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    5S Can Pave the Way to Lean Success
    Paul Wilson, Managing Director of Aster Training has rolled out many 5S implementation programmes for companies throughout the UK.Paul takes up the story, “Some organisations we work with initially tend to think they have a unique set of problems or operating conditions which would make 5S and the other lean tools difficult to implement. The reality tends to be very different. Once we get over the initial hurdle of the ‘buy-in’ of the management team, progress and improvements can be rapid.The mechanics of 5S implementation
    g deals on the basis of a verbal agreement – no paperwork, doh!
    Not having a proven schedule of activities, not diarising, documenting, tracking or analysing these activities
    Being unaccountable
    Allowing proven selling activities to be shoved aside (eg, not turning up to a networking event because a client called – unless that client is leaving the country, this one is plain dumb because yo
    Free Publicity for Restaurants
    One of the best ways to get a restaurant free publicity is by taking advantage of events and seizing the opportunity. For example, February 5th is Television Weather Persons' Day! Bet you didn't even know such a day existed, but it does, and it can give you free publicity. How? Weather people are the forgotten people at television stations. Deliver one of your specialties at the station. There's a good chance the weather person will be so delighted with the attention, he or she will mention you on the air. Even if they don't m
    So very few small businesses collect and use statistical data about the effectiveness of activities relating to the sales process, and as a result many business owners and sales managers are insisting that their staff undertake activities that are wasting time, and robbing both the company and the sales staff of income.

    Case Study – Real Estate Agency

    A well-known agency insisted that its sales staff spend an hour a day door knocking their neighbourhood, introducing themselves to home owners who might be potential sellers. At the same time it did not insist that telephone contact was undertaken, and nor was there any strategic approach to telemarketing.

    Statistical collection and analysis showed that the door knocking was not an effective use of the sales team’s time, and that more coverage, with better outcomes, could be obtained by having a strategic in-house telemarketing program that developed strong loyalty and public profile.

    Other Time Wasters

    Here is a brief list of other activities that are too inefficient for the sales person to spend time on and/or actually prevent sales staff from engaging in sales activities:

    Hanging around shopping centres handing out pamphlets
    Letterbox dropping
    Sponsorships (unless they are a well-planned strategy, not just a self-contained action)
    Casual drop ins (unless they’re existing clients, and have been scheduled, not just to fall back on because prospecting is seen as the tougher option)
    Giving gifts/corporate souvenirs to people before they even become clients (it’s like a tacky bribe!)
    Doing deals on the basis of a verbal agreement – no paperwork, doh!
    Not having a proven schedule of activities, not diarising, documenting, tracking or analysing these activities
    Being unaccountable
    Allowing proven selling activities to be shoved aside (eg, not turning up to a networking event because a client called – unless that client is leaving the country, this one is plain dumb because you

    Radio Or Television - Is One Better Than The Other?
    Making the most of your media efforts is important to every organization. Even more important is maximizing your profit potential when advertising through radio, television, and other methods of exposure.The two most common forms of advertising consist of radio and television. First off, let's talk about how radio spots can be an effective form of advertising.Radio has many distinct advantages that a media buyer should take into consideration. Radio spots can be had on both local and national levels. This allows targeted
    ts sales staff spend an hour a day door knocking their neighbourhood, introducing themselves to home owners who might be potential sellers. At the same time it did not insist that telephone contact was undertaken, and nor was there any strategic approach to telemarketing.

    Statistical collection and analysis showed that the door knocking was not an effective use of the sales team’s time, and that more coverage, with better outcomes, could be obtained by having a strategic in-house telemarketing program that developed strong loyalty and public profile.

    Other Time Wasters

    Here is a brief list of other activities that are too inefficient for the sales person to spend time on and/or actually prevent sales staff from engaging in sales activities:

    Hanging around shopping centres handing out pamphlets
    Letterbox dropping
    Sponsorships (unless they are a well-planned strategy, not just a self-contained action)
    Casual drop ins (unless they’re existing clients, and have been scheduled, not just to fall back on because prospecting is seen as the tougher option)
    Giving gifts/corporate souvenirs to people before they even become clients (it’s like a tacky bribe!)
    Doing deals on the basis of a verbal agreement – no paperwork, doh!
    Not having a proven schedule of activities, not diarising, documenting, tracking or analysing these activities
    Being unaccountable
    Allowing proven selling activities to be shoved aside (eg, not turning up to a networking event because a client called – unless that client is leaving the country, this one is plain dumb because yo

    How to Grow Your Business by Leveraging the Human Dimension in Your Company - Part Two
    While the first part of the story was setting straight the fundamentals of the Human Dimension, the second part is dedicated to translate this into practical action.Let’s have look at the Human Dimension in your company and what you can do to find the hidden diamonds and use them. It is a down to earth approach with concrete steps to follow coming from the realm of Personal Growth:If you are the owner and/or CEO start to ask yourself these questions:• Do I know where I want to be with my business in 1 year from now?e coverage, with better outcomes, could be obtained by having a strategic in-house telemarketing program that developed strong loyalty and public profile.

