在数字时代，即时通讯应用已成为企业营销的重要工具之一。Telegram，作为全球主流的即时通讯平台，不仅提供了一个安全的沟通环境，还因其开放性和灵活性，成为企业进行营销推广和客户开发的热门选择。为了帮助企业更高效地利用Telegram进行营销推广，LIKE.TG Telegram云控系统应运而生，它是一款专门针对Telegram开发的高效获客工具，旨在帮助用户实现客户流量的快速增长。LIKE.TG Telegram云控系统-智能大师拓客系统。今天，我们也来聊聊“windows 双开tele”的方法，以及如何通过一些技巧和工具，让这一过程变得更加高效和方便。最好用的Telegram云控系统：https://news.like.tg免费试用请联系LIKE.TG✈官方客服: @LIKETGAngel一、什么是“Windows 双开Tele”？很多用户都遇到过一个问题：如何在同一台Windows电脑上同时登录多个Telegram账号呢？“Windows 双开Tele”指的就是在Windows操作系统上，通过特定的方式实现两个或更多Telegram账号同时运行。对于一些需要管理多个账号的用户（例如市场营销人员或企业主）来说，双开功能极为重要。通过双开，用户能够在同一台电脑上同时接收不同账号的信息，进行多个账号的管理，提高工作效率。二、为什么需要“双开”Telegram？1. 账号管理更方便很多用户，特别是市场营销人员和企业管理者，往往需要同时管理多个Telegram账号。双开功能可以让你轻松切换账号，无需登出再重新登录，从而提高工作效率。2. 提高工作效率如果你需要同时处理不同团队或不同业务线的Telegram信息，双开功能让你可以在一个设备上快速切换，避免了繁琐的多设备操作。3. 营销需要，同时操作多个群组或频道对于那些需要用小号做营销作用，或者管理多个群组或频道的用户，双开功能能让你在同一电脑上同时操作多个群体，进行群发消息、互动等。三、如何在Windows上实现双开Telegram？方法一：使用Telegram网页版最简单的方式是利用Telegram的网页版进行双开。Telegram提供了网页版和桌面版两种版本，用户可以在桌面版登录一个账号，在网页版登录另一个账号。这样，你就可以在一个设备上同时运行两个Telegram账号。打开Telegram网页版。使用第一个账号登录Telegram。打开浏览器的隐身模式，访问Telegram网页版，使用第二个账号登录。不过，这种方法有一个限制，就是网页版并不支持所有桌面版的功能，所以它更适合一些简单的操作。方法二：利用虚拟机或模拟器另一种方式是在Windows系统上使用虚拟机或模拟器（如BlueStacks、NoxPlayer等），然后在模拟器中安装并运行Telegram。这种方法可以让你完全独立地管理多个账号，模拟器为每个账号提供一个独立的虚拟环境。下载并安装模拟器（如BlueStacks）。在模拟器中安装Telegram。使用不同的账号登录多个Telegram。这种方式相对来说资源消耗较大，但却能让你完全隔离每个Telegram账号的操作，避免出现冲突。方法三：利用下载完官方Telegram应用程序除基础的利用Telegram提供了网页版和桌面版两种版本可以多开，还可以用复制telegram程序文件夹，只需要复制多个文件夹，直接点击就可以实现多开的目的。方法四：使用“LIKE.TG”助力双开Telegram以上的三个方法可以实现多开的效果，但是还是会受局限，如果用在营销层面上，工作效率可能不会那么便捷。利用“LIKE.TG”平台提供的工具Telegram云控系统，可以更加轻松地实现“windows 双开tele”。在“Telegram云控系统”平台上，你可以批量管理多个Telegram账号，执行群发消息、自动化回复等营销操作。四、LIKE.TG Telegram云控系统主要功能1、云控群控多开：允许用户在无需实体设备的情况下，通过网页云控群控大量Telegram账号。这种方式不仅降低了设备成本，还能够在一个网页运营管理多个Telegram账号，提高了操作的便捷性和效率。2、一键养号：系统通过互动话术的自动化处理，帮助用户快速养成老号，从而提高账号的活跃度和质量。这对于提升账号的信任度和营销效果尤为重要。3、员工聊天室：支持全球100多种语言的双向翻译功能，以及多账号聚合聊天，极大地方便了全球交流和团队协作。五、LIKE.TG Telegram云控系统优势1、用户采集：系统可以进行全球定位采集，从群组中采集大量的Telegram活跃用户，帮助企业高效精准获客，有助于目标市场精准营销推广。2、群发消息：自动统计粉丝回复消息触达数据，对未触达粉丝再次进行群发，确保信息覆盖的最大化。3、拉陌生人：支持将好友批量拉群，可设置多个群链接，自定义群人数，自动过滤已拉群用户，帮助打造高活跃度社群。4、拉群营销：批量拉活跃用户进群，使得封控率更加低，提高群组的活跃度和影响力。5、自动剧本聊天：智能识别联系人的回复状态（已读、未读、回复），并根据不同状态自动发送相应的预设话术，提高沟通效率和转化率。6、添加附近好友：可指定账号，填写全球地图坐标或者在地图上直接选择地点，再添加附近人为好友。7、活跃号码筛选：批量筛选号码已开通/3天活跃/7天活跃，精准筛选高质量数据8、注册购买账号：支持全球国家地区号码卡商，一键选择在线批量注册账号，大量稳定耐用TG账号出售，量大更优惠Telegram云控系统提供了一个全面的解决方案，无论是快速涨粉还是提升频道活跃度，都能在短时间内达到显著效果。对于想要在Telegram上推广产品、维护客户关系和提升品牌形象的企业来说，Telegram云控系统无疑是一个值得考虑的强大工具。Telegram云控系统，实现营销的快速、准确传递，让您的营销策略更加高效、有力。通过LIKE.TG，出海之路更轻松！ 免费使用LIKE.TG官方：各平台云控,住宅代理IP,翻译器，计数器,号段筛选等出海工具；请联系LIKE.TG✈官方客服: @LIKETGAngel想要了解更多，还可以加入LIKE.TG官方社群 LIKE.TG生态链-全球资源互联社区/联系客服进行咨询领取官方福利哦！

