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Buy Now Pay Later Sites Offering Reasonable Deals For One And All

Every day, families throughout the U.K., are in need of replacing household appliances, television sets, computers and other necessities. However, many of these families choose not to make these purchases, because they believe they cannot afford it. The idea of spending money they may not currently have, they choose instead to do without, causing undue hardship.

However, through Buy Now Pay Later Plans, purchasing opportunities are available to most any individual in the United Kingdom. Those strapped with bad credit, or even no credit, can now buy merchandise such as electronic equipment, clothing, household items and jewelry, through specific Internet sites. Due to increasing inventory, reduced sales and low interest rates, it is no longer necessary to save up funds to be able to purchase these items.

Internet Websites Offer Quality Pay Later Deals

A few online websitesdirect Internet shoppers to companies offering to sell their quality merchandise to individuals by providing low-interest credit. These special deals are available to most anyone interested in making the purchase now, in exchange for paying later. Bymaking low monthly or even weekly payments, sometimes without a credit check, customers can reduce the amount they owe over time. Offering these incentives to buyers instantly provides the businesses away to reduce the company’s inventory, increase their sales and make room for new models.

Available Credit at Affordable Rates

Even in these challenging economic times, credit is still available at reasonable interest rates. Many lenders offer money to borrowers troubled with lower credit scores, who have suffered as a result of a reaction to the recession. Many banks and other lending institutions understand that many debtorscredit ratings are dropping, not because the borrowers cannot repay, but because of their own failed lending policies of the past. As a response to fewer borrowers seeking credit in the marketplace, some financiers, as a way to increase business, have designed programsthat have eliminated the need for a credit check, or collateral.

Struggling Economy Increases Buyers Leverage

While the old adage of “The buyer is always right” is usually true, the purchaser does not always have the advantage of striking a good deal. However, when the economic climate, like now, is struggling to maintain a balance between supply and demand, a “good deal” is always available to the purchaser. Lagging sales, stagnant inventories and few customers actually increase the buyer’s purchasing leverage in most every deal.

While it may seem to make complete sense for a family to save their extra money until they have enough funds to make the purchase, the reality is, they can purchase most any item now at a greatly reduced price. The very fact that items are available through Buy Now Pay Later catalogues that are offering credit, suggests that these companies are interested in lowering their inventories by selling to the public a greatly reduced prices.

Not often do customers have the advantage over sellers on setting the purchase price of much-needed items. Taking advantage of this unique opportunity makes good sense in any family’s budget.

Finding The Right Crm Solution For Small Business Sales

Customer relationship management (CRM) vendors once only catered to the big players when they developed a CRM solution. The solutions were complex, some still are, and were difficult and time consuming to implement. Its obvious, and has been for some time, that small businesses can get value from a quality CRM system, which is why more vendors are making their solutions compatible to new markets.

You need a way to track contacts, keep a schedule of your sales opportunities and organize your tasks, which has been the traditional role played by CRM for many years. You should expect more out of your CRM though. You should be able to use it not only for tracking contacts, but also for improving relationships with them.

Now that you have a choice of solutions from which to choose, you need to ask yourself some questions about what your needs are now and what theyll be in the future. You need to look into opportunities where your CRM can help you organize data about your clients and that help you draw conclusions that lead to better sales opportunities.

Vendors offer a variety of options today for your CRM solution. To find the one that is right for you, you should put together a team that can make a wish list of functions that will assist them in doing their jobs. Perhaps automation is important to your company? Pick a CRM solution that offers automation in the areas you need it. Maybe your sales team doesnt work around the typical goals related to sales successes, which means youll be looking for something other than the typical CRM. You can find CRM that allows you to customize and work the way you need it to.

Another tradition among the typical vendor is a lack of attention to the sales department needs. Sales departments have historically been left out of the CRM conversation, particularly in the area of reporting. Its obvious that most vendors arent lead by former sales reps because the tools involved with sales reporting are inconvenient at best, which is why the salesforce equipped with the wrong CRM solution will rarely send back reports.

