Showing posts with label Super. Show all posts
Showing posts with label Super. Show all posts

Tuesday, 7 February 2012

Super Talent USB 3.0 Storage POD Enclosure

Super Talent USB 3.0 Storage POD Enclosure | 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 > Storage > Super Talent USB 3.0 Storage POD Enclosure Super Talent USB 3.0 Storage POD Enclosure Tyler Lee 09/30/2011 08:20 PDT

With USB 3.0 promising faster transfer rates, we’re sure that there are many users out there who would love to get their hands on a USB 3.0 external hard drive, but the good news is that instead of spending $80-$100 on a new USB 3.0 external hard drive, you can instead opt for the $29 Super Talent USB 3.0 Storage POD Enclosure.

Granted this will save you quite a bit of money, but at the same time it will require you to do a little tinkering, assuming that you’re up for the task of course. The procedure does not appear to be overly complicated and will not require you having an engineering degree to accomplish, only a ordinary screw driver.

All you’d have to do is remove your external hard drive from its casing, install it into the Super Talent’s enclosure and you’re good to go. The only kicker is that your current SATA hard drive needs to be 2.5” in size or an SSD for it to work. If this sounds like something you’d be interested in but you’re a little skeptical over the installation process, check out the video below.

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Follow Ubergizmo's founders on    Eliane Fiolet  Hubert Nguyen  Topics: Storage, USB | Articles by keywords: diy, external hard drives, sata, ssd, storage pod enclosure, super talent, usb 3.0 Reviews Olympus E-P3 ReviewEpic 4G Touch ReviewGalaxy S2 ReviewDroid Bionic ReviewHP TouchPad Review - With Our Deepest CondolencesHTC Wildfire S ReviewBlackberry Bold 9900 Review
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Monday, 26 September 2011

Super Mario figurines playback iconic jingles from the game

Super Mario figurines playback iconic jingles from the game | 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 > Gaming > Super Mario figurines playback iconic jingles from the game Super Mario figurines playback iconic jingles from the game Tyler Lee 09/26/2011 08:09 PDT

How big of a Super Mario fan are you? There are probably tons of Super Mario merchandize out there, ranging from clothing to soft toys, keychains and what not, but perhaps you might want to add this interactive Super Mario figurine to your list of collectibles, and given that they’re priced rather cheaply, we think that even casual Super Mario players will get a kick out of these.

These figurines are available via Amazon Japan and they cost ¥777 each, which roughly translates to $10 per figurine. What makes these figurines fun is that they are interactive, so in the figurine to the left, whenever you make Mario “jump” on the Koopa Troopa shell, it will make the “1UP” sound, and in the figurine to the right, when you push on Mario “down” the pipe, it will play the famous warp jingle that’s well known to Mario players all over the world.

Unfortunately if you’re living outside of Japan, it appears that Amazon Japan will not ship to you, so you will have to go through a proxy delivery service, but either way if you’re interested, head on down to Amazon Japan to check out both figurines!

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Follow Ubergizmo's founders on    Eliane Fiolet  Hubert Nguyen  Topics: Gaming | Articles by keywords: amazon, collectibles, figurines, game tunes, japan, jingles, nintendo, super mario, toys Reviews Olympus E-P3 ReviewEpic 4G Touch ReviewGalaxy S2 ReviewDroid Bionic ReviewHP TouchPad Review - With Our Deepest CondolencesHTC Wildfire S ReviewBlackberry Bold 9900 Review
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Sunday, 14 August 2011

Be a Successful Sales Manager, Not a Super Seller


How many sales teams suffer because their sales manager is not doing their job at the right "level"? Sales figures suffer, sales people suffer and the sales managers feel pressured and possibly even stressed. I want to look at some of the reasons why this occurs and offer some initial ideas for how sales managers can carry out their roles more confidently and effectively - for everyone's benefit!

Why does this seem to happen so often? It does seem that the transition to sales management is one which can often prove a struggle! There is a long list of reasons, few of which are the fault of the person doing the sales manager's role. The organisation is probably a significant contributor to the problems facing the sales manager! A lack of clear succession planning is part of the equation. Maybe there is a limited understanding of what the role really involves, or should involve! The chances are that the senior management may share many of the misconceptions of the sales function and how it operates in a successful environment. Where sales is concerned, there is usually too much short-term thinking and a focus on results. I agree that the sales manager is there to achieve the targets and to work within a budget. However, to paraphrase the great Peter Drucker, "sales results are not an objective in their own right, they are an outcome of achieving the other objectives." Another tripping point can be an expectation that the new sales manager should be acting like a predecessor - provided they were successful and, typically, outgoing and told a convincing tale about how things would turn out!