WhatsApp，作为全球主流的即时通讯平台，不仅提供了一个安全的沟通环境，还因其开放性和灵活性，成为企业进行营销推广和客户开发的热门选择。为了帮助企业更高效地利用WhatsApp进行营销推广，LIKE.TG--WhatsApp智能拓客大师云控打造而生，它是一款专门针对WhatsApp开发的高效获客工具，旨在帮助用户实现客户流量的快速增长。最好用的WhatsApp云控系统：https://tool.like.tg/免费试用请联系LIKE.TG✈官方客服: @LIKETGAngelWhatsApp智能拓客大师云控主要功能云控群控多开：允许用户在无需实体设备的情况下，通过网页云控群控大量WhatsApp账号。这种方式不仅降低了设备成本，还能够在一个网页运营管理多个WhatsApp账号，提高了操作的便捷性和效率。一键养号：系统通过互动话术的自动化处理，帮助用户快速养成老号，从而提高账号的活跃度和质量。这对于提升账号的信任度和营销效果尤为重要。社媒聚合营销：支持全球100多种语言的双向翻译功能，以及多账号聚合聊天，极大地方便了全球交流和团队协作。WhatsApp智能拓客大师云控|系统具备多种功能，可以满足企业不同层面的需求批量超链群发：支持文本，图片，语音，超链，模板内容群发，智能回复筛选客户，可自定义群发任务，任务结束生成数据报表。批量协议拉群：提供稳定的WS拉群协议，将好友批量拉群，可设置多个群链接，自定义群人数，自动过滤已拉群用户，确保信息覆盖的最大化。坐席数据可视化：支持实时粉丝监控、流量来源追踪、自动化标签、风险监控管理，生成可视化报告，帮助简化数据分析和优化营销策略。好友添加计数+添加分流：支持好友添加计数以及添加分流功能，使好友添加过程更为有序。账号资料继承和员工子账号：支持账号资料的继承，保留账号客户资料，开通员工子账号，提高团队协作和效率，简化账号管理流程。通过实施WhatsApp智能拓客大师云控，企业可以获得以下效益：提升运营工作效率，降低运营成本；通过自动化处理重复任务，释放人力资源，让团队专注于更有价值的工作。增强用户体验：快速响应用户的需求，提供及时的服务，增加用户满意度和忠诚度。优化营销效果：凭借精准的数据分析，调整营销策略，提高转化率。 免费试用请联系LIKE.TG✈官方客服: @LIKETGAngel感兴趣的小伙伴，可以加入LIKE.TG官方社群 LIKE.TG生态链-全球资源互联社区/联系客服进行咨询领取官方福利哦！

在数字时代，即时通讯应用已成为企业营销的重要工具之一。LINE，作为全球主流的即时通讯平台，不仅提供了一个安全的沟通环境，还因其开放性和灵活性，成为企业进行营销推广和客户开发的热门选择。为了帮助企业更高效地利用LINE进行营销推广，LIKE.TG--LINE云控应运而生，它是一款专门针对LINE开发的高效获客工具，旨在帮助用户实现客户流量的快速增长。Line智能云控拓客营销系统适用于台湾、日本、韩国、泰国、美国、英国等多个国家地区。它集批量注册、加粉、拉群、群发、客服等功能于一体，为您提供全方位的LINE海外营销解决方案。最好用的LINE云控系统：https://news.like.tg/免费试用请联系LIKE.TG✈官方客服: @LIKETGAngel 云控是一种智能化的管理方式，您只需要一台电脑作为控制端，即可通过发布控制指令，自动化完成营销工作，并且不受数量限制。Line智能云控拓客营销系统主要功能云控群控多开：允许用户在无需实体设备的情况下，通过网页云控群控大量LINE账号。这种方式不仅降低了设备成本，还能够在一个网页运营管理多个LINE账号，提高了操作的便捷性和效率。一键养号：系统通过互动话术的自动化处理，帮助用户快速养成老号，从而提高账号的活跃度和质量。这对于提升账号的信任度和营销效果尤为重要。员工聊天室：支持全球100多种语言的双向翻译功能，以及多账号聚合聊天，极大地方便了全球交流和团队协作。Line智能云控拓客营销系统优势：LINE养号：通过老号带动新号或降权号的权重提升，实现自动添加好友和对话功能；LINE加好友：设置添加好友的数量任务、间隔时间和添加好友的数据，批量增加好友；LINE群发：设定群发的时间周期和间隔频率，支持发送文本、图片和名片；LINE拉群：设置群上限数量，过滤已拉群，提供多种拉群模式选择；LINE筛选：支持对号码数据进行筛选，找到已开通LINE的用户号码；LINE批量注册：支持全球200多个国家和地区的卡商号码，一键选择在线批量注册；LINE坐席客服系统：支持单个客服绑定多个账号，实现对账号聊天记录的实时监控；LINE超级名片推送：支持以普通名片或超级名片的形式推送自定义内容，实现推广引流。Line智能云控拓客营销系统提供了一个全面的解决方案，无论是快速涨粉还是提升频道活跃度，都能在短时间内达到显著效果。对于想要在LINE上推广产品、维护客户关系和提升品牌形象的企业来说，Line智能云控拓客营销系统无疑是一个值得考虑的强大工具。通过Line智能云控拓客营销系统，实现营销的快速、准确传递，让您的营销策略更加高效、有力。通过LIKE.TG，出海之路更轻松！免费试用请联系LIKE.TG✈官方客服: @LIKETGAngel感兴趣的小伙伴，可以加入LIKE.TG官方社群 LIKE.TG生态链-全球资源互联社区/联系客服进行咨询领取官方福利哦！