Even with small businesses, the salesforce has a massive impact on the viability of the company. Since the salesforce is highly mobile, they deserve a mobile application that allows them to send reports from their mobile devices, whether its a smartphone, tablet computer or both. These reports need to be easy to generate, include automation so they are sent to the right individuals, and include camera functionality so specific information from signatures to displays can be sent easily along with the report. Companies like Front Row Solutions are currently working with clients with excellent mobile CRM solutions.

Hiring Good Sales People How Top Sales Recruiters Hire Sales Reps

Hiring good sales people is one of the hardest things that a sales recruiter or employer does. Not any more! OK, so how can prospective employers or sales recruiters tell which job applicants can sell? They can make the job applicants take a sales assessment test. If you are an employer or sales recruiting company, you may start with 10 FREE Sales Assessment Tests as explained in this article.

Common Sales Recruiting Mistakes:

A sales recruiting mistake can be expensive. Many sales recruitment firms and employers are deluged with sales resumes, but have no way of knowing who can really sell. So, they often tend to hire someone with whom they “feel comfortable”, who is “like them”, who “looks good”, or who has “industry knowledge”. None of that necessarily means that the person can actually sell. A good Sales Assessment Test can help reduce subjectivity and guesswork, so you can make more objective decisions about hiring good sales people.

Personality / Psychology / Aptitude Testing NOT Enough:

A Sales Personality Test, Sales Psychology Test, Sales Aptitude Test or Sales Reluctance Test is usually not a good predictor of sales potential. There is a lot more to success in selling than just psychology, personality, aptitude or call reluctance. One can have the right personality, psychology or aptitude but if they don’t possess or learn the sales skills and techniques, they are not very likely to succeed in the sales profession. Then there are people who can call incessantly, but cannot close. A well-rounded sales assessment test can reduce subjectivity and guesswork, and help sales recruitment agencies and corporate sales recruitment people make more objective hiring decisions.

Choosing the Best Sales Assessment Test:

Sales Recruiters and employers may want to choose a sales assessment test which is:

1. Accurate / Relevant: The Sales Test must go above and beyond the mundane psychological and personality tests by doing a well rounded sales assessment. This is crucial to the success of the sales recruitment campaign.

2. Robust 2-Step Testing is Better but Costs Less: The simple but robust 2-Step testing (Screening Test plus Final Test) helps protect you against the possibility of a job applicant substituting someone else to take a test on their behalf. Moreover, the Screening Test is much cheaper than the Final Test. If you need to test, say, 500 applicants, you could give them all an inexpensive Screening Test, then give a Final Test to only the top 2% (the 10 highest scorers) on the day of the interview. That could save you a lot of time and money.

3. Efficient: Completely self-contained online system that you can use 24/7/365 at your convenience, without having to call the company every time you wish to test a new sales candidate. Many sales recruiters work online from home.

4. Easy to Interpret: The sales assessment test’s Report Card must be clear, easy to understand, and preferably just 1-page long (some can be unwieldy — up to 20+ pages per candidate). Sales recruiting firms are often pressed for time.

5. Scored Instantly: Candidates’ Report Cards (Sales Assessment Test scores) should be available online immediately after they complete a sales assessment test (no waiting for the Sales Test Reports to arrive by fax or snail mail).

6. Secure Testing: The sales assessment test should contain built-in safeguards against guessing, random answering and candidate substitution. Not all sales tests are created equal. Most good sales recruiters appreciate the importance of secure sales assessment testing.

Find The Best Kpis Collection Ever

Balanced scorecard system has a very simple concept. Its creators, Norton and Kaplan, were the first to include nonfinancial indicators to the list of measures to be evaluated in order to assess business performance of a company. Key performance indicators (KPIs for short) are all important. It is possible to set the right goals and make the right decisions but it is not possible to achieve positive results when evaluating the wrong key performance indicators. Choice of key performance indicators predetermines overall balanced scorecard success. The history of business world knows many examples of balanced scorecard failures related to the wrong choice or the wrong evaluation of key performance indicators.