In common with many other managers, the sales managers have probably been promoted into their role with little real preparation, guidance or training. This will be compounded if they were given the opportunity because they were one of the best in the sales team. (Rather than choosing the person with the right qualities to do the job.) Sales does have an additional time pressure, in that results need to keep being obtained from the outset. There is little time for a learning curve! Without the development support the newly appointed manager has a limited range of choices. A typical response is to think about role models we have known and adopt and adapt what we liked or respected about them. This is often done unconsciously as well as consciously. Entering a new role with more responsibility carries different pressures. These will cause most people to feel some degree of under-confidence. To overcome this, it is natural to do some things which will help to reinforce confidence. For many, this will mean finding opportunities to prove they are worthy of the new role. Where are these? Dealing with customers, chasing the large order and proving to the sales team why the manager should have been given the job!

This latter approach may help the manager feel more confident, or give then the buzz they had when they were a seller. It will probably also start to diminish any respect they may have from the team, especially if some of these orders are taken from their customers. It hardly does their confidence any good as they will feel undermined!

The root of the problem is frequently something as fundamental as the actual job description. How well does it set out the range of responsibilities and tasks? Does it define the competencies required to do the job well? The key outcome for a sales manager is to achieve the required sales targets and margins. This should be done by using the resources effectively, especially the sales team! Taking a few orders might help in the short-term and reinforce the ego of the sales manager, it will not provide an ongoing solution for under-performance with team members.

What can be done to improve this and make sales managers operate more effectively? Begin at the beginning with a clearly defined job description as mentioned above! This can be a great help with recruitment or promotion and might reduce the classic tendency of promoting the top seller. (A frequent recipe for disaster as they may not succeed in the role and end up leaving, or being asked to leave. On the way to this, they may have upset a number of the sales team who do worse and might leave!) This job description needs to emphasise that the role involves a variety of activities which are not connected with their own face to face selling. When it is clear what the competencies are and the sales manager can assess themselves against these, some form of development plan can be identified to close any gaps.

The sales manager needs to understand the overall strategy and know how to plan - especially in developing a sales plan. They have to be able to analyse the current situation, market and competition as a starting point. As part of their plan they need to evaluate the capabilities of the sales team and decide whether they have the appropriate structure to deliver against the strategy and plan.

If there is no clearly defined sales process, it will help if they can identify one and break it down to the main steps. From this, they can identify the critical areas to monitor and control. Knowing these points can give the early warning signals if their might be problems in achieving the results later and can also help with more accurate forecasting. There are plenty of software systems to help with this aspect, from the top end such as Oracle and Seibel through SalesTrak to ACT or Golmine.

From this, you can see that a key part of the role is desk-bound, making time to think, assess and make decisions. This is only part of the whole! While the desk time can help in identifying areas to set targets and goals, it is not the best place to evaluate the skills and potential of the sales team. The job description should establish some key performance indicators about time spent with the sales team on field visits.

Days spent with the sales team will usually have multiple aims. The primary one is to support and develop the sales person. Observing them with the prospects or customers, reviewing how the call went and then coaching them to improve. A key part of this is to provide useful feedback and support. (Not just blaming or criticising or saying how you, the manager, would have done it!) There is also an element of communication and relationship building to keep the seller informed of things within the organisation and also getting to know more about them. None of these is really achievable working from a desk and trying to manage by telephone and email! A minor part of the day is to also meet with customers and find out what they are thinking about the organisation and its service.

If the organisation has a key (or major) account strategy, there might be valid reasons for the sales manager to have direct contact with some of the personnel in the accounts. This should be at the direction of the account manager or sales person as they are in charge of the account. The sales manager is there to support them not to take over!

There will be some other time with the sales team, whether one to one or at sales meetings. The sales manager can use these to review performance, communicate, deal with problems and agree the way forward. The balance of the sales manager's time might be spent between doing their own administration activities and also interacting with other functions in the organisation.

Across all of these there is no emphasis on being the super seller!! The role is to be the sale manager. This means getting the results through the resources available - and the main resource is the sales people, whether in the field or on the phone. The sales manager needs to develop their management skills in analysis, planning, monitoring and then grow their leadership skills alongside these to develop and support their people. Learn to get motivation through seeing the team achieve rather than getting that deal! The job can become more enjoyable, the sales people are more successful and positive, and results improve. Do this and everyone is happier from the top down and through the sales team!