在数字时代，即时通讯应用已成为企业营销的重要工具之一。Telegram，作为全球主流的即时通讯平台，不仅提供了一个安全的沟通环境，还因其开放性和灵活性，成为企业进行营销推广和客户开发的热门选择。为了帮助企业更高效地利用Telegram进行营销推广，LIKE.TG Telegram云控系统应运而生，它是一款专门针对Telegram开发的高效获客工具，旨在帮助用户实现客户流量的快速增长。LIKE.TG Telegram云控系统-智能大师拓客系统。今天，我们也来聊聊“windows 双开tele”的方法，以及如何通过一些技巧和工具，让这一过程变得更加高效和方便。最好用的Telegram云控系统：https://news.like.tg免费试用请联系LIKE.TG✈官方客服: @LIKETGAngel什么是“Windows 双开Tele”？很多用户都遇到过一个问题：如何在同一台Windows电脑上同时登录多个Telegram账号呢？“Windows 双开Tele”指的就是在Windows操作系统上，通过特定的方式实现两个或更多Telegram账号同时运行。对于一些需要管理多个账号的用户（例如市场营销人员或企业主）来说，双开功能极为重要。通过双开，用户能够在同一台电脑上同时接收不同账号的信息，进行多个账号的管理，提高工作效率。为什么需要“双开”Telegram？1. 账号管理更方便很多用户，特别是市场营销人员和企业管理者，往往需要同时管理多个Telegram账号。双开功能可以让你轻松切换账号，无需登出再重新登录，从而提高工作效率。2. 提高工作效率如果你需要同时处理不同团队或不同业务线的Telegram信息，双开功能让你可以在一个设备上快速切换，避免了繁琐的多设备操作。3. 营销需要，同时操作多个群组或频道对于那些需要用小号做营销作用，或者管理多个群组或频道的用户，双开功能能让你在同一电脑上同时操作多个群体，进行群发消息、互动等。如何在Windows上实现双开Telegram？方法一：使用Telegram网页版最简单的方式是利用Telegram的网页版进行双开。Telegram提供了网页版和桌面版两种版本，用户可以在桌面版登录一个账号，在网页版登录另一个账号。这样，你就可以在一个设备上同时运行两个Telegram账号。打开Telegram网页版。使用第一个账号登录Telegram。打开浏览器的隐身模式，访问Telegram网页版，使用第二个账号登录。不过，这种方法有一个限制，就是网页版并不支持所有桌面版的功能，所以它更适合一些简单的操作。方法二：利用虚拟机或模拟器另一种方式是在Windows系统上使用虚拟机或模拟器（如BlueStacks、NoxPlayer等），然后在模拟器中安装并运行Telegram。这种方法可以让你完全独立地管理多个账号，模拟器为每个账号提供一个独立的虚拟环境。下载并安装模拟器（如BlueStacks）。在模拟器中安装Telegram。使用不同的账号登录多个Telegram。这种方式相对来说资源消耗较大，但却能让你完全隔离每个Telegram账号的操作，避免出现冲突。方法三：利用下载完官方Telegram应用程序除基础的利用Telegram提供了网页版和桌面版两种版本可以多开，还可以用复制telegram程序文件夹，只需要复制多个文件夹，直接点击就可以实现多开的目的。方法四：使用“LIKE.TG”助力双开Telegram以上的三个方法可以实现多开的效果，但是还是会受局限，如果用在营销层面上，工作效率可能不会那么便捷。利用“LIKE.TG”平台提供的工具Telegram云控系统，可以更加轻松地实现“windows 双开tele”。在“Telegram云控系统”平台上，你可以批量管理多个Telegram账号，执行群发消息、自动化回复等营销操作。LIKE.TG Telegram云控系统主要功能1、云控群控多开：允许用户在无需实体设备的情况下，通过网页云控群控大量Telegram账号。这种方式不仅降低了设备成本，还能够在一个网页运营管理多个Telegram账号，提高了操作的便捷性和效率。2、一键养号：系统通过互动话术的自动化处理，帮助用户快速养成老号，从而提高账号的活跃度和质量。这对于提升账号的信任度和营销效果尤为重要。3、员工聊天室：支持全球100多种语言的双向翻译功能，以及多账号聚合聊天，极大地方便了全球交流和团队协作。LIKE.TG Telegram云控系统优势1、用户采集：系统可以进行全球定位采集，从群组中采集大量的Telegram活跃用户，帮助企业高效精准获客，有助于目标市场精准营销推广。2、群发消息：自动统计粉丝回复消息触达数据，对未触达粉丝再次进行群发，确保信息覆盖的最大化。3、拉陌生人：支持将好友批量拉群，可设置多个群链接，自定义群人数，自动过滤已拉群用户，帮助打造高活跃度社群。4、拉群营销：批量拉活跃用户进群，使得封控率更加低，提高群组的活跃度和影响力。5、自动剧本聊天：智能识别联系人的回复状态（已读、未读、回复），并根据不同状态自动发送相应的预设话术，提高沟通效率和转化率。6、添加附近好友：可指定账号，填写全球地图坐标或者在地图上直接选择地点，再添加附近人为好友。7、活跃号码筛选：批量筛选号码已开通/3天活跃/7天活跃，精准筛选高质量数据8、注册购买账号：支持全球国家地区号码卡商，一键选择在线批量注册账号，大量稳定耐用TG账号出售，量大更优惠Telegram云控系统提供了一个全面的解决方案，无论是快速涨粉还是提升频道活跃度，都能在短时间内达到显著效果。对于想要在Telegram上推广产品、维护客户关系和提升品牌形象的企业来说，Telegram云控系统无疑是一个值得考虑的强大工具。Telegram云控系统，实现营销的快速、准确传递，让您的营销策略更加高效、有力。通过LIKE.TG，出海之路更轻松！ 免费使用LIKE.TG官方：各平台云控,住宅代理IP,翻译器，计数器,号段筛选等出海工具；请联系LIKE.TG✈官方客服: @LIKETGAngel想要了解更多，还可以加入LIKE.TG官方社群 LIKE.TG生态链-全球资源互联社区/联系客服进行咨询领取官方福利哦！

