Tuesday, December 31, 2013
Thursday, December 19, 2013
- Review a range of your closed deals this year and make a list of why those customers choose to "wait until ... " and have answers for these objections.
- Allocate the next 2 days trying to close those lingering proposals and maybe go back up to 12 months.
- Try adding some add-ons to solutions you have already sold this year. We have all heard the saying "would you like fries with that" but do you know how much that little saying is worth to McDonalds every day?
- Sell additional items to existing orders. Go back over your orders for the past 3-4 months and see which customers you might be able to "Sell one more". Surprising how many 1 make up a bunch if we only just ask for the order.
- Review your top 10 customers for the current year and see if you can close at least one additional deal with at least 1 of them before year end. If you are not able to close a new deal it gives you an opportunity to see what may be available you can put into your next year forward planning.
- If your clients still have budget to speand see if you can assist them to bring forward spending on 2012 priorities.
- Call every client you have not spoken to in the past 90 days and see if they need your services in December to help get them off to a fast start for 2012.
- Make contact with all of your prospects where they have deferred your advances to see which ones you are able to move to the hot prospects list.
- Review your forecast and identify what is required to meet your target on a daily quota. Then execute.
- Enlist your managers's and / or team's support to overcome the roadblocks holding back your prospects from buying.
- Review your referrals and the customers who gave you these. Contact these and see if they have any additional prospects for you to follow up.
A recent media relaease by Trade Minister Andrew Robb, indicated that total exports of $301b represented a 6% increase in volume but a 4.5% decrease in value.
Australia's total export volumes grew by 6.0 per cent in 2012-13 lead by
- minerals and fuels (up by 9.8 per cent – compared to average of 5.3%),
- natural gas $14.3b (up 19.4%) (5th largest export after iron – ore, coal and education)
- rural exports (up 8.7%) – 3rd year of growth
- wheat $6.8b (up 6.3%)
- vegetable, fruit and nuts $2.2b (up 19%
1. China- $131b, (21.1% of total trade).
2. Japan $69b (11.2% of total trade)
3. USA $53.9b (8.7% of total trade)
What does this mean for SME exporters?
There is great opportunity for food and education and China, Japan and USA are definitely open for business with Australian Companies representing 40% of total exports.
There are numerous grants and incentives on both a state and federal level to support Innovative Australian Companies looking to export and grow their business.
Andrew Robb has indicated that he is keen to take businesses on trade missions. This is an amazing way to grow your profile both nationally and internationally.
This time of the year is a time where Directors and owners should be looking at their business, getting clarity of vision and plan for tgrowth opportunities that will present themselves in 2014 and beyond.
Have you developed a plan of action. Have you got clarity of Vision?
Have a great Christmas and New Year.
Wednesday, November 27, 2013
You know about Referron, the mobile app that allows you to easily Connect, Reward and Measure effective referrals.
Tuesday, November 26, 2013
Published in the Financial Review
26 November 2013
As consumer demand surges in Asia in response to extraordinary levels of middle-class growth, what are seen as niche markets in our north will actually resemble mass markets to Australian international businesses.
If trends continue, within five years the Asia Pacific region will be the world's largest producer and consumer of good and services. Today there are about 500 million people in the region's middle class, yet by 2030 that figure is expected to reach a staggering 3.2 billion.
As consumer demand escalates in-line with increased middle-class purchasing power, enormous opportunities will be created for Australia's entrepreneurial exporters and service providers.
These dramatic economic and demographic shifts will make the 21st century the century of food and water security. By backing their strengths, Australian exporters are extremely well placed to capitalise on this unprecedented opportunity.
Mining and resources, agriculture, education, medical research and tourism are things we do as well as any and better than most.
Additionally, we have an excellent reputation across a multitude of services; in many cases they have evolved around our core industries, including adaptable, high-end manufacturing.
During a recent visit to Hong Kong, no fewer than 32 services were raised with me that are in demand in China, and which Australian providers are capable of delivering to the highest standard. The list included banking and financial services, architecture, logistics, healthcare, education and vocational training through to project and events management.
