�ݺ�ߣshows by User: whess

�ݺ�ߣshows by User: whess / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: whess / Thu, 07 Jan 2016 08:48:12 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: whess 100 ways to motivate your people and keep them motivated /slideshow/100-ways-to-motivate-your-people-and-keep-them-motivated/56773147 100waystomotivate-160107084812
This is a useful summary of actions sales leaders can put in place to drive the motivational levels in the business: - Analyse motivation - Build motivation - Getting the best from people - Rewarding achievement ]]>
This is a useful summary of actions sales leaders can put in place to drive the motivational levels in the business: - Analyse motivation - Build motivation - Getting the best from people - Rewarding achievement ]]> Thu, 07 Jan 2016 08:48:12 GMT /slideshow/100-ways-to-motivate-your-people-and-keep-them-motivated/56773147 whess@slideshare.net(whess) 100 ways to motivate your people and keep them motivated whess This is a useful summary of actions sales leaders can put in place to drive the motivational levels in the business: - Analyse motivation - Build motivation - Getting the best from people - Rewarding achievement <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/100waystomotivate-160107084812-thumbnail.jpg?width=120&height=120&fit=bounds" /> This is a useful summary of actions sales leaders can put in place to drive the motivational levels in the business: - Analyse motivation - Build motivation - Getting the best from people - Rewarding achievement

100 ways to motivate your people and keep them motivated from Carpedia Consulting

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0 Market Mapping Blueprints /whess/market-mapping-blueprints carpediamarketmappingblueprints-151204185207-lva1-app6891
Marketers are now able to define geographic areas and super impose an array of detailed, accurate and insightful information to assist in decision making, bench marking, market targeting , new product introduction and market expansion initiatives. We have FMCG clients that have developed applications that help them manage market penetration in clearly defined areas, where they compare the area demographics within retail distribution by retail store, brands positioned, competitor activity and pricing data, to manage market penetration strategy execution. Other companies are more interested in applied programs for bench marking and managing territory performance.]]>
Marketers are now able to define geographic areas and super impose an array of detailed, accurate and insightful information to assist in decision making, bench marking, market targeting , new product introduction and market expansion initiatives. We have FMCG clients that have developed applications that help them manage market penetration in clearly defined areas, where they compare the area demographics within retail distribution by retail store, brands positioned, competitor activity and pricing data, to manage market penetration strategy execution. Other companies are more interested in applied programs for bench marking and managing territory performance.]]> Fri, 04 Dec 2015 18:52:07 GMT /whess/market-mapping-blueprints whess@slideshare.net(whess) Market Mapping Blueprints whess Marketers are now able to define geographic areas and super impose an array of detailed, accurate and insightful information to assist in decision making, bench marking, market targeting , new product introduction and market expansion initiatives. We have FMCG clients that have developed applications that help them manage market penetration in clearly defined areas, where they compare the area demographics within retail distribution by retail store, brands positioned, competitor activity and pricing data, to manage market penetration strategy execution. Other companies are more interested in applied programs for bench marking and managing territory performance. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/carpediamarketmappingblueprints-151204185207-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Marketers are now able to define geographic areas and super impose an array of detailed, accurate and insightful information to assist in decision making, bench marking, market targeting , new product introduction and market expansion initiatives. We have FMCG clients that have developed applications that help them manage market penetration in clearly defined areas, where they compare the area demographics within retail distribution by retail store, brands positioned, competitor activity and pricing data, to manage market penetration strategy execution. Other companies are more interested in applied programs for bench marking and managing territory performance.