    Other Time Wasters

    Here is a brief list of other activities that are too inefficient for the sales person to spend time on and/or actually prevent sales staff from engaging in sales activities:

    Hanging around shopping centres handing out pamphlets
    Letterbox dropping
    Sponsorships (unless they are a well-planned strategy, not just a self-contained action)
    Casual drop ins (unless they’re existing clients, and have been scheduled, not just to fall back on because prospecting is seen as the tougher option)
    Giving gifts/corporate souvenirs to people before they even become clients (it’s like a tacky bribe!)
    Doing deals on the basis of a verbal agreement – no paperwork, doh!
    Not having a proven schedule of activities, not diarising, documenting, tracking or analysing these activities
    Being unaccountable
    Allowing proven selling activities to be shoved aside (eg, not turning up to a networking event because a client called – unless that client is leaving the country, this one is plain dumb because yo

    Treating the Customer Dissatisfaction Epidemic: How to Go Beyond Simply Masking the Symptoms
    Corporations in every sector are spending more than ever before in an attempt to improve their customer service levels. Every year they pour hundreds of millions of dollars into new systems and training programs that promise them the ability to win customer loyalty. Despite their efforts, however, customer satisfaction results continue to fall. Why aren’t these massive efforts paying huge dividends? One would think that by now the organizations that have committed these vast resources would have a large cadre of satisfied, loyal customers,
    ding out pamphlets
    Letterbox dropping
    Sponsorships (unless they are a well-planned strategy, not just a self-contained action)
    Casual drop ins (unless they’re existing clients, and have been scheduled, not just to fall back on because prospecting is seen as the tougher option)
    Giving gifts/corporate souvenirs to people before they even become clients (it’s like a tacky bribe!)
    Doing deals on the basis of a verbal agreement – no paperwork, doh!
    Not having a proven schedule of activities, not diarising, documenting, tracking or analysing these activities
    Being unaccountable
    Allowing proven selling activities to be shoved aside (eg, not turning up to a networking event because a client called – unless that client is leaving the country, this one is plain dumb because yo
    Don't Let The Process Get In The Way Of The Progress
    Procrastination comes in many forms. One of those forms involves simply doing too much preparation before putting something into action. In working with businesses, sports teams, and other groups, I have often used the quote, “Proper Preparation Prevents Poor Performance” – or – “Proper Preparation Promotes Positive Performance.” However, there is always a potential problem of having too much of anything. Too much food can be bad for the figure. Too much walking or running can be bad for the knees. Too much preparation… well, you get
    g deals on the basis of a verbal agreement – no paperwork, doh!
    Not having a proven schedule of activities, not diarising, documenting, tracking or analysing these activities
    Being unaccountable
    Allowing proven selling activities to be shoved aside (eg, not turning up to a networking event because a client called – unless that client is leaving the country, this one is plain dumb because you are killing the goose that laid the golden egg!)
    Turning office time into a social exercise

    How to Assess Activities So You Choose the Most Effective

    There’s only one way, and that’s to know your stats. Have a written plan of your sales activities, schedule them on a very strict basis, track their results, and analyse results regularly. If an activity cannot justify its existence or compete against better-performing activities, drop it like a hot cake!

    If you set this up on a well-formulated spreadsheet it will spit out the meaningful statistics automatically, on a daily basis. Very few companies do this, and that’s why so very few companies actually survive. No-one would argue against the fact that it would be stupid to try to run a company without keeping financial records – and yet the majority of SME’s run their sales team without keeping adequate activity records! They track every dollar and cent, but they don’t track how time is used. Somehow it’s OK for that part of the business to be some kind of black box.

    Very rarely do companies keep the sort of statistical data necessary to develop each sales person’s Unique Selling Equation with precision. The USE that you develop over this day will serve as the basis for concerted action on the part of the sales person, and will need to be refined over the coming months.

    Analyse the data as you collect it, for each person as well as for the whole team. You want to know conversion rates, and the efficacy rates in ratio to each activity. For instance there may be an overall conversion rate of 30% of appointm

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