Search results for ""Author Ken Langdon""

Book SynopsisThe sales function is the front-line of any business. Keeping up with the latest sales techniques is essential, as well as ensuring you have a motivated, incentivised and focused sales team well-versed in the basics of selling, from identifying new prospects and getting repeat business to closing the deal. This module gives essential insight into all the key sales drivers such as account management, handling complex sales, selling services, FMCG selling, customer relationships and self-development for sales people.Table of Contents Introduction to ExpressExec v 12.05.01 Introduction to Account Management 1 12.05.02 Definition of Terms: What is Account Management? 5 12.05.03 The Evolution of Account Management 15 12.05.04 The E-Dimension in Account Management 29 12.05.05 The Global Dimension in Account Management 37 12.05.06 The State of the Art in Account Management 47 12.05.07 Account Management in Practice 63 12.05.08 Key Concepts and Thinkers in Account Management 85 12.05.09 Resources for Account Management 93 12.05.10 Ten Steps to Implementing Account Management 101 Frequently Asked Questions (FAQs) 121 Index 123

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Book SynopsisFast track route to mastering the skills needed for evaluatingreturn on investment Covers the key areas of return on investment, from cost benefitanalysis and risk analysis to accounting techniques and thebalanced scorecard Examples and lessons from some of the world's most successfulbusinesses, including oil and telecommunications giants, and ideasfrom the smartest thinkers, including Mack Hanan and WarrenBuffet Includes a glossary of key concepts and a comprehensiveresources guideTable of ContentsIntroduction to Express Exec Introduction Definition of terms: What is Return on Investment? Evolution of Return on Investment The E-Dimension The Global Dimension The State of the Art In Practice: Three Examples Key Concepts and Thinkers Resources Ten Steps to Evaluating Return on Investment Frequently Asked Questions (FAQs) Index

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Book SynopsisAt last, the secrets of the real sales wizards are revealed in this inspirational book. Here are 100 failsafe tips, techniques and ideas for driving your sales up and up and smashing your targets. The ideas are drawn from sales masters from a variety of backgrounds and sectors, providing a heady mix of the best up-to-date and original sales tactics. Series was previously exclusive to WH Smiths – very successful selling x copies – now available throughout trade and direct channels. Practical and fun to use – simple and unique format. Great advice mixed with a dash of irreverance. Table of ContentsBackground. Introduction. Contributors. The Top Two Greatest Sales Ideas of All Time and Five that Make Them Useable, Plus the Start to Selling Value. Idea 1 – Never interrupt a customer to make a point. Idea 2 – Focus on milestones and progress targets. Idea 3 – ABC: Always Be Closing. Idea 4 – STEP: Signal The End Point. Idea 5 – SMART: Stretching, Measurable, Achievable, Related to the customer and Time-targeted. Idea 6 – Listen to and learn from other people’s jargon. Idea 7 – Understanding the real need. Idea 8 – Remember that nobody said life was easy. Idea 9 – Start thinking about selling value. The Ten Greatest Sales Ideas for Creating Interest. Idea 10 – Use surprise to demonstrate technological excellence. Idea 11 – Use surprise to get people to read your mailshot. Idea 12 – Keep your marketing up to date with real trends. Idea 13 – Follow the right fads. Idea 14 – Use technological progress in every part of your marketing effort. Idea 15 – Make sure new products fit the brand name. Idea 16 – Make