Much has been said about the transformative nature of fifth-generation cellular wireless (5G) services. Apart from the consumer applications like blazing fast mobile downloads, 5G also enables an abundance of smart enterprise and Internet of Things (IoT) applications. These applications can transform the way we do business and how we manage our lives. For communications service providers (CSPs), 5G is a not-to-be-missed opportunity to reimagine customer experiences across the whole customer lifecycle. 5G is a gamechanger in terms of innovation CSPs can leverage a digital-first, cloud-based customer platform to transform how 5G services are marketed, sold, delivered, and supported. Imagine a high bandwidth, low-latency 5G broadband offer targeted at serious video gamers. What if, with a single click on an app, gamers can instantly activate 30 minutes of free play on the 5G network? This would allow gamers to experience the difference in 5G network quality themselves before they purchase. Similar scenarios exist for Enterprise 5G and IoT use cases. What if an enterprise customer needed a high bandwidth and low-latency video for a live event? How can this be provisioned on-the-fly, through a digital self-service portal? As opposed to going through the time-consuming process of contacting the CSP’s account representative to ask for a quote, before placing an order? As 5G network innovation takes place, there needs to be a new approach to Operations Support Systems and Business Support Systems (OSS/BSS) in order to support seamless and engaging user experiences like these. Innovation bottlenecks to overcome Customer expectations are changing in terms of how they wish to engage and consume services from communications and network providers. With the introduction of new 5G services, there will be opportunities for innovation across the overall customer experience, from marketing to post-sale support. Innovation is easier said than done. Delivering excellent user experiences depends on the ease of configuring and adapting the telco’s OSS/BSS. Unfortunately, legacy OSS/BSS stacks are often bottlenecks to 5G innovation. That’s because it is not uncommon for the OSS/BSS to be heavily customised, and extended piecemeal over the years to support each generation of network technology. In the past, this has included 2G, 3G, 4G/Long-Term Evolution, public switched telephone network, digital subscriber line, and fibre-optics communications. As a result, these legacy IT platforms are often burdened with complexity and technical debt. That means that they are not agile enough to support new demands like omnichannel engagement and dynamic service configuration. With