Market Mapping Blueprints from Carpedia Consulting

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0 Perspectives on Sales Leadership - The sales Leadership / Management Dilemma /slideshow/perspectives-on-sales-leadership-the-sales-leadership-management-dilemma/55831440 perspectivesonsalesleadershiplr-151204184941-lva1-app6892
We recently worked with a highly respected professional services firm where top management was setting the tone for key behavioral change in revenue generation. The company had over the years developed a set of values and a management outlook which had enabled them to grow and become a success story, now operating internationally. Their success was founded on strong operational capabilities and successful client implementations. In discussions with management, we found that the company had developed a specific management doctrine, where their approach to the basic management processes of plan – lead- organize – and control was replaced by an approach where they provided employees with more freedom to perform. ]]>
We recently worked with a highly respected professional services firm where top management was setting the tone for key behavioral change in revenue generation. The company had over the years developed a set of values and a management outlook which had enabled them to grow and become a success story, now operating internationally. Their success was founded on strong operational capabilities and successful client implementations. In discussions with management, we found that the company had developed a specific management doctrine, where their approach to the basic management processes of plan – lead- organize – and control was replaced by an approach where they provided employees with more freedom to perform. ]]> Fri, 04 Dec 2015 18:49:41 GMT /slideshow/perspectives-on-sales-leadership-the-sales-leadership-management-dilemma/55831440 whess@slideshare.net(whess) Perspectives on Sales Leadership - The sales Leadership / Management Dilemma whess We recently worked with a highly respected professional services firm where top management was setting the tone for key behavioral change in revenue generation. The company had over the years developed a set of values and a management outlook which had enabled them to grow and become a success story, now operating internationally. Their success was founded on strong operational capabilities and successful client implementations. In discussions with management, we found that the company had developed a specific management doctrine, where their approach to the basic management processes of plan – lead- organize – and control was replaced by an approach where they provided employees with more freedom to perform. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/perspectivesonsalesleadershiplr-151204184941-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> We recently worked with a highly respected professional services firm where top management was setting the tone for key behavioral change in revenue generation. The company had over the years developed a set of values and a management outlook which had enabled them to grow and become a success story, now operating internationally. Their success was founded on strong operational capabilities and successful client implementations. In discussions with management, we found that the company had developed a specific management doctrine, where their approach to the basic management processes of plan – lead- organize – and control was replaced by an approach where they provided employees with more freedom to perform.

Perspectives on Sales Leadership - The sales Leadership / Management Dilemma from Carpedia Consulting

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0 Mobile CRM /slideshow/mobile-crm-55831042/55831042 mobilecrmwhitepaperlr-151204183713-lva1-app6892
Mobile Sales and Distribution Solution helps a major South African beer brewer redefine their sales & operations management systems]]>
Mobile Sales and Distribution Solution helps a major South African beer brewer redefine their sales & operations management systems]]> Fri, 04 Dec 2015 18:37:13 GMT /slideshow/mobile-crm-55831042/55831042 whess@slideshare.net(whess) Mobile CRM whess Mobile Sales and Distribution Solution helps a major South African beer brewer redefine their sales & operations management systems <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mobilecrmwhitepaperlr-151204183713-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> Mobile Sales and Distribution Solution helps a major South African beer brewer redefine their sales & operations management systems

Mobile CRM from Carpedia Consulting

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0 Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion /slideshow/stop-pushing-sales-focus-on-the-art-and-science-of-revenue-conversion/55830981 stoppushingsaleslr-151204183528-lva1-app6892
We have just completed an assignment for an international systems integration company handling super-high value projects in the enterprise space. Essentially a professional services business, this company’s revenue growth was a key area of focus particularly in the area of account management and revenue expansion. ]]>
We have just completed an assignment for an international systems integration company handling super-high value projects in the enterprise space. Essentially a professional services business, this company’s revenue growth was a key area of focus particularly in the area of account management and revenue expansion. ]]> Fri, 04 Dec 2015 18:35:28 GMT /slideshow/stop-pushing-sales-focus-on-the-art-and-science-of-revenue-conversion/55830981 whess@slideshare.net(whess) Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion whess We have just completed an assignment for an international systems integration company handling super-high value projects in the enterprise space. Essentially a professional services business, this company’s revenue growth was a key area of focus particularly in the area of account management and revenue expansion. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stoppushingsaleslr-151204183528-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> We have just completed an assignment for an international systems integration company handling super-high value projects in the enterprise space. Essentially a professional services business, this company’s revenue growth was a key area of focus particularly in the area of account management and revenue expansion.

Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion from Carpedia Consulting

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0 Developing high performance sales processes /slideshow/developing-high-performance-sales-processes/10590623 developinghighperformancesalesprocesses-111214090440-phpapp01
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]]> Wed, 14 Dec 2011 09:04:39 GMT /slideshow/developing-high-performance-sales-processes/10590623 whess@slideshare.net(whess) Developing high performance sales processes whess <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/developinghighperformancesalesprocesses-111214090440-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Developing high performance sales processes from Carpedia Consulting

