Sunday, 30 December 2012

Same story for 2013 fashion style trends

Based on runway and merchandiser previews, the must-have look in 2013 may well be menswear-inspired and tailored, or refined stylish. colours area unit daring and bright, or graphic black and white; materials area unit slinky and smooth, or rough  and hard.

And decide your silhouette: There area unit each short horny minis and long flowing maxis to be had. mark off dressed shorts, jumpsuits and slinky imaginary being robes.

It was mostly an equivalent story for fall 2012 — and spring before that. 2011, too.

“The drawback with trends is that we have a tendency to area unit trended out. … we have a tendency to area unit thus exhausted by overload that we have a tendency to simply don’t have how to method something new,” says trend analyst Marian Salzman, chief operating officer of agency Havas PR North America.

Remember the times once a brand new fashion season meant a brand new must-have and a corresponding closet purge? Out with boy-cut jeans, in with skinnies. Out with skinnies, in with trousers.

Years ago, there was typically one muse World Health Organization dominated the season. If she were a bohemian freewheeler within the spring, she can be a tricky biker chick within the fall. It appeared as if each designer was appeal her at an equivalent time.

Now the models on one catwalk appear to be they were dressed in person by the designer from his or her singular purpose of read. appearance aren’t stagnant, and you'll see tastes evolving — at once there definitely is movement toward subtle, grown-up garments in made jewel tones and sultry touches — however there isn’t a sense that it’s being done demoniacally.

Saturday, 29 December 2012

14 Things Your Hairdresser Won’t Tell You

1. i do know What I’m Doing

I have formal coaching and understand what's going to work well for your hair texture, face form and colouring, thus try and raise a lot of and tell less.

2. Have Some Respect

Don’t solicit from me to “squeeze you in” once I’m already reserved. I’m positive you wouldn’t need your own appointment to be pushed back thus I will slot in some other person.

All my purchasers arasure} equally vital to me.

3. Stop Shouting

I can’t hear what you’re speech over the noise of the hairdryer, thus keep mum and stop barking orders at Maine whereas I’m blow-drying.

4. a bit feeling suggests that plenty to Maine

Tell Maine once you’re glad with the result, and say many thanks on the reply.

5. Sit Straight

Don’t cross your legs or tilt your head once I’m cutting your hair – unless, of course, you get pleasure from sporting Associate in Nursing uneven hair length.

6. You’ll understand once It’s Right

Having lovely hair doesn’t mean it has to be long. a decent haircut is low maintenance and will wonders for your face.

7. try and come back Alone

Don’t bring your youngsters (or your pets) with you. Restless children area unit Associate in Nursing unwanted distraction. If they’re alert on your lap or tugging at your arm, I won’t do a decent job.

8. Sick? keep Home

If you have got a chilly or respiratory disease, please delay your cut. My employees and fellow purchasers don’t need to catch it.

9. Repeat Business will result in Discounts

If you’re a brand new client, I’ll charge you a small indefinite amount a lot of, however can reward loyalty if you’re an everyday – and infrequently scale back the worth after you have a trim, treatment or blow-wave.

10. Arrive on Time

Arrive on time. a bit like you don’t wish to wait, neither do I. Time is cash around here. And if you can’t avoid running late, then please decision ahead.

11. I actually have plenty of consumers

Don’t feel pained if I don’t recall your relationship dilemmas from 2 months agone. And simply because you’re telling Maine details regarding your personal life, it doesn't mean i'll reciprocate.

12. Be Clear regarding Your Expectations

I’m not a mind reader and my plan of a “trim” might not be constant as your own.

13. Don’t Be Tempted to DIY reception

Salon-only merchandise can provide you with a higher and longer-lasting result and won’t injury your hair the maximum amount.

14. My Memory’s Not That smart

Some purchasers say “cut my hair such as you did last time”. I actually have many purchasers. however am I presupposed to remember?

Friday, 28 December 2012

The characteristics of Jennifer’s style

Jennifer’s vogue may be characterised by following:

simple, casual and easy
sporty, however elegant
tight, however not revealing
feminine, however not girly
Her outfits square measure ne'er too busy as she stays faraway from layering. Her outfits consist solely of many things and her main accent appears to be scarves. Her garments square measure terribly tight, however she rarely reveals an excessive amount of skin, that makes her terribly elegant and stylish, however still terribly horny.