legacy IT platforms, businesses will take far longer to launch new 5G products and services (months rather than days). There will also be costly and time-consuming IT development and support. LIKE.TG helps CSPs realise the full potential of 5G A recent LIKE.TG “State of the Connected Customer” survey found that 72% of consumers and 83% of business buyers expect companies to use new technologies to create better experiences. In the context of next generation 5G services, this means: Simplifying products, offers, and business processes, in order to exploit the rich, dynamic, flexible nature of 5G. Putting the customer in control, with self service features that leverage inherent 5G capabilities for zero-touch automation and service intelligence. Engaging with customers on their preferred channels. These channels are increasingly digital, mobile, or social, with seamless transitions across channels. Accelerating 5G service delivery by streamlining and unifying the quote-to-order and fulfilment process through catalogue-driven design. The phased approach is one way to transition from legacy OSS/BSS to a digital-first and customer-centric cloud platform. Another increasingly favoured method is to start with a clean slate, by deploying a new cloud-based OSS/BSS stack for a new service launch. Just as network economics will be transformed by 5G, an agile, cloud-based customer platform will reduce the Total Cost of Ownership (TCO) and transform IT spend in a commensurate way. LIKE.TG is working with CSPs globally to evolve to digital-first and cloud-based customer platforms. These will set the foundation for CSPs to realise the full potential of 5G services. For example, Orange worked with LIKE.TG to “uberise” the digital telco experiences, and put their customers in control with effortless and instant choices at their fingertips. Maxis is trialling 5G services and has rolled out LIKE.TG as part of the sales transformation of their enterprise business. 5G represents a compelling opportunity for CSPs to reinvent their future networks and drive growth through new business models. 5G is also an opportunity to transform IT in order to eliminate bottlenecks to innovation, and reimagine customer experience and the digital world. Want more insights on how to reimagine customer experience in the communications industry in the age of 5G? Learn how LIKE.TG is working with CSPs all over the world to redefine the B2B digital experience and reimagine next generation digital engagement in the 5G age.