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0 Selling in downturn /slideshow/selling-in-downturn/10590592 sellingindownturn-111214090150-phpapp02
Most companies entering a period of slow growth or recession run for cover. In other words, they make sure that they batten down the hatches and restrict cost intensive activities as far as possible. This also impacts how they run sales. Companies tend to downsize the sales force based on the argument that sales are bound to take a knock during the recession. All sounds good and logical. However, what if you were to take different approach? What if you were to decide that a recessionary period is in fact a good time to shift market share; a good time to expand contacts and a good time to redefine value in the face of what difficulties most companies will face in a downturn? Companies that make a firm decision to use the opportunity presented by the environment may want to follow a process to make sure that they can optimise what they do during the downturn, to capitalize on the opportunities that may still be out there.]]>
Most companies entering a period of slow growth or recession run for cover. In other words, they make sure that they batten down the hatches and restrict cost intensive activities as far as possible. This also impacts how they run sales. Companies tend to downsize the sales force based on the argument that sales are bound to take a knock during the recession. All sounds good and logical. However, what if you were to take different approach? What if you were to decide that a recessionary period is in fact a good time to shift market share; a good time to expand contacts and a good time to redefine value in the face of what difficulties most companies will face in a downturn? Companies that make a firm decision to use the opportunity presented by the environment may want to follow a process to make sure that they can optimise what they do during the downturn, to capitalize on the opportunities that may still be out there.]]> Wed, 14 Dec 2011 09:01:47 GMT /slideshow/selling-in-downturn/10590592 whess@slideshare.net(whess) Selling in downturn whess Most companies entering a period of slow growth or recession run for cover. In other words, they make sure that they batten down the hatches and restrict cost intensive activities as far as possible. This also impacts how they run sales. Companies tend to downsize the sales force based on the argument that sales are bound to take a knock during the recession. All sounds good and logical. However, what if you were to take different approach? What if you were to decide that a recessionary period is in fact a good time to shift market share; a good time to expand contacts and a good time to redefine value in the face of what difficulties most companies will face in a downturn? Companies that make a firm decision to use the opportunity presented by the environment may want to follow a process to make sure that they can optimise what they do during the downturn, to capitalize on the opportunities that may still be out there. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sellingindownturn-111214090150-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Most companies entering a period of slow growth or recession run for cover. In other words, they make sure that they batten down the hatches and restrict cost intensive activities as far as possible. This also impacts how they run sales. Companies tend to downsize the sales force based on the argument that sales are bound to take a knock during the recession. All sounds good and logical. However, what if you were to take different approach? What if you were to decide that a recessionary period is in fact a good time to shift market share; a good time to expand contacts and a good time to redefine value in the face of what difficulties most companies will face in a downturn? Companies that make a firm decision to use the opportunity presented by the environment may want to follow a process to make sure that they can optimise what they do during the downturn, to capitalize on the opportunities that may still be out there.

Selling in downturn from Carpedia Consulting

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0 Lean six sigma customer service /slideshow/lean-six-sigma-customer-service/10590551 lean-sixsigmacustomerservice-111214085811-phpapp01
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service! Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment. ]]>
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service! Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment. ]]> Wed, 14 Dec 2011 08:58:08 GMT /slideshow/lean-six-sigma-customer-service/10590551 whess@slideshare.net(whess) Lean six sigma customer service whess It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service! Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lean-sixsigmacustomerservice-111214085811-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service! Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment.