The tight jeans and shirts, fitted jackets, and vibrant scarves provide her a contemporary and female, however at constant time refined look, that any lady notwithstanding what age will sport. Her vogue is timeless!

Tuesday, 4 March 2008

7 Reasons Why Your Sales Team Is Not A Sales Force

One of the top gripes companies have on a consistent basis is that their sales team is not selling. To fix that, you need to ask a clarifying question, "Do we have a Sales Team or a Sales Force?" Sales Teams wait around for the sales to happen. Sales Forces generate sales. There is a fundamental difference between these two sales ideologies, and it will affect the overall predictability of your business revenue.

Think about it for a moment. If you are waiting around for a client to call and give you a sale, it is impossible to predict when and how much. Sure companies look at last year's numbers and use that as a gauge of what should be coming in or what is commonly referred to as run-rate, but what if it doesn't? We see this time and again and when those numbers don't come in, there is an awful lot of pain that goes around. You need a force of sales professionals that smash the market with productive revenue generating activity. If you are salivating and wondering how to make this happen, you first need to understand why your Sales Team is not a Sales Force. Through a wealth of experience, we've found that these are the top 7 reasons why the Force isn't with you:

Culture: This is the one that's most important and almost always gets ignored. A culture of accountability, hard work, and results will transform an organization. If everyone is getting in at 9:00, spending the first 45 minutes checking email, sharpening pencils, taking 30 minute coffee breaks, taking 2 hour lunches, spending their afternoon checking Facebook and email and leaving at 4:00, there isn't a lot of time for selling. This is a common occurrence in organizations and instead, creating a culture of selling from the receptionist all the way through sales, operations, finance, HR, up to the CEO is more powerful than anything else you can do. Create a selling culture and the culture will sell!

Set Clear Achievable Targets and Don't Touch Them: If you don't know where the target is, you can't hit it. Targets and commission dictate behavior so if you're wondering why your sales people aren't selling, you might first ask is if you're motivating the right behavior. Clear and concise targets that are motivated by properly structured commissions are going to create results. The targets can be challenging, however, they need to be achievable on planet Earth. For a sales person, there is nothing worse than getting an unrealistic target. It will make them stop before they start. What's worse than that is moving a target after it has set. Amateur organizations set the targets and then penalize the sales force for hitting the goals by moving them higher in-year. This will de-motivate the entire team and you'll watch sales go down the drain. A total culture killer!

Structure: There are so many ways to structure a Sales Force and when you get it right, it's magic. If you get the right people in the right job, they will shine. Don't have your hunters wasting their time farming and don't make a farmer hunt that doesn't have the DNA to hunt. This is just scratching the surface, but getting the right people in the right place is a day-one priority. Also, once you get this structure set, it is OK to tweak but don't change it too often. We experienced a major multi-billion dollar company that decided to restructure the sales force, not one time, not two times, not three times, but four times within an 18 month period. Do you think anyone was concentrating on selling? Set the structure and run with it! Tweak but don't touch.

Rewards: From a used car lot to Fortune 500 companies, there are always going to be companies that destroy their sales force's motivation by having an ambiguous commission plan or constantly tweaking the plan to the salesperson's disadvantage. These sales professionals are selling to make money. Full Stop. When you play with that, you play with your results. Make the commission schedule clear and concise. Remember, this is going to dictate the salespeople's behavior so if you want your sales to go ballistic, motivate them with good commissions based on a plan that is fair, challenging, and easy to understand that tell them how they are going to get paid.

People and Training: Sometimes, you can't turn coal into a diamond no matter how much pressure and heat you apply. It's not that someone has to be born to sell, but if they don't have the inherent skill set and don't want to work hard, they are not going to perform. Selling isn't easy and that's why good commission structures reward the sales professional handsomely for selling. It usually takes a tremendous amount of hard work and the willingness to learn new skills, but it also takes training. If your salespeople don't have enough training to understand how to prospect, propose,and close through a disciplined sales cycle than they are going to either fail or half succeed. If you find your sales are lagging, and you have addressed the other steps in this list, then training is your priority!