Graham Yemm is a partner in Solutions 4 Training and has over 20 years experience working with organisations, internationally and in the UK on sales strategy, sales management and developing selling skills. He can be reached through info@solutions4training.com or +44 1483 480656.





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Thursday, 11 August 2011

12 Things Every Sales Super Star Knows


There are only three ways to sell more. Do more right. Do less wrong. Or, do both. Every sales super star knows that there are many skills and attitudes that contribute to their success, but there are twelve critical attributes that the sales super stars have integrated into their overall sales strategy. The following are in no particular order, but if you want long-term consistent success you will embrace and incorporate each of them into your routine sales attitudes and behaviors.

1. Make a sale, you'll make a living. Sell a relationship and you can make a fortune.

Poor salespeople focus on just closing the sale. Successful salespeople focus on closing the sale and the relationship. Which is your approach?

Selling is not about only closing the current prospect on a particular product or service that solves one of their pressing problems, needs or desires. It is about building a trusting relationship and partnership with them, by becoming a resource, and helping them solve their on-going problems, or satisfying their continuing and evolving needs and desires. Super stars know that the lifetime value of a client is far more than the value of one sale or transaction.

2. People buy when they are ready to buy not when you need to sell.

You don't change people's buying habits or circumstances. What you can do is accurately discover them and then attempt to create a sense of urgency. A lot of buying is done due to momentum. It is important to discover those 'real' reasons or circumstances as to why a prospect would buy now, later, not at all or never. Once you have discovered their real issues the sales super star tailors their appeal to those specific needs, desires and buying circumstances.

3. When you sell price you rent the business. When you sell value you own it.

Most poorly trained salespeople tend to lower the price when they receive price resistance. Any price, no matter how low, will always seem high to a prospect or customer if their perceived value is low. The key to effectively handling price resistance is to understand this simple, yet profound, concept.

Prospects and customers say they want low price, but what they really want is low cost. What is the difference?

Price is what customers pay for your product or service now. Cost is what the customer pays by buying late, not at all or wrong. It is their overall cost over an extended period of time.

The sales super stars sell value and don't defend price. In the long run, it is much easier to justify high price if the value is there, than poor quality and constant product/service problems.

4. Your prospect will tell you what you need to tell them to sell them.

Accurate and timely information is the key to success in selling. One of the biggest mistakes poor salespeople make is that they give information before they get information. In other words they talk too much. If you practice this approach, you are going to make one or all of the following mistakes. 1) You will give too much information (more than is necessary to make the sale). 2) You will give the wrong information (based on the prospect's needs, wants, desires or problems). 3. You will give information that could sabotage your success either in the short or long term.

5. If two people want to do business together they won't let the details get in the way. If two people don't want to do business together they will let any detail will get in the way.

If two people want to do business together they won't let any details get in the way. If a prospect doesn't want to do business with you they will let even the slightest detail get in the way. We are talking here about intent. Sales super stars know how to identify the prospect's real intent or their purpose. They are not easily misled and tend to probe deeper when they feel they are not getting the real truth from the prospect or customer.

6. They need to work as hard to keep the business as they did to get it in the first place.

Many salespeople make lots of promises or benefit statements while trying to sell a new prospect. A key concept to keep in mind while selling is that the close of the sale is not the end of the sales process, but the beginning of the sales relationship.

Sales super stars know that to ensure repeat business, customer loyalty, positive references and qualified referrals that their after sales service must be one of their strengths.

7. To sell more every year, they get better every year.

Life is an interesting relationship between paying the price and winning the prize. Between self-investment and rewards. Between investing time in personal development and your ultimate success. It is never too late to begin an aggressive on-going self development program. There are hundreds of books to read, audio CD's to listen to and seminars to attend. Sales stars don't wait for their organization to invest in them and their future value. They take full responsibility for the quality of their life and learning. They are pro-active in seeking out learning opportunities.

8. They manage their time and territory effectively.

Each of us gets 24 hours to do with what we will. Some salespeople wish they had more while others wish time would pass a lot quicker. Some salespeople act like they have an unlimited time bank available to them and that their prospects or clients will see them whenever the salesperson would like. The sales super stars understand the importance of using every available selling minute to its full advantage.