Exporting to Asia is highly competitive and the opportunities won't just fall into our lap; we need to be innovative and be responsive to emerging demands, but we are certainly up for the challenge. We are a high-cost country and consequently we are best served focusing at the quality, high-gross margin, end of the market. There are countless success stories of Australian businesses exporting to Asia that are doing just this. Exports contribute about $300 billion to our economy a year, or about 20 per cent of GDP. This achievement is something to celebrate and to build on. Recognition of achievement can serve as inspiration to other entrepreneurs to pursue new markets.
Exporting certainly takes courage, particularly for those businesses just starting out. Among the challenges they face are cultural and language barriers, different regulatory systems and ways of doing business combined with the problem of accessing finance and finding distribution channels. Our government remains committed to providing strong levels of support to exporters, with export market development grants, regular trade missions and other assistance provided through Austrade. The free-trade deals we are seeking to conclude with our major trading partners in China, Japan and South Korea, will make our existing exporters more competitive and open up new opportunities in various areas of these markets. Regional trade deals such as the Trans-Pacific Partnership will help integrate our economy into the broader Asian economic zone. We are determined to do what we can domestically to make our exporters more cost competitive by abolishing unnecessary taxes. This helps add weight to our core "open for business" message to the world.
Saturday, November 16, 2013
I came 1st in my age group This has never happened before !
Saturday, October 26, 2013
October 24, 2013 at 3:00 am
Are you struggling to get your social media activities off the ground?
Do you want to get more people inside your organization to support your social media activities?
If so, you’re not alone. Small businesses to Fortune 500 companies find themselves facing these challenges.
In this article, I’ll show you how tocreate an internal social media structure that will help you develop an effective long-term social media presence.
#1: Define the End Goal
First, identify how and why social media will be used to meet specific business and brand goals.
For example, a business goal is to increase revenue by 10%, whereas a brand goal is to create deeper relationships with your existing clients.
Clearly define realistic, concrete and measurable goals to give your team objectives to pursue.
#2: Create a Social Media Task Force
Depending on your company’s size, one person or a group of people will lead your social media efforts. Assign the following roles to group members:
Kathleen Ngo, social media specialist at Sony Electronics, says:
“At Sony, we recognize the impact social can have in terms of driving brand awareness and even conversion. Having a team devoted to social allows us to be nimble and responsive. We’re able to implement real-time marketing efforts to supplement our larger brand campaigns, as well as to understand the voice of the customer and pass valuable feedback along to our product teams. We can go beyond content creation and focus on other verticals, including events/sponsorships and influencer relations.”
All of these individuals work closely together to collaborate on content approaches that appeal to your target audience(s) and decide how to execute campaigns and find the most valuable and relevant tools your brand will use.
#3: Develop a Holistic Social Media Strategy
Once the team is assembled, strategists lead and work with all team members to lay the groundwork for your social presence through aholistic social media strategy. The team answers questions such as:
The team will develop company-widesocial media guidelines, which are applicable to both the social media task force and employees. These rules are shared and approved by senior leadership, and made public to the company through a staff email and on the company intranet to minimize risk of how your brand is represented across social media channels.
This strategy is referred to during each team meeting to ensure all individuals are collectively working toward the same goals.
#4: Consistency Is Key
To ensure content is consistently developed, published, tracked and analyzed, hold weekly one-hour social planning meetings where each resource spends 10 minutes to update team members on what he or she has recently learned.
Devote the meeting’s last 20 minutes to brainstorming. One-half of the month’s meetings focus on strategy to ensure all parties are on the same pathtoward the brand’s long-term social media footprint. The other two meetings focus on content ideation to identify new ways to deliver content through creative assets, contests, etc.
#5: Use Tools to Your Advantage
Whether you do or don’t have a budget, various tools are available to effectively support content publishing, tracking and optimization:
#6: The Team Should Be “Social”
Create awareness of your brand’s social presence to support the growth of your community and engagement rate online, and create appreciation among peers for how you manage your company’s digital brand presence.
Tips for getting your company involved in your social media presence:
Whether you’re a small or large organization, the social media task force is critical to ensure content is published from a consistent voice on a regular basis. However, opening up the conversation to other employees creates a new platform and way of collecting points of view and content sources to support the content manager.
Set up an email alias specific to social media content submissions, curated by the content manager, to provide new content opportunities and fresh thinking on a regular basis.
Remind team members of their ability to contribute through company meetings and staff emails to energize and enable creativity.