your friends your customers. Idea 17 – The old ones are sometimes the best ones. Idea 18 – Use your own money to sell your goods. Idea 19 – Use channels. The Ten Greatest Sales Ideas for Establishing Need. Idea 20 – Avoid a major gaffe. Idea 21 – Ask your customers about their business case. Idea 22 – Think like a fish. Idea 23 – Don’t push if he doesn’t want it. Idea 24 – Make the product irrelevant to the sale. Idea 25 – Don’t miss the main need. Idea 26 – Use endorsements. Idea 27 – Make sure you want as well as need the business. Idea 28 – Where there is a need there is an opportunity. Idea 29 – As a last resort take action to create the need. The Seven Greatest Sales Ideas for Selling Through an Agreed Basis of Decision. Idea 30 – Break the basis of decision into three points. Idea 31 – Use the basis of decision to establish need. Idea 32 – Use the basis of decision in making written proposals. Idea 33 – Use the basis of decision to handle price objections. Idea 34 – Use the basis of decision to discuss wins and losses. Idea 35 – Identify real ‘value for money’. Idea 36 – Prove that the customer is getting ‘value for money’. The Eight Greatest Sales Ideas for Presenting Your Case. Idea 37 – Make sure the whole team is talking to customers. Idea 38 – Present yourself well. Idea 39 – Look at payment from the customer’s point of view. Idea 40 – Target the decision-maker. Idea 41 – If someone says they are a poor presenter, believe them. Idea 42 – Present the numbers in a way that suits the customer. Idea 43 – Use the cup of coffee close to present to a committee. Idea 44 – Don’t get mugged by politicians. The Five Greatest Sales Ideas for Remembering that There is Always a Way. Idea 45 – Remember there is always a way (1). Idea 46 – Remember there is always a way (2). Idea 47 – Remember there is always a way (3). Idea 48 – Remember there is always a way (4). Idea 49 – Remember there is always a way (5). Idea 50 – Remember there is always a way to make a gaffe. The Four Greatest Sales Ideas for Selling in a Small Retail Outlet. Idea 51 – Treat your customers as what they are – your purpose in life. Idea 52 – Count your customers. Idea 53 – Diversify carefully. Idea 54 – First run a pilot. The Six Greatest Sales Ideas for Dealing with Difficult Products and Markets. Idea 55 – Use physical attractiveness to sell rubbish. Idea 56 – If at first it succeeds, sell it again and again. Idea 57 – Obey the rules of supply and demand. Idea 58 – Use television to cash in on fear. Idea 59 – Look out for different cultures. Idea 60 – Don’t make people want their own back. The Seven Greatest Sales Tips for Salespeople. Idea 61 – Learn to read upside down. Idea 62 – Learn to read from the side. Idea 63 – Don’t fall for the ‘We’ll book your air ticket’ ploy. Idea 64 – Make your customer want to solve your problem. Idea 65 – Don’t overplan. Idea 66 – People buy from people. Idea 67 – ‘It’s about the customer, stupid’. The Six Greatest Sales Ideas for Planning a Complex Sale. Idea 68 – Get the timing right. Idea 69 – Set a stretching campaign goal. Idea 70 – Check sales campaign goals with the customer. Idea 71 – Use a structured campaign planning process. Idea 72 – Go through a structured campaign planning process step-by-step. Idea 73 – Drive a campaign plan from an assessment of the customer’s business issues. The Four Greatest Sales Ideas for Qualifying Out Proactively. Idea 74 – Use a very direct approach by asking a hard question. Idea 75 – Ask a logical and serious business question. Idea 76 – Ask the prospect to do something. Idea 77 – Use the ‘obvious decision’ ploy. The Three Greatest Sales Ideas for Closing the Deal Softly, Softly. Idea 78 – Use the trial close. Idea 79 – Use an alternative close. Idea 80 – Use the mouth of babes.