9. The close of the sale begins when the prospect agrees to see them.

People don't like to make decisions. The main reason is they don't want to make a poor or wrong decision. Traditional sales closing methods asks people to make a decision. For example. Do you want it in green or red? (Alternative choice) Do you want to use your pen or mine? (Action close) Can we write up an order now? (Direct close) Each of these closing techniques, even though they do work, have two fundamental problems.

1) They ask the prospect to make a decision. 2) The sales super stars don't use them.

Few salespeople have a 'closing strategy' a process that they follow with each and every real sales opportunity. They don't try an force a fit. They discover the prospects sense of urgency or they create it.

10. They never give up control of the sales process.

A common mistake poor salespeople make is that they lose control of the sales process at some point. There are many ways they accomplish this and here are just a few for your consideration:

They quote price before they have had a chance to build value.

They don't ask enough questions early in the sales process. They just ramble on.

They send out literature when asked, without first qualifying the prospect's agenda or reasons for requesting it.

They send people to their website without first getting some basic qualifying information and having a follow-up strategy after the prospect has perused their site.

Control of the sales process is one of the key strategies of the sales super star. They understand that control is not manipulation, but is in the ultimate best interests of the prospect or client. When the salesperson controls the sales process they are never broad-sided with a lost sale they thought was in the bag.

11. They never project their buying prejudices into the sales process.

The objection that you will tend to have the most difficulty answering successfully is that objection that is the most consistent with your own value system.

If you are a price buyer and your prospect objects to price you will tend to accept their objection. If you are the type of buyer who tends to think decisions over before making a purchase and your prospect says to you, "We need to think this over." Again, you will tend to go along with their objection as rational or making perfect sense (because that is the way you buy.)

This simple act of accepting sales objections that resonate with you because you can relate to them is nothing more than projecting your personal attitudes, opinions, judgments or biases into the sales process. When you project your personal beliefs into the sales process you are assuming that everyone who buys, buys the way you like to buy and often for the same reasons. The sales super star leaves their personal biases, prejudices and opinions at home.

12. They never lose their passion.

Passion is the great equalizer. It can make up for a lack of experience and knowledge. I am not suggesting that you not develop your knowledge or experience - only that until you do, your passion will be interpreted by others as a strong belief in yourself, your mission and your purpose.

Passion is different from enthusiasm. The old outworn cliché says "Act enthusiastic and you will become enthusiastic." I have never subscribed to this philosophy. The reason is that if enthusiasm is an act which you use when things are going well, how do you behave when your life is falling apart? Are you just as enthusiastic about failure, more problems than you deserve and any number of disappointments, frustrations and adversities?




Tim Connor, CSP is an internationally renowned sales, relationship, management and leadership speaker, trainer and best selling author. Since 1981 he has given over 3500 presentations in 21 countries on a variety of sales, management and relationship topics. He is the best selling author of over 60 books including; Soft Sell, Your First Year in Sales, Peace of Mind and The Male Gift Giving Survival Guide. His latest books just released are; 81 Management Challenges and Above Ground, A Story of Life?s Gifts To You. He can be reached at tim@timconnor.com, 704-895-1230 or visit his website at http://www.timconnor.com.





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How You Can Recruit Sales Super Stars - Part I - Recognising Sales Sheep And Wolves


Ted Nicholas, the author of "Magic Words That Sell" once said,

"Marketing mistakes are by far the primary reason businesses do not survive. This includes companies which consider themselves direct marketers as well as those who do not".

Of course Ted is quite right make mistakes in marketing and you'll end up paying through the nose with absolutely no results. Yet companies continually make mistakes in sales.

They waste the opportunities that marketing provides by using salespeople that have one, or more, of these traits:


Poor closers
Too aggressive
Passive order takers
Fear of phoning
Can't write to persuade
Can't present without being boring
Unable to build value in the service or product
Has poor follow-up skills
Can't get to top decision makers
Finds rejection difficult to handle
Poor time manager
Doesn't think strategically
Not self-disciplined
Doesn't try to get market knowledge
Yet sales training may have little or no effect because they're at the limit of their potential already.

What About The Owners As Salestaff?
Often the owners in small companies are also the sales staff. If they can't sell they ultimately go out of business. If they can sell they usually reach a point where they're working harder than if they were in a job. Think about it...

If the owner is the company's sales channel they're probably also their own bookkeeper, administrative clerk, VAT returns clerk, receptionist and general "muck in and get the thing finished or delivered" guy too.