To begin with, it needs mentioning that key performance indicators are not just measures that demonstrate company progress or regress on the way to implement strategic goals. KPIs represent critical success factors in various environments the company operates in. Balanced scorecard consists of four categories: financial, customer, internal business processes, learning and growth. Logically, each category has own set of key performance indicators which are however are related to KPIs in other categories. For example, such key performance indicator as sales proposals per one customer is directly related to sales growth rate. Employee satisfaction is linked to customer satisfaction as statistics show that the most satisfied employees in the company have the most satisfied customers, i.e. those who bring the most money for the company.

One shouldnt be in a hurry when making a choice of key performance indicators. Of course, there are KPIs collections and ready to use sets. It is OK to use them but one needs to remember that every business is individual and every implementation process of balanced scorecard is individual as well. Something that perfect lease use one company may be hazardous for another, even if the companies are operating in the same market and in the same industry. At the same time it is very useful to refer to KPIs collections. As a rule, key performance indicators are grouped by industries and balanced scorecard categories. For example, if are most interested in financial indicators youll certainly find the most effective KPIs in financial category in such a KPI collection. In case youre looking for key performance indicators for nonprofit sector you should browse such categories as government, public and nonprofit organizations.

What should one pay attention to when selecting key performance indicators? First of all they should be measurable. One should clearly understand how a particular key performance indicator is measured and what they obtained information means for the company. The second most important factor is significance of the selected KPI for the overall performance. This explains importance of setting weights for Paris key performance indicators. For instance, if the company has problems with customer relations the customer category and all customer KPIs should have more weight than those key performance indicators in the learning and growth category.

We should stress again that there are no universal key performance indicators that will perfectly suit all companies. Use as many resources and KPIs collections as you can and choose the best KPIs for your company.

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Forum Marketing Strategy Benefits To Online Business Community Veterans

The full advantages of forum marketing strategy are mostly enjoyed by forum veterans. This are people how have over a long period of time gained credibility and positive online image. They are individuals how have proved their savvy by sharing their experience and expertise in a tactful and consistent manner. It is for this reason that forum marketing is considered a crucial long term online marketing arsenal.

What happens mostly is that these forum veterans, with the express permission of business community moderators are allowed to initiate intensive advertising campaigns. Proper forum marketing strategy advocates that, you seize this opportunity to add value to the forum business community. A good approach would be to offer community members special price cuts on products, free sampling of products and services or start fun promotion contests.

When it comes to forum marketing strategy, it is imperative to avoid spamming. Outsourcing for online marketing firms can lead to them using inexperienced staff to send spam to online forums. Therefore, if you have to outsource for this service do your research well and only work with credible organizations with a proven track record.

Some may argue that spamming business communities helps generate traffic. This may be true to some extent but in the long run it will only contribute to you seriously denting your online image thus people shunning your marketing campaigns. It is undeniable that forum marketing strategy is more about building a good online reputation which in turn results to generating free business sales leads.

The best approach to online marketing is building a good online image thus gain credibility. This will sure take time before to begining cashing in but it is worth you effort in the long run. Getting online business sales leads is not a one day affair but a continues process until you become an expert.

To study more insightful forum internet marketing strategies click the links below.

Marketing Organic Fertilizer

Once a specialty product purchased by a select few farmers and hobby gardeners, organic fertilizers have now become a common sight in virtually every garden center. With so much competition on the market, organic fertilizer manufacturers and dealers are looking at new ways to market their products and increase their sales.

Like all wise marketers, organic fertilizer distributors have learned that the best way to sell their product by combining loads of information with interesting displays and well-planned advertising campaigns. Cross-merchandising and educational marketing are two of the best sales strategies any organic fertilizer manufacturer can put into play.

Many organic fertilizer shops and garden centers rely on product displays to increase their sales bracket. The strategy in play consists of catching the consumer’s attention by placing entire product lines in one expansive display. Other suppliers will scatter displays throughout the store to increase product presence and encourage people to buy. Another popular sales strategy is the careful placement of organic fertilizer products amid the plant department. For example, you might see a potted rosebush with a small display of organic fertilizers next to it. In doing so, the shopkeeper indicates that the fertilizer will indeed encourage flowers to bloom.

