You want innovation? Check this out. This company has created a bug resistant
paint.
A Spanish chemist has invented a way to embed pesticides in microcapsules
stirred into house paints at her Valencia company, Inesfly. The insecticides
are released from the paint slowly,remaining effective for two to four
years,while sprays typically need to be reapplied at least every sixmonths.
“The paint acts like a vaccine for houses and buildings,” she says. What can
you do to reinvent yourself. Turn your industry on end. Someone has to.
http://mobile.businessweek.com/articles/2012-05-17/a-house-paint-reduces-bug-borne-diseases

Many businesspeople use the terms “sales and marketing” as if they complement one another as agreeably as peanut butter and jelly, but that is rarely the case. In the same way many executives hold the title of “VP of Sales and Marketing,” yet we often find that they will lean strongly toward one or the other discipline. Everyone would agree that both of these functions are critical within every organization and at times must be managed on an individual basis. While many companies seem to achieve some kind of acceptable balance between sales and marketing it is often reminiscent of the way cats and dogs tolerate one another’s presence in the same household. Yet imagine how powerful these forces could be if they truly DID collaborate and attempt to complement one another.
Improving the disconnect between marketing and sales doesn’t need to be complicated. Both teams are working towards increased market advantage. While it is a fact that a minimum of 50% of sales reps currently do not fulfill their quota requirements; this statistic is being partly caused by a global marketplace with heavy competition for an already Internet-savvy consumer. The answer, then, as evidenced by the success of technology companies, may be found in the combination of old and new–by employing sound principles of viral marketing and communication supported by the benefits of new and ever an improving internal culture.

I know that these days it is more difficult than ever to encourage team members to take some calculable risks. Even leaders and managers are sometimes hesitant to encourage risk-taking. At he same time,many committed employees are having difficulty balancing their professional and personal life so risk taking is on the bottom of the list. Technology seems to have placed GREATER demands on our time and face-to-face relationships are more important than ever. The current economic and social pressures seem to be pulling at one another. Add to that the generational differences and managing risk, productivity, satisfaction and engagement is a double-edged sword for many leaders. In such a risk adverse environment how can we encourage team members to take risks?I wanted to take this moment to mention that it is our duty as managers to help our team members to make the best decisions in terms of risk tolerance. This almost always means that we need to KNOW their personal goals, circumstances and current challenges. Often managers and leaders shy away from asking too many “personal questions” or challenging team members to take risks. This is particularly true in rabid HR compliance states like CA and NJ. Let me just say the consequences of taking NO RISKS is even higher. Just as critical, consider the dis-service we are doing for our employees when we avoid this kind of discussion or back-off challenging them.Here is an article written a while back but discusses this in greater detail. Hope you find it to be valuable. Risk Taking Culture

Why are people in the selling role often fearful of selling? It almost seems like presenting our solutions is a form of prostitution. This is deeply rooted in our belief systems. In some way we have come to believe that we are not worthy of providing solutions to even QUALIFIED prospects. Let’s face it we all have doubts about the veracity of our products or services but if WE don’t beleive in the solutions we are providing, how might our prospects, who are already doubtful BELIEVE?Don’t underestimate the power of your beliefs. I have closed more than one sale on the sheer power of my belief that the solution I was proposing to a customer was the very best for their particular situation. In the same way I have lost sales because I had a mustard seed of doubt that was in some way transferred to the customer.When we put our doubts to rest so will our customers!

Check out these classes happening soon in in the Los Angeles Area:
Dale Carnegie Class – April 11 – 8 weeksLeadership Training for Managers Class – April 17 – 7 weeksSales Advantage 3 Day Class – April 23, 24, 25High Impact Presentation 2 Day Class – May 3 and 4

Checkout this nice CBS national news feature on the 100th Anniversary of Dale Carnegie Training…http://tinyurl.com/7e99nly

Thanks to all the talented salespeople in Honolulu for attending the recent sales success program!

Most salespeople refuse to do the hard work that makes selling easy, They do the easy stuf0f, which makes selling HARD! How do you let them buy? Ask more, talk less, be friendly, use tasteful humor, know your client’s motives, talk mostly about their desired OUTCOMES, not your company, product features or service benefits. create attraction by writing about timely relevant stuff, maintain a current Internet/social presence, Be a valuable resource to your clients and prospects. When you do this you will find you don’t have to resort to selling because you will be attracting qualified buyers. Yea, selling requires work because we are not really selling… we’re LETTING THEM BUY!

I know that these days it is more difficult than ever to encourage team members to take some calculable risks. Even leaders and managers these days are hesitant to encourage risk-taking of any kind. And even the most committed employees are having difficulty balancing their professional and personal life so risk taking is on the bottom of the list. Technology seems to have placed GREATER demands on our time and face-to-face relationships are more important than ever. The current economic and social pressures seem to be pulling at one another. Add to that the generational differences and managing risk, productivity, satisfaction and engagement is a double-edged sword for many leaders. In such a risk adverse environment how can we encourage team members to take risks?I wanted to take this moment to mention that it is our duty as managers to help our team members to make the best decisions in terms of risk tolerance. This almost always means that we need to KNOW their personal goals, circumstances and current challenges. Often managers and leaders shy away from asking too many “personal questions” or challenging team members to take risks. This is particularly true in rabid HR compliance states like CA and NJ. Let me just say the consequences of taking NO RISKS is even higher. Just as critical, consider the dis-service we are doing for our employees when we avoid this kind of discussion or back-off challenging them. Here is an article written a while back but discusses this in greater detail. Hope you find it to be valuable. Risk Taking Culture