To all the faces I see for 2.5 years, I am grateful for the friendship, work ethics and all the learning I gained throughout the years. This is my first home and will always be a benchmark to all my succeeding ones.
I may not be vocal enough or it might just be my ego getting in the way of my tears but do know that I really will miss everyone and the habit of going to the office and bullying each of you and I will treasure all of my BOC experience.
BMO signing off. 🙂
For the second time this year, I attended a Training; Sales Standard as the title suggests. This training is supposed to standardized the way we are to internal and external clients, our mindset towards our job and how we are as salespeople.
GIVING UP IS FAILURE
If you’re not from Sales, you will never know how hard it is, how much confidence, heavy breathing and guts it took us to even approach you, how hard it is to sleep at night thinking where will I get my next client or how will I reach my quota, how degrading and heartbreaking it is for us when you turn away and reject us.
But being in sales will teach you how to walk straight in heels and keep a smiling face when you reach your client’s office after walking for several miles, how to carry our bag and all your papers and forms in one arm and extend the other to the client, how to amicably get pass the secretary and how to do small talk (though I’m not getting any better at this).
But aside from that, you will learn to be patient, to be persistent, to accept rejections but strive harder, to talk to different sets and groups of people whatever their position is, to hone your presentation skills, to increase your negotiation and influence on your clients, how to handle and carry yourself. — and to know that being in sales is also as important as any other function in a company and take pride in it.
An excerpt from the book, Customer Relationship Management by HBR
Customers are fundamentally changing the dynamics of the marketplace. The market has now become a forum in which consumers play an active role in creating and competing for value.
In this way, managers were able to identify new business opportunities and find new ways to deploy the company’s intellectual assets.
At a minimum, managers must come to grips with four fundamental realities in harnessing customer competence.
1. ENCOURAGING AN ACTIVE DIALOGUE
Companies no longer have a monopoly or even an advantage in information access. Engaging in a dialogue with customers who know what they want requires richer and subtler forms of exchange. A dialogue must evolve – or die. Companies should be able tofind ways to process what they learn from customers so they can bring the dialogue forward and keep the customer’s interest.
2. MOBILIZING CUSTOMER COMMUNITIES
Customers in the new economy are finding it easier to form, on their own, self-selecting virtual communities. Customer communities can exercise a powerful influence on the market. The power of such communities in large measure is from the speed with which they can be mobilized. Word spreads so fast on the internet that people refer to word of mouth as ‘viral marketing’. In the new market, brand positioning evolves with customer’s personalized experiences.
3. MANAGING CUSTOMER DIVERSITY
Consumer’s experiences of a certain product or service are different – therefore their judgment of that product will vary according to their skills, user’s sophistication, privacy and security. Globalization in the marketplace also heightens the variation in customer sophistication.
4. COCREATING PERSONALIZED EXPERIENCES
Customers are no longer just interested with the product but rather, want to shape the experience around themselves, both individually and with with the experts. Customization and Personalization is different. Customization assumes that the manufacturer will design the product to suit a customer’s needs while Personalization is about the customer becoming a co creator of the content of their experience.
The disparity among the Operations and the Marketing Team cannot be kept any longer.
Issues, Faults and Concerns have been raised due to the increasing gap between the two teams.
This afternoon gathered all the Operations Officer, Marketing Officer and the Branch Managers.
The ties have been broken. We are called upon to settle our differences.
Budget has been released. Exceptions and Deviations resolved.
Praying for a prosperous and a bountiful 6 months ahead.
Smokers who saw a cigarette ad that also warned about the risk of smoking bought fewer packs than those who hadn’t seen the warning, unless they were told the packs would be delivered 3 months later.Under those circumstances, people who saw the warning bought 6 times more packs than those who hadn’t seen the warning, says a team led by Yael Steinhart of Tel Aviv University.
– Harvard Business Review
When you’re just beginning to build your portfolio, you’ll have to do it in baby steps. You’ve got to knock on doors, sell your company, its products and services and convince them that you’re credible. And don’t you just hate the added stares that you get once you open a door?
- Heat and Heels
Don’t get me wrong. Heels are a woman’s best friend. It gives you instant height, butt lift, posture and most importantly, confidence. But if you have to go knock on all doors and hop from one building to the next, the heat riles up your irritation. It makes you sweat and melts all the make-up on your face.
- Pretending to smile.
Even if you hate the person in front of you or if you’re just having a bad hair day or you just broke it off with your boyfriend, you have to smile. Even if the person makes you do things beyond your Job Description, you have to smile. Even if your client is demanding.
I’m the type who easily gets discouraged. I have a soft heart and I don’t really have a well full of self worth and confidence. When a client turns me down, I carry it with me for days and months and stomps the little confidence that I have.
Oh Marketing, I have to love you. I have to learn to love you. I have to.
A colloquialism that describes a company using its own products or services for its internal operations.
The basic premise behind “eating your own dog food” is that if a firm expects paying customers to use its products or services, it should expect no less from its own employees. Not using its own products for internal operations may imply that a company does not believe its products are best-of-breed despite its public proclamation of the fact, and that it has more confidence in a rival’s offerings. This could not only have a negative impact on employee morale, but can also potentially turn into a public-relations debacle.