Majority of consumers say 3D TV is better than regular TV

Majority of consumers say 3D TV is better than regular TV | Ubergizmo window.fbAsyncInit = function() { FB.init({ appId : '139683546053659', status : true, // check login status cookie : true, // enable cookies to allow the server to access the session xfbml : true // parse XFBML }); }; (function() { var e = document.createElement('script'); e.src = document.location.protocol + '//connect.facebook.net/en_US/all.js'; e.async = true; document.getElementById('fb-root').appendChild(e); }()); Network:Ubergizmo English, French, SpanishUberphones Subscribe to RSS Ubergizmo ReviewsMobileGamingAndroidAppleComputersGadgetsConceptsPhoto/VideoEvents |  Jobs Home > Home > Majority of consumers say 3D TV is better than regular TV Majority of consumers say 3D TV is better than regular TV George Wong 09/23/2011 14:52 PDT

According to a survey conducted by Frank N. Magid Associates for Panasonic it turns out that 71% of respondents say that 3D TV is “much better” or “dramatically better” than 2D TV, while 99% of all attendees answered that it was “somewhat better”. The survey was done face-to-face with over 500 attendees at Disney’s D23 Expo that was held in Anaheim in August this year. And while 500 isn’t really enough extrapolate the results to the whole country, it does show that the general public’s interest in 3D TVs is there now, just waiting to be tapped.

Other interesting results discovered show that 50% of those surveyed answered “I wish I had this in my home”, while 34% agreed that it “brings things alive in a way I’ve never seen before.” 27% of the attendees used the world “Fabulous” to describe the 3D TV experience. With a lot of content going 3D (games, movies, and even live sports), it sure looks like 3D TVs are going to have a bright future and might find its way into every home over the next few years. Provided that content providers don’t let up, so that consumers will have 3D content to look forward to.

How many of you own 3D TVs and what are your opinions about them? And for those of you who don’t own 3D TVs, do you have any plans to invest in them in the future?

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"I Do!" Make Better Offers to Your Sales Candidates

After a lengthy screening process, the hiring committee feels they have found the right sales candidate for the company. Now comes the tricky part, how do you design an offer and go through the offer stage of the process without damaging the relationship with the candidate? Damaging? Many companies are not prepared to go through the offer step of the process and, due to that, damage the relationship with the candidate. This leads to one of two unfortunate conclusions. Either they lose the candidate or the candidate comes on-board, but with scar tissue. Applying some of the best practices from the sales world into a sales talent screening program helps to avoid that scenario.

The offer stage of the hiring process parallels the proposal phase of sales. Best practices in sales say that you don't present a proposal until a thorough needs analysis has been completed. If a sales person is presenting a proposal to a prospect, he has acquired the information needed to design a solution, has discussed budget, has a full understanding of their solution requirements, and has set an expectation on pricing. This is certainly the case if the sales person is going to be successful in winning the account.

Looking at this process in contrast to the offer stage of the sales talent screening program, many of the same best practices from sales hold true. During the screening program, information needs to be gathered from the candidate to determine their financial requirements. Unfortunately, many sales talent screening programs focus exclusively on screening the candidate for fit, but do not consider the needs for the offer phase of the process. This leads to a last minute scurry to mine the information from the candidate or they design the offer blindly. Neither of those are best practices for the offer stage.

In sales, it is said that if you are going to lose, lose early. This prevents you from making a huge investment in a relationship that will not generate revenue. The parallel to screening sales talent is understanding the financial requirements of the candidate early enough to stop the process before over-investing in the relationship. There is no point in continuing a process with a candidate that requires a compensation level 25% above what you can offer. This probably seems logical, but hiring executives rarely focus on this as a de-selection element early in the process.

Just like discussing pricing with a prospect, the financial needs discussion requires finesse. The candidate knows that you are asking questions about their financials, just like a prospect knows a sales person is fishing for budget information. The better-skilled sales people tell their prospects, "I don't want to waste your time by getting you excited about a solution that will not fit in your budget constraints..." In much the same way, this discussion can be had with the candidate, "I don't want to excite you about an opportunity that might not be a match for your financial needs. As you look at making a change in position, what thoughts have you given to your compensation requirements?" With continued finesse, you can dig further into the mix of salary versus commission. Some candidates may rebuff this discussion as they feel the information will be used against them. In some instances, they are justified for having that concern. Hopefully, that is not the case in your company. We'll come back to this point later. The bottom line is that the two goals of this phase are to gather information that allow you to formulate an offer and to de-select those candidates whose requirements exceed your financial package.