Lean six sigma customer service from Carpedia Consulting

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0 Marketing spend that drives value /slideshow/marketing-spend-that-drives-value/10590517 marketingspendthatdrivesvalue-111214085527-phpapp02
We recently had the privilege in working with a very successful FMCG company. Our brief was to ensure marketing spend optimisation. The brief included campaign selection, messaging and deployment. This particular campaign focused on the bottom end of the market and specifically Living Standards Measures - levels 1-5. The lower end of the market posed some specific challenges in terms of placement and messaging. The company had done extensive market research to define their actual consumer profiles for the product group and had a significant data base available on specific consumer segments. They also asked us to review and critique the campaign plans and to give them an untainted no holds barred feedback on all aspects of the campaign. Interestingly, the CEO of the company led this initiative and his objective wasn’t to prove marketing wrong, or to decry the work that they had done in the past, but simply to review and understand whether the marketing spend was carefully aligned with brand and sales objectives. In fact, marketing welcomed the initiative as they felt that a constructive critique of their thought processes and execution plans would be useful in terms of improvement endeavours. In this paper, we share some of the approaches that were taken and results that were achieved on behalf of this client. ]]>
We recently had the privilege in working with a very successful FMCG company. Our brief was to ensure marketing spend optimisation. The brief included campaign selection, messaging and deployment. This particular campaign focused on the bottom end of the market and specifically Living Standards Measures - levels 1-5. The lower end of the market posed some specific challenges in terms of placement and messaging. The company had done extensive market research to define their actual consumer profiles for the product group and had a significant data base available on specific consumer segments. They also asked us to review and critique the campaign plans and to give them an untainted no holds barred feedback on all aspects of the campaign. Interestingly, the CEO of the company led this initiative and his objective wasn’t to prove marketing wrong, or to decry the work that they had done in the past, but simply to review and understand whether the marketing spend was carefully aligned with brand and sales objectives. In fact, marketing welcomed the initiative as they felt that a constructive critique of their thought processes and execution plans would be useful in terms of improvement endeavours. In this paper, we share some of the approaches that were taken and results that were achieved on behalf of this client. ]]> Wed, 14 Dec 2011 08:55:25 GMT /slideshow/marketing-spend-that-drives-value/10590517 whess@slideshare.net(whess) Marketing spend that drives value whess We recently had the privilege in working with a very successful FMCG company. Our brief was to ensure marketing spend optimisation. The brief included campaign selection, messaging and deployment. This particular campaign focused on the bottom end of the market and specifically Living Standards Measures - levels 1-5. The lower end of the market posed some specific challenges in terms of placement and messaging. The company had done extensive market research to define their actual consumer profiles for the product group and had a significant data base available on specific consumer segments. They also asked us to review and critique the campaign plans and to give them an untainted no holds barred feedback on all aspects of the campaign. Interestingly, the CEO of the company led this initiative and his objective wasn’t to prove marketing wrong, or to decry the work that they had done in the past, but simply to review and understand whether the marketing spend was carefully aligned with brand and sales objectives. In fact, marketing welcomed the initiative as they felt that a constructive critique of their thought processes and execution plans would be useful in terms of improvement endeavours. In this paper, we share some of the approaches that were taken and results that were achieved on behalf of this client. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/marketingspendthatdrivesvalue-111214085527-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> We recently had the privilege in working with a very successful FMCG company. Our brief was to ensure marketing spend optimisation. The brief included campaign selection, messaging and deployment. This particular campaign focused on the bottom end of the market and specifically Living Standards Measures - levels 1-5. The lower end of the market posed some specific challenges in terms of placement and messaging. The company had done extensive market research to define their actual consumer profiles for the product group and had a significant data base available on specific consumer segments. They also asked us to review and critique the campaign plans and to give them an untainted no holds barred feedback on all aspects of the campaign. Interestingly, the CEO of the company led this initiative and his objective wasn’t to prove marketing wrong, or to decry the work that they had done in the past, but simply to review and understand whether the marketing spend was carefully aligned with brand and sales objectives. In fact, marketing welcomed the initiative as they felt that a constructive critique of their thought processes and execution plans would be useful in terms of improvement endeavours. In this paper, we share some of the approaches that were taken and results that were achieved on behalf of this client.

Marketing spend that drives value from Carpedia Consulting

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0 The science of selling chapter 4 /slideshow/the-science-of-selling-chapter-4/10590455 thescienceofsellingchapter4-111214084903-phpapp01
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]]> Wed, 14 Dec 2011 08:49:01 GMT /slideshow/the-science-of-selling-chapter-4/10590455 whess@slideshare.net(whess) The science of selling chapter 4 whess <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thescienceofsellingchapter4-111214084903-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

The science of selling chapter 4 from Carpedia Consulting

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0 The science of selling white paper /slideshow/the-science-of-selling-white-paper/9456280 thescienceofsellingwhitepaper-110928065721-phpapp02
The Science of Selling describes Carpedia Consulting's approach to making the sales process more measureable, and therefore more manageable.]]>
The Science of Selling describes Carpedia Consulting's approach to making the sales process more measureable, and therefore more manageable.]]> Wed, 28 Sep 2011 06:57:17 GMT /slideshow/the-science-of-selling-white-paper/9456280 whess@slideshare.net(whess) The science of selling white paper whess The Science of Selling describes Carpedia Consulting's approach to making the sales process more measureable, and therefore more manageable. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thescienceofsellingwhitepaper-110928065721-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Science of Selling describes Carpedia Consulting's approach to making the sales process more measureable, and therefore more manageable.

The science of selling white paper from Carpedia Consulting

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0 https://cdn.slidesharecdn.com/profile-photo-whess-48x48.jpg?cb=1643181767 Carpedia work with clients to improve sales and margins by impacting strategy, structure, processes, systems and execution skills. www.carpedia.co.za https://cdn.slidesharecdn.com/ss_thumbnails/100waystomotivate-160107084812-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/100-ways-to-motivate-your-people-and-keep-them-motivated/56773147 100 ways to motivate y... https://cdn.slidesharecdn.com/ss_thumbnails/carpediamarketmappingblueprints-151204185207-lva1-app6891-thumbnail.jpg?width=320&height=320&fit=bounds whess/market-mapping-blueprints Market Mapping Blueprints https://cdn.slidesharecdn.com/ss_thumbnails/perspectivesonsalesleadershiplr-151204184941-lva1-app6892-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/perspectives-on-sales-leadership-the-sales-leadership-management-dilemma/55831440 Perspectives on Sales ...