's the easiest thing I can do right now to see results in my strategic account management?
#1 What's the biggest mistake in strategic account management?
Put simply, the biggest mistake I see is too much emphasis on the attributes and capabilities of specific individuals at the expense of
Employee retention matters to all companies, for many different reasons. A high turnover of employees not only results in a loss of skills, a waste of training time already spent but also indicates something wrong within a company that might need addressing.Turnover levels vary between different industries, and labor turnover in occupations such as call centers and the retail industries might not be so critical to a company as in the scientific, engineering and manufacturing industries. Higher rates of employee movement occur in areas of low unemployment, as would be expected, and varies according to geographical area.In a business where experience is valuable, a high turnover of staff can be damaging. This experience could be of the product, of the suppliers or of customers. Examples of these three are in motor car manufacture, or even motor racing, fine chemicals where a knowledge of raw materials is essential and the insurance industry where customers have their favorite sales people.If you lose your best mechanic, chemist or salesperson then you will not be able to easily replace them. It is an inability to quickly replace lost trained and knowledgeable staff that can seriously damage your company, especially if those that leave you join one of your competitors. It is very important, therefore, that you look at the reasons why employees leave companies and try to do somethin
#1 What's the biggest mistake in strategic account management?
Put simply, the biggest mistake I see is too much emphasis on the attributes and capabilities of specific individuals at the expense of not having a powerful and straightforward sales process and model. The most effective strategy for increasing your overall revenues boils down to systematizing the decision making, priority setting and behaviour of high performers across the bulk of your sales organization.
Clearly having high-performing sales people and motivating them is an asset to any organization, they are going to deliver for you come what may (perhaps you have a bigger issue keeping these “rainmakers” than improving their performance. Let's be frank, the performance improvements in your star performers are likely to be marginal.
And at the other end of the scale amongst your 10%-20% of poor performers - you should try your best but you're unlikely to “move the dogs out from the kennel”. The greatest impact on your overall revenues can be achieved by lifting the performance of the 60%-80% of “core performers” in the middle who constitute the bulk of y
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