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Tips for getting in the zone PDF Print E-mail
Written by Donna Rae Smith   
Tuesday, 10 July 2012 08:20

If you’ve ever been in “the zone” at work, then you know what a great feeling it is. Whether it’s while delivering a presentation to the Board or leading a project team to meet a deadline, when you’re in the zone, you know it. There’s a sense of complete alignment. Concentration and energy are at peak performance, and confidence soars.

 

For me, the key to getting into the zone is to tap into positive emotional energy. I think of emotional energy as the “on” button for going beyond what I thought was possible. Here are some of my tried and true methods for making that happen: 

 
Software development: How much will it cost us? PDF Print E-mail
Written by Roy Chomko   
Monday, 09 July 2012 10:38

As a software development firm, we are regularly asked to provide estimates on application development projects. This includes "back of the napkin," rough estimates and full-blown proposals. Our estimates are never 100 percent correct. They can't be. That is the nature of software and application development. Like any project where you are taking something from concept to reality, we can never accurately say to the hour or dollar how much a project will take.

 

This is known by some as the cone of uncertainty.

 

In software development projects, the evolution of the application begins as an idea that is then further refined, agreed upon, designed and developed to completion. The cone of uncertainty speaks to the fact that in the beginning, what your idea is and what perhaps other people in the room think your idea is (read developers or consultants) are very different from each other. But as the project progresses, everyone's understanding of what the application will do gets progressively closer together.

 
4 steps to a successful sales turnover PDF Print E-mail
Written by Marvin Montgomery   
Monday, 09 July 2012 09:47

 

One of the many selling techniques that I learned during my 17 years at J. B. Robinson Jewelers was the art of bringing a second person into a sale when you felt you were not able to close. We called it “turning over.”

 

Today’s equivalent would be “team selling.” The belief is that you are not going to close every sales situation that you are involved in for a variety reasons – including maybe they just don’t like you.

 

If your salespeople have the philosophy “If I can’t close it, nobody can,” I guarantee that you are losing sales.

Last Updated on Monday, 09 July 2012 12:08
 
Triumphant transactions: It’s more than economics; it’s the life you desire PDF Print E-mail
Written by Dan Lubeck   
Tuesday, 03 July 2012 10:02

 

The sale of a private company typically is a life-changing event for the stakeholders. Its impact transcends multiple aspects of the sellers’ lives — finances, time and balance to name a few.

 

For investors in privately held companies, recognition and incorporation of these factors is fundamental to success. It enables the investor to structure transactions that meet the needs of the sellers and that have realistic post-closing expectations.

 

As important as this is to the investor, we believe it is equally important for the selling stakeholders. Sale transactions have a much higher likelihood of closure and success when the sellers have a clear vision of their personal goals in the transaction. We want sellers to describe the lives they desire at the close and after — their true aspirations. A successful sale structure will address those aspirations, while also meeting the needs of the investors and debt providers.

Last Updated on Tuesday, 03 July 2012 10:08
 
Sales managers: Are your sales people fundamentally lazy? PDF Print E-mail
Written by Dave Harman   
Monday, 02 July 2012 09:02

Left to their own devices, would your salespeople do just enough to get by:

  • to give the illusion of being busy, perhaps in an attempt to justify the size of the investment the company has made on their behalf?
  • Or, would they go the extra distance – do whatever it took to attain department goals and contribute to the accomplishment of company initiatives?

If your company is like most, you have salespeople who fall into both groups.  So, what distinguishes those in the “do-whatever-it-takes” group from those in the “do-enough-to-get-by” group?

Last Updated on Monday, 02 July 2012 09:23
 

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