Results & Forecasting: This is one of the all time favorites because it is just so easy to fix. Companies that don't track their opportunities on a platform that is easy for Sales to know they are not hitting their targets are asking for failure. This is no different than using a map. If you don't know where you are, where you need to go, how far you have come, and how to get there, how can you ever reach your destination? Sales isn't any different. Get proper tools in place and at this point, there are so many inexpensive options available to do this like,, Zoho and Insightly that you have no excuse. Get it done!

Administrative Nightmare's: This one is easy to see but the hardest to fix. If your salespeople are spending all of their time doing paperwork either before or after a sales, there isn't much time for selling. We witnessed this in organizations both in the US and Canada and in some organizations it was so bad that the entire sales force was frightened of making a sale due to the overwhelming amount of work that would follow. Sales people are there to sell. Take away the administrative burden and get them selling! Remember, selling is a profession and good salespeople are professionals. You wouldn't ask a doctor to fix your toilet so don't ask salespeople to do anything else but sell.
These are the 7 Steps that will surely help turn your sales team into a sales force. Take a look at your organization and see if you have addressed all the steps. If you have and you still aren't getting anywhere, there will be several articles coming out in the next few weeks that discuss each one of these steps to help you more. If after that your team is still not a force, feel free to give us a call and our team will see if we can help.

This article was written by Dominic Mazzone, Managing Partner of Smashbox Consulting.

Wednesday, 13 April 2005

Perks Of Using Specifically Designed Pharma CRM Software

Certainly, there is an unfathomable competition among the giants and middies of pharmaceutical industry. In the technically advanced and eased business conditions, pharma companies are spreading their business areas. Resultantly, the expansion of business requires more attention from the company's management. Things need to be carefully tracked in order to maintain the record of the performance of the company and the individuals, like representatives and managers, associated with the company. Nonetheless, maintaining and securing the records of hospitals, nursing homes, and clinics, where the drugs and services of the company are supplied is also a great challenge for the management body of a pharma company.

Pharma CRM Software

Specifically designed CRM software applications for pharmaceutical companies are profoundly supportive tools for edetailing in pharma sector; these tools let an organization manage its sales records, and enhance the relationships with its clients, like physicians, chemists, and hospitals. Here is how these applications help a pharmaceutical company -

Employee Management - Marketing is the backbone of the drug manufacturing industry. In a single facility, there could be hundreds of sales and marketing professionals. Assigning them the daily task and adjudging their performance may seem like an uphill task for the company management. The CRMs that have been distinctively designed for pharma companies have unique features, which allow the seniors to allot the work and goals to the sale teams and individuals.

Boosting Up the Productivity of Employees - The application enables the company to categorize its employees, based on their performance. By classifying your workers, you can easily spot those who are performing well (they should given bonus); and those who are not performing well (they should undergo an internal training). In both conditions, whether you are giving bonus or providing training, you know, the productivity of your employees is going to get better.

Relationship Management - The abbreviation CRM stands for Customer/Client Relationship Management. The pharma CRM software enables a company to easily organize the details of its clients. It also aids them to enhance the client relations by sorting client types and scheduling client visits, greeting calls, and gifts.

Increase Sales - You can allocate access of the software to your medical representatives. It will help them explain and spread awareness about your products among your clients, which are doctors, chemists, and hospitals. Some CRMs come with in-built feature that endow you to interpret research data, and plan your marketing strategies, based on the collected facts. Further, these applications also facilitate you in calculating the outcomes of your marketing strategies.

Some pharma CRM software tools could make it possible for you to track the performance of your competitors' products.

Author has many years of experience in content writing. He is the most celebrated and acclaimed author in financial sector. His many articles have appeared online and he is cited for his work. Now he is providing information on pharma CRM software and e-detailing in Pharma

Sunday, 6 April 2003

Strategic Selling: The Cockroaches Never Hire Exterminators

Often when you are working with a large group or organization there are many competing agendas as well as internal politics that, as an outsider, you are either not privy to or not savvy enough to fully comprehend. As a thought leader we tend to be somewhat idealistic. Here's my stuff, here's a group that I know I can help. In a perfect world we go off into the sunset together and make the world a better place. It's pretty straight forward. Rarely do we live in such an idealized version of corporate life. It's a simple observation, but one I feel we constantly overlook, especially when it comes to strategic selling: the client's need is only a small factor in the process.