As a sales manager, your job is to provide your salespeople with the tools, information, and support they need to close deals and grow revenue. You also want to help your reps develop meaningful careers. They can’t do it alone — and neither can you.If you’ve recently been promoted to a sales manager role — or are looking to brush up on your leadership skills to earn that next promotion — consider these five essential sales management skills to help you create a successful sales team. By honing these skills, your team will better understand how to build strong customer relationships and close deals. Every sales manager needs to be able to:Hire and retain the right sales teamFocus on performance managementLearn how to coach effectivelyKnow their numbersRethink their approach to leadershipAdditionally, mastering communication skills is crucial for building strong customer relationships, leading sales teams effectively, and conveying information across various business scenarios.Click image to view in a new browser window1. Hire and retain the right sales team understanding sales manager responsibilitiesGood to Great author Jim Collins wrote, “The most important decisions that business people make are not what decisions, but who decisions.” For sales managers, recruiting a successful sales manager may well be the most important thing you do. And yet, since most sales managers don’t hire on a daily or weekly basis, it can be challenging to create an effective sales hiring process.The best salespeople can earn your company big money, but they can be hard to find — and even harder to keep. One study found that the average turnover rate for sales positions is 39 per cent. In a world where four out of every 10 new hires won’t stay with your company, hiring isn’t just about snagging the best salespeople, but retaining them, too.After all, a great sales manager at your business likely invests thousands of dollars for each new recruit. You pay to train them, and then wait for them to learn enough to start making valuable sales. No sales manager wants to put in the time and effort just to start the process all over again.That’s why successful sales managers must try to hire the right people from the start. Here are some tips to get going:Create an ideal candidate profile before you hire. Building your team goes best when you know what you want the end results to be before you even begin. Outline the skills, experience profiles, and characteristics that will fit best with your team, now and into the future. Organise your job description around these characteristics, and screen for them as you interview. Specifically, crafting a detailed sales manager job description that outlines responsibilities and qualifications is crucial. This helps in attracting and retaining skilled sales reps by ensuring they understand their role in overseeing the sales team, setting objectives, and driving revenue growth.Remember that degrees and experience are only part of the equation. Expand your evaluation beyond the resume to screen for more elusive soft skills, like executive communication and relationship-building abilities, as well as sales skills, like logical analysis and the ability to learn a new business.Highlight your business as a desirable employer. When a great candidate is sitting in front of you, often the evaluation is going both ways. That’s your cue to sing the praises of your employer and to dig into anything the candidate wants to know. Share information about benefits, company culture, and opportunities for growth. Seek to understand what motivates these candidates, speak to their passions and their dreams, and tell them why you’ll help them do the best work of their careers.Go beyond the job boards. Your next top salesperson is probably busy closing deals, not scouring job boards. So open other avenues in parallel, like recruiter channels, events, and word-of-mouth referrals. Critically, increasing diversity in your sourcing will also increase diversity in your team. Check out more tips to diversify your candidate pool.When people do move on from your team, another important sales manager skill is the ability to perform an empathetic exit interview. These meetings with sales teams will help you understand why they are leaving, how satisfied they were, and what you can do better.2. Focus on performance managementAs a sales manager, sales performance and management is at the heart of your job. Sales managers are responsible for supporting their salespeople with goals, coaching, and resources while maintaining an authentic interest in their personal growth. Performance management is what makes this growth happen. Developing and implementing effective sales strategies is crucial to achieving sales performance and management goals.Berkeley experts recommend taking a three-pronged approach to performance management:Plan: Collaborate with your salespeople to create expectations around performance and tailor individual growth goals to their strengths and business objectives. Outline these goals in a plan together with specific areas for improvement, actionable steps for achieving desired results, and a timeline for when it all should happen.Check-in: Schedule performance conversations where you and your salespeople discuss what steps have been taken and how performance has been affected.Review: Following the timeline, review performance against the plan, and talk about factors that may have affected the results. Discuss what went well and what didn’t, and create new objectives for the next performance management cycle.Employees crave ongoing feedback, so