Organic fertilizers are typically differentiated by their N-P-K formulations. A variance in these formulations helps to determine the specific area of use the product is most suited, whether it be fruits and vegetables, flowers, lawn care or turf grass. For example, organic fertilizers with N-P-K formulations of 6-2-2 carry a high Nitrogen content, and are best suited for lawn grass. By advertising this fact, organic fertilizer dealers are able to educate their customers and ultimately increase their bottom line.

The colours and packaging materials used can also be used to create a good sales strategy. More and more organic fertilizer manufacturers have repackaged their products, choosing to use plastic instead of brown paper in an effort to improve their sales. Organic fertilizers wrapped in bright resealable plastic bags and plastic containers are certainly much more attractive, and catch the attention of more shoppers. Sharp, eye-catching floral photography on organic fertilizer bags will also attract consumers, luring them with the notion that their flowers will look every bit as beautiful if they use this particular product.

Another important part of the marketing plan is advertising. With a successful ad campaign in magazines, newspapers, radio or television, the supplier can increase sales, and the manufacturer can increase productivity. Also important in the advertising process is consumer education. Telling potential buyers what the product is, and how it is used, will also help to increase sales. Consumers generally prefer not to purchase products that they have little or no knowledge about. Organic fertilizer producers and marketers are advised to offer informative packaging, giving shoppers the chance to learn more before they buy.

In 2002, many organic fertilizer manufacturers reported an increase in their sales. For example, the Scott’s Company reported a twenty percent increase in retail sales of its organic fertilizers and lawn plant food products. According to vice-president of lawn marketing Gordon Hecker, the Scott’s Company was able to achieve this boost in sales without making any changes to their organic fertilizers products. The increase came about due to marketing strategy and improved in-store material display.

Green Light is another organic fertilizer manufacturer that experienced double-digit increases in their sales. The company, based in San Antonio, Texas, has concentrated on marketing their specialty organic fertilizers and plant foods with all-weather displays and plastic packaging.

The trick to making a profit in organic fertilizer sales is really no trick at all. Just apply the basic rules or marketing, and watch your sales grow.

Is The Custom Motorcycle Industry Dead

When Jesse James and his West Coast Choppers first appeared on the Discovery channel the world got a small taste of what custom motorcycles were all about. The economy was good and many men started to dream about having their own custom motorcycle. Of course many of them being upper middle class soccer dads thought the biker lifestyle as portrayed by the great Jesse was a little too scary for them.

Then the Teutels came along. American Chopper struck a chord with men that Jesse failed to do. It made them spend money. Suddenly every man in American over thirty wanted a custom motorcycle. And those that had the money bought them up in droves. Custom bike shops sprang up in almost every small town in the country and many a custom motorcycle builder thought they had hit pay dirt.

Even people who really didn’t plan on buying a custom motorcycle ended up buying a bike because we got caught up in the phenomenon that was American Chopper. Five motorcycles later and two custom motorcycle builds under my belt, I can honestly say that if custom bikes had not been all over the TV I probably wouldn’t have a garage full of them now. The country just went nuts over custom motorcycles.

Doctors and lawyers gladly shelled out for $30,000 bikes so they could join the custom motorcycle fad. Along the way a few production custom motorcycle companies went into business and made their fortunes in a very quick time. If you had the money and wanted a cool bike without the worries about getting parts and such, the production chopper fit the bill. Many of these fad riders actually turned into true motorcyclists, myself included, but that’s where the trouble began.

If you’ve ever ridden a custom motorcycle you’re well aware that these things are great for bar hopping and to parade around at your local bike night but as a full time rides they just don’t work. Trust me I know; after a 400 mile ride to Niagara falls I quickly realized that have a low long custom bike wasn’t what I wanted to ride on long trips. And many other new riders learned the same lesson. As sales of touring models soared the custom motorcycle industry started to hear the death knell that was around the corner. Then tragedy struck the motorcycle industry in general.

As the US economy fell demand for custom bikes fell with it. Many newcomers to the bike building business whom had lucked into a full time carreer out of a hobby soon discovered that when only real bike riders wanted custom bikes built, only hardcore established custom motorcycle shops got the business. Even the well know OCC felt the pinch as their once coveted theme bikes became a low priority for corporations who were now on a budget.

Watchers of the show watched as Paul Teutel Sr had to lay off a bunch of workers and fans could only wonder if their new building was ill timed. The custom motorcycle fad was over.

