Wales has gained a reputation for urban regeneration thanks to areas of redevelopment that have taken place where the Welsh coal industry once stood.

Proposals to build at least 10,000 new homes on Green Belt land in Hertfordshire.

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What is your sales organization doing about the current economic downturn? What will make a difference for your company? While the economic forecast may be “uncertain,” it is certain that our customers are reducing their budgets and spending more carefully, forcing their vendors to do the same. This economic challenge will accelerate the adoption of Sales 2.0 from a “nice to have” to a “need to have” philosophy. Companies that continue to sell the way they sold in the past will become less profitable or fail altogether. Customer preferences, the ever-rising cost of sales, and the availability of next-generation technologies are making change mandatory for companies that want to outperform the competition and minimize the impact of the economic slowdown.

What is Sales 2.0?
Sales 2.0 is not a new technology. It is the use of innovative sales practices to improve business results, creating value for both the buyer and seller, and is often enabled by Web 2.0 or next-generation technology. Sales 2.0 initiatives typically center on process and customer-engagement improvements to increase sales productivity. Sales 2.0 practices combine the science of measurable, process-driven operations with the art of collaborative relationships, using the most profitable and expedient sales resources required to meet your customers’ needs. The goal of Sales 2.0 is to produce greater, predictable, repeatable business results, including increased revenue, decreased sales costs, and sustained competitive advantage.

Sales 2.0 initiatives require changing mindset and adjusting sales strategies. A relatively simple Sales 2.0 practice involves selling more through video or web conferencing. This can be done by inside salespeople or by field salespeople who perform more of their jobs from their desks. Selling more efficiently should also mean selling more effectively, as many buyers now prefer to meet remotely via conference calls with video or web conferencing, and salespeople benefit from additional selling time that otherwise would be spent traveling. A traditional sales process that included three or four onsite visits might now have zero or just one face-to-face visit. The financial impact of reducing travel expenses can be significant and is easily measured, but the economics of giving your most expensive sales resources — your field salespeople — additional selling time is even more compelling.

Many products and services, especially those of relatively small to average value, can only be sold profitably with a remote or low-touch sales model. The definition of “small to medium orders” is different for every company, but they are generally those that fall into your bottom 50% in value. If ignored, these mid-market customers or transaction types are missed opportunities for organizations that rely solely or too heavily on a field-based sales model. And when they are sold through field sales, these smaller opportunities can derail focus and drain the organization’s profitability.

Another Sales 2.0 practice uses some “science” to accurately capture key market information and metrics such as average sales cycle, average deal size and sales-cycle conversion rates. By using a defined sales process and data analytics, you can determine how your sales force should be structured and which customers and transaction types justify the assignment of field account executives, inside salespeople, channel partners or no selling effort at all. Data analytics in this sense can range from rudimentary (pen and paper) to moderate (spreadsheets, CRM, and most reporting systems) to advanced (dashboards and on-demand sales intelligence). Rather than simply measuring the final result (revenue), a Sales 2.0 approach measures the effectiveness of every stage in your sales process by salesperson, giving managers the opportunity to provide targeted coaching. Data analytics also can be used to correlate and analyze the specific characteristics of your most profitable customers (size, industries, locations, buyer types, etc.) that produce the most revenue and profit. Sales and marketing leaders can then use this information to fine-tune your sales model and activities to ensure the loyalty of your most valuable customers and find more prospects like them.

How do I begin a Sales 2.0 initiative with limited staff and budget?
A key Sales 2.0 tenet involves experimentation, often through testing new process ideas and piloting new technology. Testing a new sales message, pricing options, new technology, or even a new sales process enables the organization to be innovative with minimal risk. Small pilot programs that use minimal resources enable ineffective ideas to fail on a small scale, while good ones can be rolled out more aggressively.

Becoming a Sales 2.0 organization requires that we proactively adapt and continually improve so we can become closer to our customers and weather the economic storm better than our competitors.

Avoiding the Blame Game Between Sales and Marketing
by Anneke Seley
coauthor, Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology

One of the strategic prerequisites of Sales 2.0 — the use of innovative sales practices enabled by technology — is the alignment of sales and marketing. Organizations often have different executives with separate goals, perspectives, and compensation-plan objectives running sales and marketing. This can lead not only to internal unrest but also to negative customer experiences or perceptions of your company, not to mention poor sales results. Those companies that engineer their organizations to guarantee sales and marketing cooperation, however, achieve both competitive advantage and improved revenue.

