August 20, 2010, 8:25 pm
There is much literature on sales and sellers: what to say, how to argue, how close a sale?, What to do in front of a client and not to do, but very little about the buyers.
Some time ago I wrote a post entitled “Methods of negotiation: The tricks of good buyers,” he described eight possible ways in which a buyer can act. At that time someone said it was a traditional way of addressing the relationship between buyer and seller and forgetting about the famous strategy of “win-win” where buyer and seller are not opponents but partners seeking a satisfactory outcome for both.
At this point, I think it might be interesting to go deeper into the profile you may have a buyer, who actually buy and what position we take as vendors in each case. Continue reading ‘Who and what our buyer?’ »
August 15, 2010, 10:44 pm
According to anthropologists and the Dunbar number is impossible to maintain stable social relationship with more than 150 people, according to this theory, this issue limit is related to the size of our brain neorocórtex its processing capacity.
I think the theory is attractive to make the complex simple and quantify somewhat difficult to determine. But even if I lack knowledge to assess, ensure that the size matters, I remember those theories weighing brains to determine their capacity, and even came to ensure that the brains of the smartest were larger.
Furthermore, and in another context, the virtual networking capabilities allow us to break away the barrier of 150 contacts, making it possible to maintain a much larger number of contacts in diverse communities. Continue reading ‘What are friends for?’ »
August 10, 2010, 2:08 pm
There are many factors that can create a climate within a team that results in team members being uncollaborative. Teams are made up of individuals, therefore it is often useful to drill down and look at how individuals in the team are operating.
What makes an individual uncollaborative? Think of times when you have withheld information or resources, what was going on for you? Or you may have experienced this with others in your team. What factors were present? Taking time to understand this will help you to identify what needs to change in order to begin to influence the culture of your team. Continue reading ‘What makes a team uncollaborative?’ »
May 30, 2010, 7:59 pm
Last week, I have met people who work for large organizations. The feeling of “happiness” for the work they develop is largely conditioned by the contribution of their ideas to the organization. The relationship of satisfaction and therefore not measured by compensation for the participation. It’s like saying: “I work here for anything, let me participate, not just being.”
In the background is a reflection of what is happening in society. In a world hyper, we thought that participation makes us more “close” to what is happening and so we demonstrate in our lives, increasingly digital. However, unlike the Internet, where everything is open and dynamic, professional life begins to suffer the evil of the pyramid, where to get the integration of people and mutual commitment, is becoming a science fiction novel.
And meanwhile, out there, people with talent and courage, which are many, they begin to realize that it is possible to find other levels of job satisfaction, turning his talents in working groups, conferences, participation in projects or simply organizing events, meetings collaborative workshops. In a horizontal relationship, which is what is happening in the world, participation is the rule and control is the anecdote. Almost like in the life of organizations. Continue reading ‘Making do not transform’ »
November 16, 2008, 10:24 pm
If you think about when organisations work well, it’s because all the parts are coordinated together and managed as an integrated whole. And that’s a very good reason why we ought to treat our performance measures the same.
By understanding how measures are related to one another, you increase their power to help you understand and diagnose performance, and thus how you can report those measures together to make performance understanding and diagnosis easier.
RELATIONSHIP TYPE 1: Cause-Effect
As the most commonly talked about relationship between measures or KPIs, the cause-effect relationship isn’t too hard to understand. It simply means that when one measure improves or deteriorates in performance, it causes another measure to improve or deteriorate in performance as a consequence. Continue reading ‘3 Types of Performance Measure Relationships’ »
There is much literature on sales and sellers: what to say, how to argue, how close a sale?, What to do in front of a client and not to do, but very little about the buyers.