In sales, the proposal phase should not be like a magic show. The prospect should not be shocked by what is included in the proposal. In essence, the proposal is the documentation of what has already been discussed. No surprises. The same holds true for candidates. The time to review the compensation plan details is not after they are hired, or even at the offer stage. The compensation plan should be reviewed at the point where you have a genuine interest in pursuing the candidate and they have a complete enough understanding of the company that they will be able to comprehend the compensation plan.

One of the core requirements associated with any process is that it is measurable. The offer phase of the sales talent screening program should be measured statistically to determine effectiveness. The key statistic is number of offers made versus ones that are accepted. If the acceptance level is less than 80%, the process should be reviewed by asking the following questions.

1. At what point of the process are the candidate's financial requirements reviewed?

2. When it is known that the candidate's financial requirements exceed the package, is the candidate removed from the process?

3. At what step is the compensation plan reviewed with the candidate?

4. In what level of detail is the compensation plan reviewed with the candidate?

5. How often is the initial offer to the candidate rejected, and subsequently, negotiated successfully?

The last bullet in the list above ties back to my opening position about damaging the relationship. Again, this ties back to lessons that can be learned from sales. Many years ago, a procurement training specialist shared a pearl about the counsel he gives to sales people who ask about pricing strategy. He said, "Provide us with the best pricing that you feel comfortable providing and either way you are happy." This always puzzled sales people so he explained further. "If you provide your best pricing and are selected, you are happy because you won the account. If you are not selected because we found lower pricing elsewhere, you are happy because you would not have been happy at that price point. Again, either way you are happy."

Consider this when making an offer to the sales candidate. Develop an offer based on what was learned from the candidate that represents the best offer you are willing to make. Early in the process, tell the candidate that you don't negotiate offers, but rather put your best offer on the table upfront. It demonstrates a professional message to the candidate and reduces their fear of attempts to lowball them. When companies negotiate offers, while they may "win" the candidate, they damage the relationship. This person is on-boarded with the worst scar tissue of all, a lack of trust. The sales person will always be on the look out for the company to try to cheat them.

As with any component of the sales talent screening process, preparation is the key to success. Organize your team and design a process that achieves your desired results. This will allow you to create longlasting, fruitful sales marriages.

Lee B. Salz is a sales management guru who helps companies hire the right sales people, on-board them, and focus their sales activity using his sales architecture® methodology. He is the President of Sales Architects, the C.E.O. of Business Expert Webinars and author of "Soar Despite Your Dodo Sales Manager." Lee is an online columnist for Sales and Marketing Management Magazine, a print columnist for SalesforceXP Magazine, and the host of the Internet radio show, "Secrets of Business Gurus." Look for Lee's new book in February 2009 titled, "The Sales Marriage" where he shares the secrets to hiring the right sales people. He is a passionate, dynamic speaker and a business consultant. Lee can be reached at lsalz@SalesArchitecture.com or 763.416.4321.

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How to Better Qualify Prospects to Increase Sales

Are you wasting a lot of time with tire kickers?  Or have you thought that you truly did do your due diligence only to discover you missed something?  Learn what actions (sales behaviors) you, as a sales professional,  need to take to increase sales because you now know how to better qualify your prospects.

The word qualify from its Latin's origins means to make of what kind. In sales, the word qualify is to separate your contacts or to make your contact into these 4 kinds:

First Kind - Most Prevalent Contact - Someone who will never ever buy from you.   This person can waste a lot of your time. Your sales behavior is to be polite, but to focus your energies (sales skills) where you can really increase sales.