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Book SynopsisThe sales function is the front-line of any business. Keeping up with the latest sales techniques is essential, as well as ensuring you have a motivated, incentivised and focused sales team well-versed in the basics of selling, from identifying new prospects and getting repeat business to closing the deal. This module gives essential insight into all the key sales drivers such as account management, handling complex sales, selling services, FMCG selling, customer relationships and self-development for sales people.Table of ContentsIntroduction to ExpressExec. Introduction to Complex Sales. What is Meant by Complex Sales? The Evolution of Complex Sales. The E-Dimension of Complex Sales. The Global Dimension of Complex Sales. The State of the Art - Winning Complex Sales Campaigns. Complex Sales in Practice - Qualifying the Prospect. Key Concepts and Thinkers. Resources. Ten Steps to Winning Complex Sales Through People. Frequently Asked Questions. Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction to Training and Development Finance. Training and Development Finance: What does Managing Training and Development Finance Involve? The Evolution of Training and Development Finance. The E-Dimension. The Global Dimension. The State of the Art. Managing Training and Development Finance in Practice. Key Concepts and Thinkers. Resources. Ten Steps to Managing Training and Development Finance. Frequently Asked Questions (FAQs). Index.

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Book SynopsisIt is a fact of business life that most managers are promoted into their first management job with hardly any training. And if they get promoted again, guess what? The same thing happens again. Managers are basically expected to work out how to do a new job by reacting to the pressures the role puts on them. They can ask questions to begin with, of course, but by the time they have been in post for a while they find it difficult to reveal their ignorance or lack of skills to other people.So, they look for a book that:? * Is a one-stop shop, they don't want to buy a book covering each individual aspect of their work, they want it in one place * Is not too academic or clever, you don't need Drucker on Globalisation when you are trying to make a decision whether or not to hire someone in the Paris office * Gives hard practical advice built on experience rather than management theory * Works * Is accessible and easy to use * Is simple and practical to implement tomorrow! 100 Business FAQ's is just that book. It gives step-by-step solutions to sensible questions such as, 'What exactly is in a strategic plan?' and 'How do you do risk assessment?'This book is not a once-only read, it will become your business bible - to be used in anger from day one and referred to throughout the rest of your careerThe book also gives practical answers to important questions such as 'How do I gain influence with my boss's boss without annoying my boss?' Answer:First make sure that your boss thinks that other people believe that your good ideas are his. Then make sure that your boss's boss knows that both your good ideas and your boss's good ideas are really yours. Remember that success has many parents while failure is an orphan.Table of ContentsIntroduction. Section 1 Concerning the Basics. Section 2 Definition of Terms. Section 3 Dealing with Customers. Section 4 Making a Plan, and Getting a Team to Implement it. Section 5 Keeping Count. Section 6 Dealing with People. Section 7 Managing your Career. Section 8 Managing Projects. Section 9 Managing Change. Section 10 Starting your own Business. Section 11 Three Useful Processes. Section 12 Sales Management, and Getting the Most out of Salespeople. Section 13 Some Thoughts about the Real World of Business. Section 14 Glossary of Frequently Used Business Terms. Index.

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Book SynopsisUnderstanding Accounts is the fast-track route to interpreting and using financial reports. It covers the key areas of accounts, from understanding a company's strategy and financial statements to making valid comparisons between organisations. It gives examples and lessons from some of the world's most successful businesses, including Nokia and Sony Ericsson, and ideas from the smartest thinkers, including Professor Sir David Tweddie, Warren Buffet, Jim Slater and Terry Smith. It includes a glossary of the key concepts and a comprehensive resources guide. Understanding Accounts lays bare the essential techniques you need to interpret financial data and measure company performance...fast.Trade Review"...a good start for grasping company reports..." (Accounting Technician, July 2006) "...if you want to become the next business guru, perhaps this little book will be the start of something big..." (Accounting Technician, July 2006)Table of Contents1. Introduction to Understanding Accounts. 2. Definition of Terms: What is an Annual Report? 3. Evolution of the Annual Report. 4. the E-Dimension. 5. The Global Dimension. 6. The State of the Art. 7. In Practice. 8. Key Concepts and Thinkers. 9. resources. 10. Ten Steps to Understanding Accounts. Frequently Asked Questions (FAQs). Index.

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Book SynopsisSimple strategies for measuring a company's financial health Understand the bottom line and make sound financial decisions Whether you're a manager seeking to prepare a financial report, or an investor hoping to analyse one, unless you're financially savvy the figures and footnotes involved can be intimidating and tedious.Trade Review"…a guide to help you get to grips with financial reports, judge a company's performance and make profitable investment decisions." (The Daily Telegraph, Tues 11th March)Table of ContentsIntroduction. Part I: Getting Down to Financial Reporting Basics. Chapter 1: Discovering What Reports Reveal. Chapter 2: Recognising Different Business Types. Chapter 3: Discovering How Company Structure Affects the Books. Chapter 4: Digging into Accounting Basics. Part II: Understanding Published Information: Annual Reports. Chapter 5: Exploring the Anatomy of an Annual Report. Chapter 6: Balancing Assets Against Liabilities and Equity. Chapter 7: Using the Income Statement. Chapter 8: The Statement of Cash Flows. Chapter 9: Scouring the Notes to the Financial Statements. Chapter 10: Considering Consolidated Financial Statements. Part III: Analysing the Numbers. Chapter 11: Testing the Profits and Market Value. Chapter 12: Looking at Liquidity. Chapter 13: Making Sure the Company Has Cash to Carry On. Part IV: Understanding How Companies Optimise Operations. Chapter 14: Using Basic Budgeting. Chapter 15: Turning Up Clues in Turnover and Assets. Chapter 16: Examining Cash Inflow and Outflow. Chapter 17: How Companies Keep the Cash Flowing. Part V: The Many Ways Companies Answer to Stakeholders. Chapter 18: Finding Out How Companies Find Errors: The Auditing Process. Chapter 19: Checking Out the Analyst–Company Connection. Chapter 20: How Companies Soothe the Shareholders. Chapter 21: Keeping Score When Companies Play Games with Numbers. Part VI: The Part of Tens. Chapter 22: Ten Financial Crises That Rocked the World. Chapter 23: Ten Signs That a Company’s in Trouble. Chapter 24: Ten Top-Notch Online Resources. Part VII: Appendixes. Appendix A: Financial Statements. Appendix B: Glossary. Index.

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