Thursday, July 28, 2022
Wednesday, July 27, 2022
Friday, March 29, 2013
Sales Vs Marketing
What is the simple difference between Sales and marketing????
Marketing is everything that you do to reach and persuade prospects.
The sales process is everything that you do to close the sale and get a signed agreement or contract.
Marketing is everything that you do to reach and persuade prospects.
The sales process is everything that you do to close the sale and get a signed agreement or contract.
Saturday, December 15, 2012
Time to Leave the Company?
Below is a interesting article i read in
http://blogs.hbr.org/cs/2012/09/when_to_leave_your_company_to_advance_your_career.html?othersrcp=15246&wExp=N
How will you respond when opportunity knocks — and how can you prepare for success once it does?
First, think about why you're considering the change. If it's because you feel like you're not moving forward in your current company as quickly as your peers, don't rush into a new company. Instead start by soliciting what I call the feedback that really counts: how you are perceived by those who make promotional decisions in your company. What skills have you demonstrated? Which do you need to develop? And is there anything holding you back that you need to know about? Talented managers often get frustrated by their pace of career advancement, sign on with a new company, and run into the same problems that were an obstacle in their prior organization.
For example, Frank was a highly-skilled finance manager who advanced quickly early in his career based on his technical knowledge and desire for results. Over the past few years, however, his progress had stagnated, and he missed out on several promotions. Senior executives were encouraging. Hang in there; your time will come; things will open up soon. When he asked why he wasn't getting ahead, his boss suggested that he improve his "communication" skills. This surprised Frank since he prided himself in his ability to speak and write clearly, and communicating to his team had always been a priority. When he probed for specific examples of communications issues, it turned out that Frank was right. His communication skills were fine — it was his inflexible, "my way or the highway" style that was holding him back. According to his peers, he needed to listen better and not get locked into his own position when there were differences of opinion.
Unfortunately, Frank saw this as "playing politics" and an unnecessary impediment to getting things done. Anxious to move ahead, he used his contacts in the industry to find a new position — but ended up leaving his new job after only nine months. The official reason was that he wasn't a cultural fit. On one level this was true, but it didn't address the finer point. Frank had joined a highly-collegial firm that valued collaboration and consensus decision making, and his new peers described him as arrogant and unwilling to learn how the company did things before rushing to try to sell his plans to senior management.
It's usually easier to tackle leadership problems like Frank's in your current company where you know the business and the players than in a new organization where people are less forgiving. Don't underestimate the challenges of trying to address them when you join a new company, since you'll be facing a lot of pressure to learn the ropes, develop a new set of relationships, and produce results fast.
That said, there are certainly times when you should explore the outside job market to increase the pace of your career advancement.
It's probably time to consider moving on if you face one of the following situations:
1) you've been passed over multiple times and have not succeeded in ferreting out the real scoop about the skills you need to display to move ahead; or
2) you are locked in your current position by a long-tenured manager and have been unsuccessful in engineering a move to a new part of the organization.
If that's the case, the company may implicitly be telling you that it's quite happy to see you continue in your current role.
If venturing into the job market as the economy rebounds is on your radar screen, now's the time to take some proactive steps. How strong is your external network? Too often managers focus virtually all of their attention on their companies and become internally focused, thus cutting themselves off from outside perspectives and sources of information. If you're in that boat, get active in industry and professional groups or civic/community organizations that can expand your range of contacts.
Beyond serving as your eyes and ears regarding new job openings, members of your network can help you determine whether a new company would fit well with your style. In what kind of environment do you thrive? Do you prefer a fast-paced company that stimulates a fair amount of internal competition or a more methodical firm that puts a premium on planning and getting everyone on board with new initiatives? Keep in mind that most external searches take four to six months to complete — and then the company gives you a weekend to decide whether or not to accept a job offer. If the time is approaching for you to test the outside market, get out ahead of the curve and build a network that can quickly put you in touch with people who know the new firm and help you know if you'll be part of the 50 percent of new hires who will make it.
http://blogs.hbr.org/cs/2012/09/when_to_leave_your_company_to_advance_your_career.html?othersrcp=15246&wExp=N
How will you respond when opportunity knocks — and how can you prepare for success once it does?