Second Kind - Prevalent Contact - Someone who may buy from you at some time in the future.  This person may have only 2 to 3 of the necessary criteria.  Sales Coaching Tip:  Four Criteria are:  1. Have a need; 2. Have an allocated budget; 3. Decision maker; 4. Urgency

Third Kind - The Rarest Contact - Someone who may buy from you right now on the spot. According to sales research only 2% of sales are made on the first contact hence the rarity of this qualified prospect. Your sales behaviors here are to begin to develop the relationship as 80% of all sales are made between the 5th and 12th contacts. Sales Coaching Tip:  Even though I have used the word prospect, consider using the phrase qualified potential customer.  This phrase provides you with a picture of working with him or her instead of just being an object as a means to an end.

Fourth Kind - The Best and Most Cost Effective -  Someone who may refer you to others who may be interested in buying from you.  Using existing loyal customers to Centers of influence is the best way to have qualified potential customers beating a path to your door.

Qualifying is a sales skill and begins prior to meeting the actual person.  First, you probably should return to your marketing action plan and review your target audience.  Your sales behaviors (actions) include research as to both demographics and pyschographics of your potential customers.  Additionally, you need to be aware of how did your potential customer hear about you whether it was a referral or someone who had conducted business with you years ago.

Many in sales truly do not understand this term of pyschographics. In today's far more complex market place, potential customers have specific attitudes, interests and opinions that affect their buying decisions beyond the traditional demographics of age, location, sex, income, etc.  By having a better understanding of these "psychology" benchmarks helps you as a sales professional to form a more cohesive marketing message and further hone your sales skills as well as sales behaviors.

Finally, you may wish to better understand your own decision making style. When in Socrates words, "You know yourself," you can choose yourself and then create yourself specific to your goal to increase sales.

TAKE ACTION SALES COACHING TIP:  Invest some time in better qualifying your potential customers. Remember, by taking this action you have greater control of the overall sales process.

Want to learn how to increase sales? Sign up to receive notification of Leanne's forthcoming sales coaching book to help you become the Red Jacket in the Sea of Gray Suits.

Take this free sales skills assessment to help you increase sales.

You probably do not want to be uncomfortable. Who does? Yet, you want to increase sales and to stop all those sleepless nights right before sales figures are due. Now is the time to give Leanne a call at 219.759.5601 to schedule a free business coaching training or sales coaching strategy session. Experience how being uncomfortable can help you increase sales.

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Improve CRM With Better Sales Force Automation

CRM has some of the highest failure and lowest adoption rates of any software category. Customer Relationship Management software is famous for complex implementations, confusing features, and the killer--requiring lots of data entry to make it useful. These are the characteristics that make soles force automation so critical to your CRM success.

Customer Relationship Management

As marketing channels become increasingly diverse simple to use CRM becomes increasingly important. Your customers are expecting speedy responses, unique experiences, and the right person every time.

Marketing on the Internet and social media, in this Web 2.0 world, are increasing the challenges of information overload on sales forces. Sales people don't have time to figure out software, set-up confusing processes, or feed a system data.

This is where sales force automation can save your CRM implementation from a costly disaster. Sales force automation is the digital assistant every sales associate or call center agent wished they had. Simple, intuitive, consistent systems that move deals forward and inherently tracks your leads is the magic of good sales force automation.

Lead Capture

It all starts with lead capture. Helping a sales person get leads or load up there own is the first step in a full and productive sales pipeline. Sales force automation should have a simple, but robust lead capture suite. An agent flush with leads is typically a motivated asset to your team. A sales person struggling to figure out how to get precious leads into their sales management system or forced to type them in is an anchor on your sales production.

The most basic lead capture methods your sales force automation should include are:

Spreadsheet imports
Web form integration
Outlook, GMail, Yahoo!Mail imports


Increasingly, your sales force automation should allow you to connect in your social networks and Web 2.0 applications. Some important examples include:

LinkedIN
Plaxo
Twitter

Getting leads into your sales pipeline and fueling your sales force automation needs to be a one-click process.

Contact Management

Now you have leads. Let's start calling. It seems like the logical next step, but many CRM software even makes this process challenging. Many sales force applications leave the sales person wondering:

Who do I call next?
What are the best leads?
When was the last time I call this lead?
Which leads are close to closing?
Which leads need follow-up?

Basic stuff, but often neglected. Sales force automation puts contact management into an intuitive flow. Prioritizing and queuing for follow-up are key components to simplifying the sales process. The sales force can then concentrate on the sale, not figuring out who to sale to.