So what does all this mean for the custom motocycle business in general. Is it dead? Hardly. It’s way bigger than before than fad started. A lot of upstart companies have managed to survive because they created a good product. Some production chopper companies have fallen by the wayside. But the most importan thing, to me is that motorcycling in general has finally become main stream. In spite of a tumbling economy and HD in financial trouble more people are riding motorcycles now then ever before. And that means more people will be customizing them also.

It’s a rare sight to see a motorcycle that hasn’t been customized in one form or another and I confidently predict that after this economy bounces back the custom motorcycle industry and custom motorcycle parts industries will flourish. How do I know all this? Because in spite of lagging sales and the passing of the custom motorcycle fad , websites about Custom Motorcycles are busier than ever. People may not be spending money right now but they’re doing something almost as important. They’re making their bike parts wish lists and in some case determining who they are going to get to build their custom dream bike when things turn around. Which they will.

Take heart my friends, the custom motorcycle industry is not dead, just taking a much needed siesta.

How Much Do Senior Portraits Cost

If theres one question nearly everyone asks this is it. How much do senior portraits cost? The trite, sarcastic answer would be, If you really like pictures and youre going to miss your son or daughter like crazy when they go off to college, senior portrait are cheap. If you never take pictures yourself and you for-see your child living in your basement until theyre 35; senior portraits are outrageous. Truly, a great deal does depend on your point of view.

Most studios will charge a session fee. Some have just one flat fee and others, like our studio, have three different sessions that differ basically by length of time. The session fee covers kind of the photographers time to take the pictures and process the images for you to view. Quite honestly our session fees dont come close to covering the time it takes to photograph a senior, process the images, do some initial retouching and prepare the first view images for the client to see.

Many studios view the session fee more as a guarantee youll show up. Dont get me wrong, I know YOU wouldnt blow someone off but think about it; if theres no up-front session fee to guarantee your spot in the studios calendar, if you had nothing invested and the day of your session came and it was beautiful and sunny and all your friends were going to Valley Fair where would you want to be? Riding the Wild Thing or stuck in a dark studio listening to a 52 year old guy with a beer gut tell bad jokes? If theres money on the line Mom and Dad are going to be sure you show up – with bells on.

Studios session fees in southern Minnesota range from a low of probably fifty bucks to a high of $300 or more. Our studio charges $100, $150 and $200 for respectively, a one hour, an hour and a half and a two hour session. But hardly anyone pays full price for the session.

Studios often run session sales early in the year to start the business flowing. At d. holmes meir studios we have our big 12 hour sale in May and if you book your session for sometime in June youll save 75% on the session fee. In July you save 50% and August nets you a 25% savings. Youll probably find similar sales at most other studios in the area.

With respect to the portraits themselves it will vary a great deal on the number of friends and relatives youll want to gift with your images. At some studios youll spend less than $300 while at others youll invest $1000 or more. Its important to remember that like anything, all portraits and all photographers are not created equal. If youre not a fan of surprises you will want to do research and ask lots of questions as to what is and isnt included in a studios portrait pricing.

Chances are most studios will offer both package as well as a-la-carte pricing options. Packages are almost always cheaper often so much so you may be better off from a money standpoint – to buy more pictures in a package than you really need. No one likes waste but better to waste a little paper than a lot of money.

The most important question you need to ask are whether or not the final images will be retouched and to see examples of retouched images. Many people in this day and age just assume all photographers retouch their portraits nothing could be further from the truth. So look closely at the sample images on a photographers website which one would assume is their best work. If the skin tones are icky, if there are obvious blemishes and imperfections is it reasonable to assume your portraits would be any different?

Essential Steps In Setting Price For A Product

When setting the price of a new product, marketers must consider the competitions prices, estimated consumer demand, costs, and expenses, as well as the firms pricing objectives and strategies.
Here are the steps on how to set a price for your products:

Step 1: Determine Pricing Objectives. What is your purpose in setting a price for your product? Do you want to increase sales volume or sales revenue? Establish prestigious image for your product and your company? Increase your market share and market position? Answering these questions will help you keep your prices in line with other marketing decisions.