I've recently integrated a question into our enterprise sales process that has helped us better read the existing politics and more importantly win the business. I take a step back and ask who should have been solving this organization's problem in the first place? Sometimes that's an easy question to answer. A marketing problem belongs to marketing; a supply chain problem belongs to the supply chain group. However, many problems are not as obvious when it comes to determining who should have owned it and solved it.

A cockroach clearly knows that there is an infestation, but, the cockroach never calls the exterminator.

After I identify the cockroach in the process I make it a point to figure out how to make that individual an ally. Why do they feel threatened by the enterprise solution we are discussing? Why would they feel that they are to blame or are at risk if we are to move forward? If that doesn't work it's time to figure out who else in the group would hire the exterminator. This is often a senior leader that may not even be aware their team member feels threatened, feels responsible for the problem, and this actually blocks progress.

Once you've identified the issue and had the conversation it's amazing how quickly the tides will turn. Often the leader needs to reassure the cockroach that they have full confidence in him or her and in their abilities. That it's OK to go outside for assistance and that they are entertaining a solution because no one in the organization presents the same expertise and experience that you do as an outsider. In fact, the leader typically would prefer that because as an outsider you are free to speak the truth relative to your observations and what is needed to rectify the current situation.

Always be able to identify the cockroach early in the enterprise sales process. You're an exterminator; if you're selling to the cockroach you are wasting your time and energy.

I enable thought leaders, authors and gurus to monetize their content through books, keynote speaking, the creation of training services and products, and consulting and assessment tools. I start at the strategic stage, define the target market, assist in the creation of the offerings and solutions, and lead business development, sales and marketing of those solutions.

Thursday, 16 May 2002

Irrelevant Leads Vs Canvassing for Prospects - Make or Break or Blame?

And so it begins... you pick up that phone, you dial a number and YES, you get an answer... at the other end of the line an angry, tired from a difficult morning at work individual, who registered on your website because he saw a promotional banner that he doesn't remember, doesn't know what it is that you do and has no interest whatsoever in spending any European, American or Japanese currency on your offering.

On the other hand, online and offline campaigns, a massive pool of media buying options, countless possibilities for lead generation... With online marketing going nuke and the cost of acquiring one lead hovering above your rise or fall, I ask "is canvassing for prospects still an option?"

The general trend is that you still have the option to canvas for prospects. But then the dreaded report comes only to show that a massive percentage of your leads are indeed irrelevant. I named these leads irrelevant, since the term is synonymous with not here nor there, non material and unrelated. Since they have no idea what they've done, why they approached you, don't know who you are, what you do or what you are offering, the term seemed appropriate.

While some people would argue that time well spent is time that makes money which reflects time spent where interested prospects rule, I will tend to disagree. With those irrelevant leads, Sales Reps differentiate themselves from the swarm.

Between these irrelevant leads and the goal of you making a paying customer out of them, lies a far thinner line than most Sales Reps think. This line includes:

- Making yourself relevant to them before they become relevant to you. 
- Spending the same amount of energy as you would on a prospect. 
- Ask questions and understand the lead's surroundings, work, interests to find a connection. 
- Provide information and educate. 
- Send material, links, videos, reading material to gain interest for further follow ups.

and what do you know... ? That report is not so dreaded anymore, is it?

We are living in the era of blaming each other and the same as in every civilized realization, we need to find someone to blame right? So if we've come to agree that canvassing for prospects is bad, who's to blame for "it" happening? Definitely not the irrelevant leads that found a way to crawl into your report and surely not the Sales Rep that has not been educated about what sales are NOT about.

Sales are not just about knowledge and skills. Through time they evolved into a new-fangled monster called Attitude. So ask yourself and determine whether your attitude is to over think and canvass rather than closing one more sale.

To conclude, if you are a Director who promoted a Sales Manager just to fill a role, or a Sales Manager who accepted this role with not enough know how to carry out the task, or a Sales Rep that despite the aforementioned still canvasses to make a sale...

Can you now say "Guilty as charged"?

Originally published on

With almost a decade of Forex experience, allFX Consult focuses on the challenges that are present in all sales/operations departments of established and start-up FX firms.

Our product suite ranges from structuring and/or restructuring complete sales departments, career development and placement of candidates looking to progress in the Forex industry, institutional business introducer's with dozens of deals in our portfolio.