One company that exemplifies a high level of collaboration between sales and marketing is newScale (link to newScale.com), a company that offers IT service catalog and service portfolio management software solutions. This is due to the close working relationship and shared compensation-plan targets of the company’s EVP and head of sales, David Satterwhite, and VP of marketing, Mark Hamilton. Their partnership commitment is so strong that they not only co-develop integrated programs and practices, but they also make presentations as a team. These executives’ dedication to collaboration, elusive in many companies, earned them a market-leading position in its field, with more than 1.5 million users worldwide, including 20 percent of the Fortune 50.

David and Mark are evangelists of sales and marketing communication and collaboration at the top level.

They make it a priority.
Both believe alignment has a critically positive impact on both top- and bottom-line results and frees them to focus on making their numbers. They also stress that it is a prerequisite to a healthy and productive company culture.
David and Mark maintain their commitment to alignment by considering each other members of their management teams, attending the other’s management meetings, and holding weekly one-on-one meetings or phone calls. They treat the annual marketing plan as a customer proposal, with sales being the customer, and share staffing and head-count planning.

They develop shared rules of the road.
This includes assuming a positive rather than adversarial intent on the part of the other department, which they model at the highest level, and recognizing that they have a shared ultimate metric of success — revenue growth — on which compensation in both sales and marketing is based.
David underlines the importance of upbeat psychology, as well as personal relationships, in business. By coaching his sales team to give marketing staff the benefit of the doubt when something goes wrong and by helping them resolve conflicts through trust, he avoids hours of management “therapy” and keeps his group focused on sales effectiveness and efficiency.

They leverage each other’s strengths.
David contributes his sales instincts for what produces revenue, understands what motivates his customers to buy and his sales team to sell, and has highly developed skills negotiating and winning deals. Mark is expert at operations, systems, and processes, distilling and analyzing complex concepts, and seeding and growing markets.

They collaborate on designing and implementing sales tools and technologies.
Price lists, closed-loop lead processes, weekly sales tips, win/loss programs, and continual surveys of marketing-program effectiveness are some of the tools the company developed that have passed the sales “sniff test.” Because they are designed by both sales and marketing, they actually get used.
Mark describes the difficulty he faced getting newScale’s sales people to report on lost deals. Sales people like to celebrate successes, not dwell on failures. By documenting the deals they haven’t won, sales people may feel they bring attention to their weaknesses in sales process or skills. When he asked his marketing group to call “lost” customers, though, Mark uncovered a solution to the problem of engaging the sales team. The calls revealed that many customers weren’t lost at all, as they weren’t happy with their chosen alternative solution to newScale’s product. Though newScale’s sales team didn’t win these sales initially, these customers became part of the pipeline a second time through Mark’s calling program. The sales group happily adopted the program when they understood it as a sales campaign that could unearth recycled, newly qualified leads.
Mark also recognized an opportunity to improve lead qualification and pipeline building using products from Genius.com (link to genius.com), but he wouldn’t dream of signing up to try them without running the idea by the manager of David’s deal-development team. Genius’ products truly support a Sales 2.0 (link to phoneworks.com/sales20) collaboration between marketing and sales by allowing reps in both departments to track and act on important data on potential customers (such as who is responding to e-mail messages, and what web pages they are looking at right now and for how long). By including the sales team in the evaluation and decision-making process, Mark succeeded in bringing a valuable sales tool into the company that is enthusiastically embraced by the lead qualifiers.

As customer requirements and economic conditions change, the old way of selling — independently of or in contradiction to marketing efforts — doesn’t work. Sales 2.0, the evolution of the sales function, includes rethinking sales strategy, people, process, and technology. With a business strategy that emphasizes sales and marketing alignment and collaborative planning and execution, companies will stay competitive and achieve sales success.

Anneke Seley is the CEO and founder of Phone Works, a consultancy that helps large and small businesses build and restructure sales teams to achieve predictable, measurable, and sustainable sales growth. As the 12th employee at Oracle, she designed the company’s revolutionary inside sales operation. Her book, Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology, is available at online retailers including amazon.com, bn.com, booksamillion.com, and borders.com. For more information, visit www.sales20book.com.

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Dawn Travel, an innovative leader in the luxury travel and cruise industry, is proud to announce that CEO Cliff Hawk will be a featured speaker at the 2024 Phocuswright Conference in Fort Lauderdale. Hawk will participate in the highly anticipated “New Technology and Startup” panel, sharing insights on the cutting-edge advancements driving the future of travel planning and luxury experiences. Dawn Travel has [PR.com]

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La particularité de notre test, et on est les seuls au monde au moment de la levée de l'embargo de la presse mondiale, c'est que nous avons pu tester la PS5 Pro sur un télévis...