Sales force automation also improves the rate and consistency of follow-up. It is amazing the percentage of leads that never get a second call or contact. Charging your contact management with a set of automated follow-up routines will increase you deals immediately.

Sales Lead Tracking

Are you making your sales force update reports on their sales activities? Are they spending their evenings going back and annotating customer records? If so you have the makings of inaccurate reporting at best and no reporting at worst.

Sales force automation can turn sales lead tracking a simple and passive activity.

Simplifying lead tracking starts with lead statuses. Your sales management software should have intuitive sales statuses that can be assigned (automated and/or manually) to leads as they move through sales processes.

By making sales lead tracking easy you can see specific areas to improve. Your marketing analysis and sales processes tuning becomes a snap. And, individual sales reps are not spending their time typing reports or entering data.

Here are some common sales actions you want to know about in your sales force automation:

Attempt
Contact
Proposal
Withdraw
Disqualified
Do Not Call
Closed
Using simple statuses like these can give you additional opportunities. Incorporating the status data in your marketing automation system will enable you to give each customer a unique experience.

Sales ForecastingUnderstanding where and when your revenue is coming can be a messy art in any sales force. But, it shouldn't be. Sales force automation can allow you to quickly see where leads are throughout the pipeline, facilitating real-time forecasting and roll-ups.

Using a lead management software with sales force automation can give you the flexibility to forecast and drill into answers. Find out who and how your sales force is producing revenue by viewing:

Individual quotas
Team and division production
Territories and product segmentation
The consistency of sales process, provided by sales force automation, makes setting quotas, benchmarks, and forecasts easier and more accurate.

Sales Accountability and Consistency

Once you have efficiently captured, tracked, and analyzed your leads, you know what works! But, nothing is more frustrating than individuals on the sales team not adopting best practices. With sales force automation you can drive basic compliance with proven sales processes.

Enforcing best practices is not only an accountability issue, but one that simplifies sales persons' challenge with establishing their system and getting into a productive process. With sales force automation the process is there, and it will get results.

Bill Rice is a leading authority on lead management and the lead generation industry. He is a frequent writer, sharing insights on sales at BetterCloser.com, providing commentary on the lead generation market on Lead Marketwatch and speaker, featured at venues like Leads2007, LeadsCon, Ohio MBA, and Online Lead Quality Summit.

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Help Make YOUR Literature Jump Out With Better Brochure Holders

Help make YOUR Literature Jump out

After your investment in design and printing of your require literature and marketing brochures, ideally you would want them to be highly visual and offered to the public in the most cost effective and professional display units.

There are many variations of Brochure holders available manufactured in wood, wire mesh, cardboard and more recently Bamboo with the focus on "green alternative", but by far the most widely used is clear acrylic brochure holders.

In past years, the majority of clear acrylic holders were produced by plastic fabrication businesses, whereby units were made individually to suit the clients requirements, but cutting, folding and gluing the plastic pieces together. Today the majority of holders are manufactured in mass with injected moulding models, generating clear, durable acrylic holders in a more economical way, with strength being more apparent.

Despite the fact that leaflet holders come in a great selection of models, sizes and styles, the most widely applied kinds are identified in common sizes such as A4, A5 (being ½ A4) and 1/3 A4 (generally referenced to as DL). A extensive range of these standard sizes are generally available throughout the market coming from single pocket to multi tied variations, regardless of whether they be Counting Standing, Floor Standing (generally mounted on a base and centre pole) or even types of wall mounted models.

Almost all brochure holders, irrespective of whether they are single pocket or multi pocket/tierd, generally have a depth of 32mm. The actual width of the pocket is typically a few mm broader than the regular material. For example A4 pockets happen to be 230mm wide, A5 pockets are 160mm wide and 1/3 A4 are 104mm wide. Frequently companies wish to brand their particular brochure holders with the logo or business message. Most of these are generally screen printed onto the actual flat surface at the base of the brochure holders. The customization of brochure holder items are perfect for marketing applications because they are usually cost-effective marketing and advertising tools. The most cost efficient technique to obtain your own desired brochure holder, is generally in carton lots with the quantity established by the a variety of producers. Whenever purchasing in this approach, clear acrylic brochure holders are a highly cost-effective method of positioning your current message in very clear view of the public. The correct choice of brochure holders will certainly support almost all companies develop because of suitable coverage.