We all know about Michael Gerber's mantra about "Working on the business, rather than in it". We all agree that's a very laudable aim. But we're all so busy doing, doing that we can't quite bear to tear ourselves away from working in the business.

I've been a consultant for over 20 years and I've rarely met a business owner or director who's felt able to step back and consider the strategic aims of the business as it grows.

It's all down to the perceived urgent need for sales. Because often management have no visibility of sales beyond the next one or two months.

Ultimately your business reaches a point where you and your current staff are working all the hours there are to simply stand still.

Growing the organisation is just another item that stays on the "to do" list.

Before you reach that point you need to recruit a salesman. I'll use the term salesman rather than salesperson to indicate a man or woman who sells because it's seems less clumsy than salesperson.

It all comes down to recruiting the right salesman to take the company to the next level - and tied to good marketing too of course.

Broadly you can break salesmen into sales sheep, sales wolves and sales super stars. Let me explain what that means to you as the business owner.

Sales Sheep

They wait for customer to come to them, or the phone to ring to take an order. Or they wait in a shop and sell purely because the customer wants to buy something from anyone who wants to take their money. They think the customer is always right even if it means that they'll lose money on an issue that the customer created themselves. Or they'll give the customer some stock they had lying around. What about the salesman who drops by and entertains their contacts to "touch base", "to see if there's anything for me today" and who "nearly gets a sales but doesn't quite?"

Sales sheep cost you money. Let's count the ways:


Their basic pay to sales ratio is higher than your own, or other sales staff
They give stock or services away as sweeteners, or to get out of a problem
They entertain clients on expenses and still don't get sales
They entertain people at the clients who are not remotely connected to the sale process
They don't follow-up and lose sales to competitors who doHow do you recognise one? There is a way before you even recruit them...

Sales Wolves
They almost run out of your door and can't wait to close a sale. They're so keen they can make people buy your products and services even though they may be wrong for those customers. They know what you sell and try to sell it all to every customer, whether there's a need for it or not. They're equally upfront in-house anything that affects their sale, and often their commission, is bulldozed out of the way to make sure that sale gets done. Sometimes it's pushed through to the detriment of other customers or sales people.

Sales wolves cost you money. Let's see how:


They sell lots but you get a higher returns rate
You get more external complaints, affecting your reputation and therefore referrals
You get more internal complaints and lose staff or morale drops
You lose sales by them tying up staff that other sales people need
They don't want to know about customer issues after a sale. They're too busy on the next saleHow do you recognise one? There is a way before you recruit them...

Sales Superstars
A good salesman gets in more business than he costs you to run and make your company more money than that. A bad salesman is a drain on your company. It can be almost impossible to sort the good from the bad. Almost, but not impossible.

When you recruit a salesman you need to aim for the star salesman. Don't be put off because you think can't afford them.

The star salesman psychological profile is formed during their early childhood and you may catch one before they realise they're great. Or you may find one who was burnt out and is ready to join the fray again.

Either one doesn't require vast amounts of money. Remember even if you paid them 5 times what you pay yourself and they brought in 20 times more in profit would their salary even matter?

According to psychological research a star salesman is driven by two factors: Ego and empathy. Too much ego and they get the sales but at a huge cost to you in terms of customer and internal relationships bruised or destroyed by the ego-driven salesman. Also known as a Sales Wolf.

Too much empathy and they end up discounting so deeply and being so completely on their customer's side that you'll lose money on deals that would normally be profitable. Also known as a Sales Sheep.

Now you know how to tell sales sheep from sales wolves you want to find out how to get sales superstars. Check the next article in this two part series.




JJim Symcox is a business growth coach, copywriter, blogger and the author of "How to Leap Ahead Of Your Competitors". He coaches Chet Holmes clients around the world.

See Jim's blog on Business Growth and Marketing at http://www.business-powerpack.com it has over 500 posts on a variety of mainly business boosting topics.

He has another blog which looks at Search Engine Optimization at http://www.seo-copywriter-king.blogspot.com

Also click over to his site at http://www.AcornService.com to opt in to Jim's FREE and no obligation seminar series on business growth. The following topics are covered:

1 ........ How To Create Your Unique Selling Point
2 ........ How To Set Goals
3 ........ Should You Train?
4 ........ Direct Mail Doesn't Pay
5 ........ How To Do Proposals That Pay-off
6 ........ Is The Internet Costing You Money?





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