Key Account Management in post-Covid 19 period - Online training

I have an online training program on Key Account Management in Post Covid 19 period, which is a four-hour program conducted within a day, i.e. 2 hours in the morning and 2 hours in the afternoon.
If interested, please WhatsApp me at 012-6884989 or email me at billyolh@gmail.com.

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Leadership

Beating the odds in market entry

The annals of business history report that for every successful market entry, about four fail, inexperienced start-ups suffer some of these disappointments, but so do many sophisticated corporations and seasoned entrepreneurs who should know better.  After all, industrial economists and strategists generally agree about what makes market entrants successful: factors such as timing, scale relative to the competition, and the ability to leverage complementary assets.  Moveover, the magnitude and importance of entry decisions - encompassing everything from geographic expansion to new products to diversification efforts - should prompt detailed analysis

But cognitive biases - systematic errors in the way executives process information - often wreak havoc on market entry decisions.  For one thing, when confronted with a difficult decision, most executives rely solely on an inside view: they focus excessively on the specific case at hand. This tendency prevents many of them from developing an outside perspective based on previous market entries and even from evaluating opportunities in the light of common predictors of success.  Furthermore, when an analysis is conducted, cognitive biases often lead executives to believe that a company's skills are more relevant than they really are, that the potential market is bigger than it actually is, or that the rivals won't respond to the entry move.

For rest of the article, please check the following link :

https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/beating-the-odds-in-market-entry?cid=other-eml-cls-mip-mck-oth-1809&hlkid=6a420483d6ef47129187f0b1cf72ca0f&hctky=1646668&hdpid=c730ced0-833a-49f4-bc76-c8947506c803

How to modernize an established brand to drive growth

The key to Wendy's successful transformation? Staying true to the brand while using data to better serve customers.

Modernizing a cherished brand without alienating a loyal customer base or losing market share in a hypercompetitive market place is challenging.  The hurdles include continuing to drive and maintain growth, choosing the right ideas for big results, knowing the customer, and innovating while staying true to the brand's roots.  Kurt Kane, chief concept and marketing officer at Wendy's, spoke with McKinsey partner, Stacy Haas, and discussed how the restaurant chain tackled these challenges.

[For the rest of the article, please click the link below .....]

https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/how-to-modernize-an-established-brand-to-drive-growth?cid=other-eml-alt-mip-mck&hlkid=cb1985ac82b249ee861243e76f2361df&hctky=1646668&hdpid=f209e070-a1d6-4315-9589-13d15420f673

Weekend training programmes

We know that some of us are extremely busy during the weekdays to attend any training programmes.  In partnership with Doxa Solutions, we are pleased to offer you weekend programme that will help to sharpen your skill and knowledge, at a relaxed pace.

Please feel free to contact us for any assistance.  Thank you and looking forward to hearing from you by return.

What shoppers really want from personalized marketing.

Anyone who has gotten an unsolicited and irrelevant offer related to something they’ve done online knows that creepy feeling that someone is watching me. This kind of reaction is the third rail of today’s drive to personalize interactions with customers.

That’s a problem because, when done right, personalization can be a huge boon for retailers and consumers. Targeted communications that are relevant and useful can create lasting customer loyalty and drive revenue growth of 10 to 30 percent. The challenge is to personalize in a way that doesn’t cross lines and delivers genuine value and relevance.  But how do you know?

To better understand what customers really value, we asked 60 shoppers to create mobile diaries of their personalized interactions with various brands over two weeks. With over 2,000 entries in total, we were able to see what kind of personalized communication works for customers and what doesn’t.

Here are the five things that customers said they value when it comes to personalized communications:

[For the rest of the article, read HERE]

For top sales force performance, treat your reps like customers

Companies that excel at sales growth are tightly focused on developing the talent they need by understanding how sales reps really work.

With as much as half of a company’s value creation resting with the sales force, sales-team effectiveness is crucial for growth. In fact, our research shows that the sales experience is one of the top drivers in customers’ purchasing decisions. And best practice has revealed that companies focus as much on the rep experience as on the customer experience.

Realizing that value, however, has become a lot harder. The sales landscape is more unpredictable and studded with multiple influencers, channels and buying options. Digitization is changing buyer behaviors and leading to more complex sales activities. Guiding decision makers through all the nuances and considerations requires sellers to demonstrate deep subject-matter expertise and the ability to quickly customize a message to each customer.

These challenges call for a new set of sales skills, training, and tools. Companies are having trouble filling that void, however, because many of them lack the means to identify and cultivate the skills they need. Performance can vary by as much as six to seven times between top- and bottom-tier sellers, yet few organizations have metrics that show why. As a result, hiring choices are often based on gut feelings, while development and training often default to methods that have been in place for years.

To better understand how the best sales leaders manage talent, we developed a “sales DNA” tool. It tracks and analyzes the talent-management practices of more than 100 sales organizations as well as the traits and attributes of over 15,000 sales representatives across a range of transactional, consultative, and other sales environments globally. The results reveal that organizations with the fastest growth know who their top performers are—surprisingly, many businesses don’t—and know the personality traits and skills that correspond with success. They’re also far more likely to customize outreach, tools, and techniques to the needs of different teams. In fact, as we analyzed fast-growing organizations, it became clear to us that top-performing sales organizations treat their salespeople like customers.

For rest of article, read HERE.