CDC issues health alert to U.S. doctors over subtype of monkeypox spreading in Congo that kills one in ten and is more infectious –Alert warned clinicians to test patients traveling from the Congo for the virus | 7 Dec 2023 | Doctors in the US are being told to look out for a more deadly […]

Biden circumvents Congress, approves $106M ’emergency’ arms sale to Israel | 9 Dec 2023 | The State Department announced on Saturday [a slower news day, of course] that the U.S. government has approved a military sale to Israel worth around $106.5 million, as the Israeli military continues fighting Hamas militants. In a press release, the […]

Mesothelioma Alert out of SpokaneI found an article about new mesothelioma cases in Washington: Mesothelioma Alert out of Spokanemore info hereOriginally Posted on 11/06/2005 21:43:11Content source: http://bobrboobd.blogspot.com/2004_04_14_bobrboobd_archive.html#108196186005978666

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Sumérgete en el arte de la creación de velas y jabones artesanales.

Roman women dressed in bikinis and competing in sports.

Muscle dysmorphia is a condition that may affects teen boys and young men. It is characterized by an obsessive focus on muscle size and appearance.

Determining the right life alert device for seniors or disabled individuals who live alone, have mobility issues, or have chronic medical conditions to ensure safety, independence and peace of mind.

Because of the change in real estate market conditions, more sellers are competing for fewer buyers. So once again, it seemed important to challenge a long-standing "myth" of real estate.

"The initial listing price isn't that important because the price can always be adjusted down later."

Many homeowners believe this.
It is a myth.
Not true.

If most buyers first viewed your house because of a newspaper ad, a magazine, the internet, brochures, or the sign in your front yard, the initial listing price probably would not make a difference. The house would always be "new" to those seeing it.

But most buyers do NOT come to your house because of various types of advertising. That is the another myth.

Sure, buyers call on an ad, they often LOOK at that house, but not always. Once they talk to an agent, they may discover it isn't what they need (or want) at all.

However, they ARE talking to an agent. That agent knows the current inventory and will know of other property that DOES fit their needs.

Those are the properties that buyers look at, and THIS is how most buyers end up looking at your house, too. Because of other agents, not because of your ad.

Hardly anyone buys the house in the ad.

As a result, you need to get other agents interested in your property, and this is where your listing agent comes in...and why a good listing agent is extremely important. The listing agent gets buyer's agents looking at your home.

Those agents have clients who called in on other properties.

Buyer's agents are not swayed by advertising. They look at the needs of the client, where the client wants to live, location, condition, and other details of the property...
And most importantly....
...price.

If your house is overpriced, agents are going to show similar homes that are priced more attractively. Your listing will get passed over.
Agents pay MOST attention to homes newly on the market. There are fewer NEW listings than current listings. It is easier to keep an eye out for what is NEW, compared to the vast number of current listings.

New listings are on the "hot" sheet circulated in real estate offices. The MLS computer identifies new listings. Your listing agent may hire a service to distribute fliers to all the buyer's agents. There are office previews and MLS tours to showcase new listings. A lot of attention is focused on what is NEW.

With agent's looking at newly listed homes so aggressively, a properly priced home gets attention.

An overpriced home gets passed over.

You may be thinking, "But I'm willing to negotiate!"

Buyers aren't thinking in advance about how much you are willing to negotiate. They are comparing your asking price to other asking prices.

Plus, when your house is new on the market, you may not be willing to negotiate as much as you will later, once you've realized your error. Keep in mind that statistics show, quite often, the first offer is the best offer.

So what happens if you overprice in the beginning and get more realistic later?

You don't have all those important Buyer's Agents looking at your listing because it is NEW. A price reduction later in the listing cycle often gets overlooked. It is just one of many listings, not one of a few new listings.

As time passes, you could actually become desperate to sell because you've accepted a new job or because you have already bought a new home.

That is a recipe for receiving lowball offers, so you could end up selling for less than if you had priced the home correctly in the first place.

Agents know this stuff, but many sellers still mistakenly believe they should "price it high" because they can lower the price later, if necessary.

That is not the best strategy.

The company behind the hit true-crime podcast Serial is exploring a sale, according to a person familiar with the matter, putting one of digital audios biggest brands on the market as the medium becomes increasingly popular.

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Here are seven ways you can avoid common virtual sales meeting technology mistakes

1. Prepare meeting attendees in advance with clear instructions
2. Run a tech check
3. Increase your internet speed and bandwidth
4. Choose a reliable meeting platform
5. Invest in quality audio and video
6. Master your platform
7. Have a backup plan

iPod Halo effect Brightnens Mac sales according to an article in the Australian IT News

Apple has made a much larger comeback in Yale student and faculty computing than its 10 to 12 percent national market share would indicate.

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Record and email voice memos using your iPhone or iPod Touch.
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