First, think about why you're considering the change. If it's because you feel like you're not moving forward in your current company as quickly as your peers, don't rush into a new company. Instead start by soliciting what I call the feedback that really counts: how you are perceived by those who make promotional decisions in your company. What skills have you demonstrated? Which do you need to develop? And is there anything holding you back that you need to know about? Talented managers often get frustrated by their pace of career advancement, sign on with a new company, and run into the same problems that were an obstacle in their prior organization.
For example, Frank was a highly-skilled finance manager who advanced quickly early in his career based on his technical knowledge and desire for results. Over the past few years, however, his progress had stagnated, and he missed out on several promotions. Senior executives were encouraging. Hang in there; your time will come; things will open up soon. When he asked why he wasn't getting ahead, his boss suggested that he improve his "communication" skills. This surprised Frank since he prided himself in his ability to speak and write clearly, and communicating to his team had always been a priority. When he probed for specific examples of communications issues, it turned out that Frank was right. His communication skills were fine — it was his inflexible, "my way or the highway" style that was holding him back. According to his peers, he needed to listen better and not get locked into his own position when there were differences of opinion.
Unfortunately, Frank saw this as "playing politics" and an unnecessary impediment to getting things done. Anxious to move ahead, he used his contacts in the industry to find a new position — but ended up leaving his new job after only nine months. The official reason was that he wasn't a cultural fit. On one level this was true, but it didn't address the finer point. Frank had joined a highly-collegial firm that valued collaboration and consensus decision making, and his new peers described him as arrogant and unwilling to learn how the company did things before rushing to try to sell his plans to senior management.
It's usually easier to tackle leadership problems like Frank's in your current company where you know the business and the players than in a new organization where people are less forgiving. Don't underestimate the challenges of trying to address them when you join a new company, since you'll be facing a lot of pressure to learn the ropes, develop a new set of relationships, and produce results fast.
That said, there are certainly times when you should explore the outside job market to increase the pace of your career advancement.
It's probably time to consider moving on if you face one of the following situations:
1) you've been passed over multiple times and have not succeeded in ferreting out the real scoop about the skills you need to display to move ahead; or
2) you are locked in your current position by a long-tenured manager and have been unsuccessful in engineering a move to a new part of the organization.
If that's the case, the company may implicitly be telling you that it's quite happy to see you continue in your current role.
If venturing into the job market as the economy rebounds is on your radar screen, now's the time to take some proactive steps. How strong is your external network? Too often managers focus virtually all of their attention on their companies and become internally focused, thus cutting themselves off from outside perspectives and sources of information. If you're in that boat, get active in industry and professional groups or civic/community organizations that can expand your range of contacts.
Beyond serving as your eyes and ears regarding new job openings, members of your network can help you determine whether a new company would fit well with your style. In what kind of environment do you thrive? Do you prefer a fast-paced company that stimulates a fair amount of internal competition or a more methodical firm that puts a premium on planning and getting everyone on board with new initiatives? Keep in mind that most external searches take four to six months to complete — and then the company gives you a weekend to decide whether or not to accept a job offer. If the time is approaching for you to test the outside market, get out ahead of the curve and build a network that can quickly put you in touch with people who know the new firm and help you know if you'll be part of the 50 percent of new hires who will make it.
Brainteaser I
Why are manhole covers round?
Here's how to "solve" this brainteaser (remember to speak and reason out loud while solving this brainteaser): Why are manhole covers round? Could there be a structural reason? Why aren't manhole covers square? It would make it harder to fit with a cover. You'd have to rotate it exactly the right way. The pipes below are also round, so fitting them might be easier, as might be making them. So many manhole covers are round because they don't need to be rotated. There are no corners to deal with. Also, a round manhole cover won't fall into a hole because it was rotated the wrong way, so it's safer. Looking at this, it seems corners are a problem. You can't cut yourself on a round manhole cover. And because it's round, it can be more easily transported. One person can roll it.