Step 2: Study Costs. Since the main reason for being in business is to make a profit, give careful consideration to the costs involved in making or acquiring the goods or services you will offer for sale. Determine whether and how you can reduce costs without affecting the quality or image of your product. This is so true for a company that quality product is the main service. For instance, a digital printing service shop can higher their price in their postcard printing service if it really has higher quality compared to others.

Step 3: Estimate Demand. Employ market research techniques to estimate consumer demand. The key to pricing goods and services is to set prices at the level consumers expect to pay. In many cases, those prices are directly related to demand.

Step 4: Study Competition. Investigate your competitors to see what prices they are charging for similar goods and services. Study the market leader. What is the range of prices from the ceiling price to the price floor? Will you price your goods lower than, equal to, or higher than your competitors?
Step 5: Decide on a Pricing Strategy. You may decide to price your product higher than the competitions because you believe your product is superior. You may decide to set a lower price with the understanding that you will raise it once the product is accepted in the marketplace.

Step 6: Set Price. After you have evaluated all the foregoing factors, apply the pricing techniques that match your strategy and set an initial price. Be prepared to monitor that price and evaluate its effectiveness as conditions in the market change.

Sales Training Books

Books Sales Professionals might like to Read

While developing out new website for Sales Training Consultants, we thought it would be a good idea to provide a reading list for sales people wanting to develop their sales skills and knowledge. So, here it is, divided into various sub-categories for ease of use:

Selling Skills

* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know, Kevin Davis. New York: Random House, 1996. (ISBN 0-8129-2628-5)
* Stop Selling and Start Partnering, Larry Wilson
* Changing the Game, Larry Wilson. New York: Simon and Schuster, 1987.
* SPIN Selling, Rackham, Neil. New York: McGraw Hill, 1988.
* Solution Selling by Michael T. Bosworth (Irwin Publishing, 1995).
* Samurai Selling: The Ancient Art of Service in Sales by Chuck Laughlin, Karen Sage and Marc Bockmon (St. Martin’s, 1993).
* The 25 Sales Habits of Highly Successful Salespeople , by Stephan Schiffman (Adams Publishing, 1994).
* The AMA Handbook of Successful Selling, by Bob Kimball (NTC Publishing Group, 1993).
* The Selling Bible: For People in the Business of Selling, by John L. Lawton (Council Oaks Distribution, 1995)
* Closing Tactics, Andoni Lizardi
* Negotiate to Close, Gary Karass
* Ziglar on Selling, Zig Ziglar. Nashville, TN: Ziglar Corporation, 1991.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. ISBN: 0-7863-0738-2.
* Selling to VITO: the Very Important Top Officer, Anthony Parinello, Massachusetts, Bob Adams, 1994.
* Selling to the Top, David A. Peoples. New York, John Wiley & Sons, 1994.
* Sales Reengineering From the Outside In, Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* Strategic Selling, Stephen Heiman and Robert Miller.
* Conceptual Selling, Stephan Heiman and Robert Miller. Berkeley, CA: Miller Heiman, 1987.
* Selling the invisible, Harry Beckworth
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, Jay Conrad Levinson, Orvel Ray Wilson and Bill Gallagher (Houghton Mifflin, 1992).