Whenever deciding on a style or brand, generally aesthetics play a part together with the actual design and style as well as functionality of the unit. There are generally quite a few 'copy cats' of the major brand names that launch a handful of versions only and generally do not stand the 'test of time' in regards to sturdiness to the demands associated with passing traffic. New unidentified brands generally have a short existence since the purchase of moulds, in particular providing for a substantial selection of alternatives, requires considerable expenditure internationally and the smaller manufactures quickly loose marketplace acclaim by means of inferior quality control and reinvestment into improved moulds. Accordingly, presently there is less than a small number of highly regarded manufacturers which experts claim cater to the worldwide market and have been in business more than 20 years.

For more information and facts on Brochure Holders visit http://www.brochureholders.com for the country associated with your own choice together with the respective company that can match almost all your exhibit prerequisites in that region

Ellis King
General Manager
Taymar International P/L
ellis@taymar.com.au
http://www.taymar.com.au

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Dissertation Help: Exercise To Create a Better Review of Literature

One of the most frequent requests for dissertation help is to clarify what is required for a review of literature. This series of articles takes that process apart piece by piece. This article deals with how to analyze what you are reading. Others in the series discuss: what to include in your notes and how to organize those notes for the most efficient and effective recovery when it comes time to write.

Start by questioning your university for guidelines on what they consider a rigorous dissertation lit review. If you find no clear guidelines available it is reasonable to assume that seventy five pieces of peer reviewed literature actually used in your writing would be about average for Chapter 2 of a dissertation. This means that you will likely need to have read approximately 150-200 articles, which, at an average of three a week equates to approximately a year of reading, making notes and organizing.

What to include? Obviously an article has caught your interest for a reason, for instance it may say something that intrigues or provokes, yet is it worthy of inclusion? My suggestion would be to say yes to all the authors and their works that add to your understanding of your topic but to judge them on the following points. Those about which you can answer the following questions with a "Yes!" meet the highest criteria for inclusion.

Criteria for a rigorous and relevant article

Was it published within the last three to five years? While this may not matter for some topics, most new research needs to be based, or at the least obviously aware of, the latest in your field. Will this article demonstrate that you understand what is current?
Does the author draw out a complete explanation? Usually this is accompanied by you putting it down with a sense that they either explained something very well and/or that you understand what they were discussing better or more fully than before.
Have you seen these ideas before? If so, is there any indication that this author is an original source (i.e. this is someone that others cite and reference)? If no, and these ideas seem to be important to your argument, go through this authors references and keep tracking back until you find the original source.
Rate the authors quality as to building a logical argument, do they seem to think critically and deeply about their (and your) topic? Generally if you have found the article provocative in some way there is a spark there - now ask yourself about whether their scholarship goes deep enough so that it can be a foundation for your work? This may be demonstrated through an analysis of the interrelationships within your topic area. Another clue would be an author who discusses procedures or assumptions, is transparent in their reasoning and demonstrates an expertise on which they base their ideas. If the ideas are good but the scholarship is weak, see if you can find other articles that back it up, or, better yet, improve upon it.
Is this article quotable? Does the author write particularly well, put things in an engaging way or say something startling?
Finally, if this article is research, can you find the purpose, scope, methodology, findings, conclusions, limitations, and contributions of it to the field? If so, then these can be noted in the abstract section of EndNote or whatever database you are using to categorize your literature.

Some students have told me they keep this list on the computer and then have a code for their overall impression against these ideas - ranking 1-5. The rank is then added to a field in EndNote - allowing them to sort by topics and then rank by rigor prior to writing. More about using EndNote as a tool for writing lit reviews in another article.

There are other resources the doctoral student will find helpful in starting this process. General dissertation headings and a video that explains the logic of the three chapter proposal have also proven helpful an can be found at: http://www.doctoralnet.com/ E. Alana James, Ed.D. works as a consultant for a number of universities mentoring doctoral students through to completion. Her Doctoral Net site puts these resources on the web and allow you to have the help you need to finish your dissertation more efficiently. Dr. James works with doctoral in business and education through a series of free and for a moderate payment services.

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