As the mobility revolution shows no sign of slowing down, personal mobile devices like smartphones and tablets have become indispensable parts of our daily lives. Mobile applications provide users with instant services anytime, anywhere; from taxi hailing, takeaway delivery to online shopping.
Financial managers spend most of their daily work on reports. Infor CloudSuite is very capable of a wide variety of reports in various functions such as Accounting & Finance, Sales, and Logistics. The reports built from CloudSuite are very powerful; however, users also need other options to generate and interact with these kinds of reports more quickly and easily.
So far, we have discussed building a team and motivating each salesperson. But one thing to be aware of is that the market is always in motion, and your salespeople have to learn to adapt to the changes, or you can equip them with more knowledge and sharpen their sales skills to bring more success to the whole organisation.
It is no longer sufficient that leaders be able to motivate their people and sustain their peak performance.
Gallup’s data in 2013 depicted a troubling reality of employees’ satisfactions, which not many leaders attentively concern. There is a remarkable disparity between 70% of employees who are disengaged, leading to lower productivity, innovation, wellbeing and the 8% of employees who strongly concur that their works bring happiness to them. They are definitely not the numbers which any employer would like to see in the company’s report.
From a dream to change the world of one individual to the life changing of thousand individuals.
Chade-Meng Tan, an engineer from Google, has nurtured his big dream to enlighten minds, open hearts, and create world peace for not only personal lives, but also working environments. His brainchild, Search inside yourself (SIY), has become a prevalent and required course to be taught at Google since 2007. In addition, this mindfulness meditation book made a splash with 24 translated versions and jumped into the bestsellers chart.
A sales team needs cohesion to motivate them to work and achieve. That’s what we discussed in the second part of this Build, Retain and Develop Your Sales Force blog series. Nevertheless, while the team as a whole must not be ignored, experts advise that personal motivation should also be considered due to its positive effect on the salesperson’s drive to achieve and to even go the extra mile for the job.When it comes to salespeople, a steoreotype exists that they are only interested in cash rewards. That’s why the word “commission” may be the only thing popping up in your mind when we mention motivating and rewarding salespeople. But is it the only possible and effective motivator? And is it necessary to do something else if you have already provided a high commission rate?
In part one of our series about building, retaining and developing a sales force, we discussed how your first and foremost objective is to recruit salespeople who satisfy all of your organisation’s aptitude and attitude requirements. We hope you answered the question we raised at the end of the previous part on your own: “Suppose that you successfully hired the right employees. Will your salesteam inevitably run well?”
A sales team is like a bridge. You would never know what your potential customers need, or whether your products or services fit their demands, without your sales team. Along the same lines, building and managing a sales team is no easier than constructing and operating a bridge.
TRG employees used to rely on web-based internal systems for everyday work and collaboration. Such systems helped fulfil essential tasks like leave and travel booking and management, facilities booking, reporting, etc. Accessing these functions via web browsers, especially on mobile devices, is inefficient and hinders effective collaboration despite the use of responsive design. Consequently, a mobile app for quick access to these internal systems was required.
Topics: TRG International
No sooner had the US software publishers started venturing out into the international markets in the early 1980s than the need for software localisation arose. Microsoft, for example, opened its office in Japan in 1978 and expanded their business into Europe in 1979. Unsurprisingly, the significance of localisation at that time was not fully appreciated. When Microsoft introduced Multiplan (predecessor of Excel) to the Japanese market, they asked their distributor to localise the software into Japanese. According to a Microsoft executive, all they did was to “…turn over the source code library to the folks in Japan, wish them luck and go on vacation.”1 As it turns out, localisation has become indispensable for any software publisher’s commercial success. Sometimes, however, it is the initiative of the distributor that makes localisation possible, as in the case of Infor SunSystems in the Vietnam market.