Business Acumen

* The One to One Future: Building Relationships One Customer at a Time, by Don Peppers and Martha Rogers (Doubleday, 1993).
* The Monster Under the Bed by Stan Davis & Jim Bodkin. (Simon and Schuster, 1994).
* Corporate Life Cycles: How and Why Corporations Grow and Die and What to Do about It by Izak Adiches. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Little Black Book of Business Math, by Michael C. Thomsett. (New York: Anacom, 1988).
* The Art of War, by Sun-Tzu (Delacorte, 1989).
* The Goal, by Eliyahu M. Goldratt (North River Press, 1992).
* The E Myth: Why Most Small Businesses Don’t Work and What to Do About It by Michael E. Gerber (Harper-Business, 1990).
* The Popcorn Report: The Future of Your Company, Your World, Your Life by Faith Popcorn (Harper-Business, 1992).
* Finance and Accounting for Non-Financial Managers by William G. Droms, (Reading MA: Addison Wesley, 1990).
* The Vital Difference: Unleashing the Powers of Sustained Corporate Success, by Frederick G. Harmon and Garry Jacobs, (AMACOM, 1985).
* What They Don’t Teach You at Harvard Business School, Mark H. McCormack, (Bantam Books, 1984).
* Zap, the Power of Empowerment by Jeff Cox.
* Marketing, by Robert D. Hisrich (Barron’s Educational Series, 1990).
* Multi-Level Marketing: The Definitive Guide to America’s Top MLM Companies (Summit Group, 1993).
* Relationship Marketing: Successful Strategies for the Age of the Customer, by Regis McKenna (Addison Wesley, 1993).
* How to Drive Your Competition Crazy, Guy Kawasaki.
* The Ten-Day MBA : A Step-By-Step Guide to Mastering the Skills Taught in America’s Top Business Schools @amazon.com
* The Complete MBA For Dummies @amazon.com
* Financial Statements : A Step-By-Step Guide to Understanding and Creating Financial Reports @amazon.com
* Business Planning : 25 Keys to a Sound Business Plan (The New York Times Pocket MBA Series) @amazon.com
* Tracking & Controlling Costs : 25 Keys to Cost Management (The New York Times Pocket MBA Series) @amazon.com
* Forecasting Budgets @amazon.com

Strategic Sales Planning

* The Magic Lamp: Goal Setting for People Who Hate Setting Goals, Keith Ellis, Three Rivers Pr., 1998, ISBN: 060980166X.
* Achieving Individual and Team Goals, Terry R. Bacon, Thomas Doggett, International Learningwork, 1996, ISBN: 1577400135.
* The Agile Manager’s Guide to Goal-Setting and Achievement (The Agile Manager Series), Walter Wadsworth, Velocity Pub., 1998, ISBN: 0965919323.
* All About Goals and How to Achieve Them, Jack Ensign Addington, Devorss and Co (Txp), 1977, ISBN: 0875162371.
* 10 Minute Guide To Planning (10 Minute Guides), Edwin E. Bobrow, IDG Books Worldwide, 1997, ISBN: 0028618181.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. (ISBN 0-7863-0738-2)
* Sales Reengineering From the Outside In, by Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* First Things First, Steven Covey, Roger Merrill and Rebecca R. Merrill (Simon & Schuster, 1994)
* Winning the Fight between You and Your Desk by Jeffrey J. Mayer (Harper Business, 1994)
* Strategic Selling, Heiman, Stephen and Miller, Robert.
* Conceptual Selling, Heiman, Stephen and Miller, Robert. Berkeley, CA: Miller Heiman, 1987.
* Successful Large Account Management, by Robert Miller
* Major Account Sales Strategies, by Neil Rackham. New York: McGraw Hill, 1989.
* Managing Major Accounts, Neil Rackham
* Stop Selling and Start Partnering, Larry Wilson
* Power of Consultative Selling, Bryce Webster
* Organizational Capability: Competing from the Inside Out, by Dave Ulrich and Dale Lake, (John Wiley and Sons, 1990).
* Getting to Yes: Negotiating Agreement without Giving In, Fisher and Uri.
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, by Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, by Jay Conrad Levinson, Orvel Ray Wilson, and Bill Gallagher (Houghton Mifflin, 1992).