don’t wait for official reviews before you discuss performance. Instead, build trust-based relationships with your team that provide solid ground for meaningful and regular check-ins throughout the year. Make sure coaching plans include regular training on digital sales tools, too.Performance conversations with sales leaders are a crucial area where employee experience and business results overlap. Like all employees, salespeople want to have good relationships with their managers and seek opportunities for development. Listen carefully to what they have to say; these are dialogues, not monologues.Performance management is what you’re doing. Coaching effectively is how you do it. See the next section for more details on that.3. Learn how to coach effectivelyEffective salespeople aren’t born. They’re created through experience, intensive training, and effective sales coaching, often from great sales managers, who make it a point to help their team members succeed.Sales training traditionally focuses on sales methodologies and product knowledge. In contrast, and just as important, sales coaching is encouraging behaviours that drive long-term success among your sales team members themselves.To be successful as a sales manager, evaluate each member of your sales leadership team as an individual and determine how coaching can help them grow as a salesperson. Get started with these seven steps:Build trust. No rep will take your advice unless they trust you. Don’t offer hot takes on their performance right out of the gate. Take time to observe how they work holistically before offering ideas for improvement.Ask effective questions. Why do they approach their work the way they do? What motivates them? These questions will help you understand their motivation for better results.Encourage self-evaluation. Making suggestions as their manager is great, but what’s even better is helping reps cultivate their own self-awareness. That way they can see issues and resolve them independently.Focus on one area of improvement at a time. No one wants to hear that they need to improve in 10 areas. Start small.Listen as much as you speak. The rep should co-lead any performance discussions alongside you. If you find yourself talking much more than the rep, that could mean you’re not listening enough.Develop a plan of action with your rep. Share, don’t mandate, the roadmap to better performance.Hold the rep accountable. Ask about their progress monthly or more frequently, depending on the relationship and coaching needs.Once you better understand each person’s needs and potential, you’ll be better suited to create a dynamic coaching plan designed for their individual strengths and weaknesses.Click image to view in a new browser window4. Know the numbersAs a sales manager, numbers will be your new best friend. Which numbers? Analytics on how the business is performing. This data will illuminate areas that need extra sales attention so you can pass down advice to reps.If you’re a newly promoted sales manager, think about this as the shift from flawless sales execution to being a numbers-driven coach. Consider these two key areas for revenue growth and focus:Look for the story behind the numbers: Financial reports often don’t provide context for numbers. For example, how does a 25 per cent increase in sales impact quarterly earnings? If one region suddenly saw a dramatic surge in sales, did they also invest significantly in new hires a quarter before? Knowing the data won’t help you if you don’t know what the numbers truly mean. Analysing these numbers can help in refining your sales strategy, enabling you to better meet sales targets and improve overall sales performance by planning and implementing effective strategies and overseeing sales teams more efficiently.Expand outside of sales: Look beyond sales-specific numbers. How is marketing performing? What about customer service? Knowledge of company performance across the full customer lifecycle will give you a better understanding of where sales fits in. Then you can better guide your team.5. Rethink your approach to leadershipSome managers confuse leadership with power. Being an effective sales team leader means understanding your true role as a leader. Sometimes a leader isn’t the loudest person in the room. Sometimes being a leader means active listening, or pitching in on some not-so-glamorous duties if a team member is unexpectedly away.As a good sales manager does, your true purpose is to empower your team and provide them with the tools and resources they need to succeed. This means ensuring they understand where their strengths lie and helping them improve areas of weakness. Your sales manager skills will get better the longer you do the job. It’s a multifaceted role, and when it’s done well, everyone benefits.Next stepsGetting promoted is exciting. Just when you feel like you’ve mastered your domain, you rise to a new place, a beginner once again. Only now you have more responsibility than ever.The call of the sales manager is to become a leader. Instead of solely focusing on making sales, your sales management role has expanded to support and lead those who are making the majority of the sales.The sales manager skills list in this article will help you help your team become top performers. It won’t happen overnight: Take the time to study, adapt, and adjust your approach as you learn more about what works for you, your team members, your sales manager responsibilities and your company.For more insight on sales targets and what it takes to boost sales productivity on your team, download our guide.

