By Jill Konrath
"In this crazy-busy global of ours, Jill Konrath's suggestions are only what dealers have to be successful."
-Michael Port, bestselling writer of ebook your self Solid
Internationally well-known revenues strategist Jill Konrath exhibits how one can triumph over purchaser hesitation to get extra appointments, accelerate judgements, and win revenues. Drawing on her years of marketing adventure, in addition to the tales of different profitable , she deals 4 SNAP rules:
Keep It easy: Make issues effortless and transparent in your customers.
Be useful: Stand out by way of being the individual your clients can't reside without.
Always Align: make certain you're in synch along with your customers' ambitions, concerns, and needs.
Raise Priorities: maintain an important judgements on the leading edge in their brain.
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Extra resources for SNAP Selling: Speed Up Sales and Win More Business with Today's Frazzled Customers
However, the value-creation potential of these technologies was limited due to the high costs involved and the limited benefits that were achieved. System implementation costs were high since most of these ICT infrastructures were more or less proprietary and had to be adapted extensively to the individual needs of each company. The benefits of these systems were limited due to two factors. First, the number of companies using these IT systems was relatively low compared with today’s ubiquitous Internet, thus limiting the number of potential partners.
The central goal of strategy is to achieve sustainable competitive advantage over rivals and thereby to ensure lasting profitability. Having defined the concept of strategy, we can now differentiate it from the concept of tactics, a term that is often used interchangeably with strategy. Tactics are schemes for individual and specific actions that are not necessarily related with one another. In general, specific actions can be planned intuitively because of their limited complexity. A firm can, for instance, have a certain tactic when it launches a marketing campaign.
Com to spend $30 million of venture capital money, even before launching its website (see the FT box ‘Burning money at Boo’). com, which allowed people to purchase airline tickets through the Internet. com went public on 30 March 1999, and the shares that were issued at $16 each soared immediately to $85 each. com had reached a valuation of almost $10 billion, which was more than those of United Airlines, Continental Airlines and Northwest Airlines combined. com owned only a few computer servers and an untested business model.