Customer Focus

* Discipline of Market Leaders, Treachy, Michael and Wiersema, (Addison Wesley, 1995)
* Brain Power: Learn to Improve Your Thinking Skills , Karl Albrecht. Prentice Hall, 1987.
* Seven Habits of Highly Effective People. Stephen R. Covey. New York: Simon & Schuster, 1990.
* Raving Fans: A Revolutionary Approach to Customer Service , Ken Blanchard and Sheldon Bowles. New York, William Morrow & Co., 1993. ISBN 0-688-12316-3.
* Stop Selling and Start Partnering, Larry Wilson & Hersch Wilson.
* One-to-One Marketing, Martha Rodgers and Don Peppers.
* The Customer Driven Company: Moving from Talk to Action , Richard C. Whiteley. Addison Wesley, Reading, MA, 1991. ISBN 0-201-57090-4.
* Customer Centered Growth: 5 Strategies for Building Competitive Advantage, Dianne Hessen and Richard Whitely. Addison Wesley, Reading, MA, 1996. ISBN: 0-201-47967-2.
* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know , Kevin Davis. New York, Random House, 1996. ISBN 0-8129-2628-5.
* Changing the Game, Larry Wilson, New York, Simon & Schuster, 1987.
* Solution Selling, Michael T. Bosworth. Irwin Publishing, 1995.
* Customer Visits: Building a Better Market Focus , Edward F. McQuarrie, Sage Pubns., 1998, ISBN: 0761908838.
* Customer Focus: A Strategy for Success, Roger Langevin, Bill Christopher, Crisp Pubns., 1998, ISBN: 1560524855.
* The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market , Michael Treacy, Frederik D. Wiersema, Perseus Pr., 1997, ISBN: 0201407191.
* Implementing Quality With a Customer Focus , David N. Griffiths, Quality Resources, 1991, ISBN: 0873891104.

End User Effectiveness

* All Consumers Are Not Created Equal, Garth Hallberg. John Wiley & Sons, 1996. 320 pages.
* Real Time, Regis McKenna. Harvard Business School Press, 1998.
* Enterprise One to One, Don Peppers and Martha Rogers, Ph.D. Currency Doubleday, 1997.
* Keeping the Edge, Dick Schaaf. Dutton, 1995.
* Customer-Centered Growth, Richard Whiteley and Diane Hessan. Addison-Wesley, 1996.
* Strategic Customer Alliances : How to Win, Manage, and Develop Key Accounts @amazon.com
* Key Accounts Are Different : Sales Solutions for Key Account Managers @amazon.com
* Account Management (Building Service Management Program) @amazon.com
* Successful Large Account Management by Tad Tuleja(Contributor), et al @amazon.com
* Key Account Management: The Route to Key Supplier Status by Peter Cheverton @amazon.com
* Key Account Management: Maximizing Profitability from Major Customers by John Rock @amazon.com

Negotiation Skills

* Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and Bill Ury (Viking Penguin, 1991).
* Getting Past No, Bill Ury (Viking Penguin, 1993)
* The Tao of Negotiation by Joel Edelman and Mary Beth Crain (Harper Business, 1993).
* How to Out-Negotiate Anyone (Even a Car Dealer) by Leo Reilly (Adams Publishing, 1993).
* Major Account Sales Strategies, by Neil Rackham (McGraw Hill, 1989).
* The Complete Negotiator, Gerard Nierenberger, (Berley Books, 1986).
* The Negotiation Toolkit: How to Get Exactly What You Want in Any Business or Personal Situation @amazon.com
* Deal Power: 6 Foolproof Steps to Making Deals of Any Size by Marc Diener @amazon.com
* The Power of Negotiating: Strategies for Success by Mike R. Stark @amazon.com
* The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success by Deborah M. Kolb, Judith Williams @amazon.com

Channel Partner Effectiveness

* The channel advantage, Lawrence Friedman and Timothy Furey
* Market-Based Management: Strategies for Growing Customer Value and Profitability, 2nd edition, (Prentice Hall, 2000) – Roger Best – Part III Tactical Marketing Strategies Chapter 9
* Make Your Dealers Your Partners Harvard Business Review, March-April 1996, pp. 89-96.
* Rethinking Distribution: Adaptive Channels Harvard Business Review, July-August 1996, pp. 112-120. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Sales Rep Navigator: How to Find the Perfect Sales Rep or Distributor for Your Business, @amazon.com
* How to Market Your Product Through Distributor sales Networks, @amazon.com
* Planning Telephone Sales: Handbook for Distributor Management, @amazon.com
* The Channel Advantage : Going to Market With Multiple Sales Channels to Reach More Customers, Sell More Products, Make More Profit @amazon.com
* Channel Champions: How leading companies build new strategies to serve customers @amazon.com

Computer Skills

* Lotus Notes for Dummies, @amazon.com
* PowerPoint for Dummies, @amazon.com
* Excel for Dummies, @amazon.com
* Word for Dummies @amazon.com