-- Read this article in http://blogs.vault.com/blog/interviewing/the-6-trickiest-interview-questions-and-how-to-nail-them/?othersrcp=15243&wExp=N
Here's how to "solve" this brainteaser (remember to speak and reason out loud while solving this brainteaser): Why are manhole covers round? Could there be a structural reason? Why aren't manhole covers square? It would make it harder to fit with a cover. You'd have to rotate it exactly the right way. The pipes below are also round, so fitting them might be easier, as might be making them. So many manhole covers are round because they don't need to be rotated. There are no corners to deal with. Also, a round manhole cover won't fall into a hole because it was rotated the wrong way, so it's safer. Looking at this, it seems corners are a problem. You can't cut yourself on a round manhole cover. And because it's round, it can be more easily transported. One person can roll it.
-- Read this article in http://blogs.vault.com/blog/interviewing/the-6-trickiest-interview-questions-and-how-to-nail-them/?othersrcp=15243&wExp=N
Friday, September 28, 2012
Customer Expectation
What do your customers really want from you? No matter what your industry,
your customers want more than just great products and workable solutions.
What they really want to know is that you--personally--are the type of person whom they can trust to get the job done. Here are the seven things they want to see in you:
1. Independent Thinking
Customers want to know that you'll represent their interests, even it's not in your own financial interest--and particularly when the proverbial chips are down. (Of course, it's your job to make certain that the chips stay up.)
2. Courage
Customers want to know that you can be trusted to do the right thing. They expect you to tell them if buying what you're selling is a mistake, or not truly in their interests. That takes real guts.
3. Pride
The best customers don't want you to truckle and beg. Because they're trusting you to deliver, they want to work with proud, successful people who can handle even the most difficult tasks.
4. Creativity
Customers don't have the time to sit and listen to cookie-cutter sales presentations. However, they always have time for somebody who can redefine problems and devise workable solutions.
5. Confidence
Customers are taking a risk when they buy from you. They both need and expect you to exude the kind of confidence that assures them you'll do what it takes to make them happy.
6. Empathy
Customers want you to see the situation from their perspective. They want you to understand where they are, how their business works, and the challenges that they face--not just intellectually, but in your gut.
7. Honesty
Above all, customers want you to be honest with them. In fact, the previous six values are built upon a foundation of honesty. Without honesty, you have absolutely nothing to offer any customer.
---- Read in a recent mail fwd
What they really want to know is that you--personally--are the type of person whom they can trust to get the job done. Here are the seven things they want to see in you:
1. Independent Thinking
Customers want to know that you'll represent their interests, even it's not in your own financial interest--and particularly when the proverbial chips are down. (Of course, it's your job to make certain that the chips stay up.)
2. Courage
Customers want to know that you can be trusted to do the right thing. They expect you to tell them if buying what you're selling is a mistake, or not truly in their interests. That takes real guts.
3. Pride
The best customers don't want you to truckle and beg. Because they're trusting you to deliver, they want to work with proud, successful people who can handle even the most difficult tasks.
4. Creativity
Customers don't have the time to sit and listen to cookie-cutter sales presentations. However, they always have time for somebody who can redefine problems and devise workable solutions.
5. Confidence
Customers are taking a risk when they buy from you. They both need and expect you to exude the kind of confidence that assures them you'll do what it takes to make them happy.
6. Empathy
Customers want you to see the situation from their perspective. They want you to understand where they are, how their business works, and the challenges that they face--not just intellectually, but in your gut.
7. Honesty
Above all, customers want you to be honest with them. In fact, the previous six values are built upon a foundation of honesty. Without honesty, you have absolutely nothing to offer any customer.
---- Read in a recent mail fwd
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