In a recent survey of 350 B2B leaders, 94% expected their growth to come from ecommerce. And with traditional sales channels at risk because of pandemic-related restrictions, it’s absolutely critical to focus on selling online. But launching or growing your ecommerce isn’t easy. Even under normal market conditions, these deployments traditionally take months to execute. Today, you likely face a newly remote workforce, siloed systems, and uncertain economics. But GE Renewable Energy was able to build a B2B commerce site in 12 weeks. Here’s what they learned. The problem: An outdated system GE Renewable Energy’s products include wind (onshore and offshore), hydropower, and solar power solutions, and it had an outdated B2B ecommerce solution for its aftermarket Onshore Wind parts division. The company began to experience a decrease in online orders since their site wasn’t user friendly and had performance issues. Although a majority of its commerce was still offline, GE Renewable Energy also had high hopes for their digital ordering portal. To make it successful, they needed to grow user adoption and activate a self-serve capability, so it could increase order values, make it easier for customers, and buy parts. This just wasn’t possible with their current ecommerce solution. The outcome: An unexpected use case The GE Renewable Energy team reached out to Deloitte Digital to help them build a portal using LIKE.TG B2B Commerce — and were able to quickly deploy to market. Before they got started, GE Renewable Energy carried out market research to understand their customers’ pain points, segment their market, and hone in on a minimum viable product (MVP) that would meet customer needs and help them grow sales. While they had big ideas for their transformation, GE Renewable Energy started with that MVP and has been scaling and building on that initial success. The team had a phased approach and defined what user stories would be prioritised based on the customer feedback. The project focused on the user experience for the first release and then scaled to the order processing and system integration in the next phases. The new website benefits include: Improved search: faster results and the ability to filter products through different categories Better product information: users can check product availability, see specific pricing, identify obsolete parts and their replacements, browse for sub-components, and check detailed specs Easily request quotes on specific parts and place self-service orders Faster response to customers due to automated order processing and status updates The fast deployment was one success, but the true test would be customer adoption. On day one, the team began receiving orders through the new site. And after just one month, GE Renewable Energy saw that the majority of the users accessed the website at least twice per week, In fact, customers liked it so much, those using internal purchasing systems used the new B2B site to browse and configure what they wanted to buy. The insights: GE’s lessons to other B2B companies 1. Survey customers and base your roadmap on the results The GE Renewable Energy B2B commerce launch didn’t start with the deployment itself. The team engaged a consultancy company to develop a market study, conduct several interviews with customers, and develop online surveys to gather feedback. They then used this customer data to understand the most common pain points, prioritise deliverables, and plan out the roadmap upfront. “It took some time for us to define our strategy, but we wanted to understand what was really critical to our customers,” Marketing and Strategy Leader for GE Parts and Repairs and Universal Fleet Solutions Livia Miyabara said, “We deployed pretty fast because we’ve had a minimum viable product approach and divided it into different releases.” 2. Start with what your customers can see The GE Renewable Energy team had a long wishlist of what it wanted to improve on its website. However, the research revealed that customers were having a hard time navigating the website. Therefore, the team agreed that user experience and search were the top priorities of the first launch — even though that meant that time-saving, behind-the-scenes improvements would be made after. “We really focused on the front end,” said Jeremy Altschuler, GE Senior Manager of Technical Product Management. “We had that very specific goal from the beginning, which helped us focus and move fast.” 3. Customer behaviours should inform future improvements GE Renewable Energy based its deployment roadmap and priorities on customer feedback. But the team didn’t stop there. Once they deployed, they analysed how customers entered the website, along with their journey and flow within the site, and details related to when and how they left. As a result, the team gathered data-driven insights that can help them evaluate what’s working about the website and how they can prioritise future improvements. The next step: Start your own B2B commerce digital ordering portal To stay competitive in an unpredictable business environment, it’s critical to capture your share of B2B commerce opportunities — fast. To help you get there, the newly launched B2B Commerce on Lightning Experience takes the power of our existing technology and marries it with the capabilities of the LIKE.TG platform to bring the most complete and connected experience to market. This makes it: Faster to implement Easier to use, whether you are a developer or business user More flexible than ever to respond to ever-changing market demands Learn more about the GE Renewable Energy story and get the details on how the new B2B Commerce on Lightning Experience can help you innovate with speed, scale your implementation, make regular updates, and connect with ease. This post originally appeared on the U.S.-version of the LIKE.TG blog.

As we face four major crises — global health, the economy, equality, and leadership — how can business leaders help guide the way? In an interview with LIKE.TG CEO Marc Benioff, Workday Co-Founder and CEO Aneel Bhusri says it takes a mindset change. “Companies can step up and show that we have a soul and we want to do the right thing. We all need to think about more than our share price. We’ve got to think about our community, our employees, and our customers in a far more complex way than we have historically.” In this installment of our Leading Through Change series, Bhusri shares his thoughts on leading with values in the midst of a crisis, and what enterprises can do to ensure their efforts translate into a better world. His words have been lightly edited for content and clarity. On valuing employees We’ve always been “employee-first,” [but] you never know if your value system really works until you hit a crisis. When we realised the pandemic would go on much longer than predicted, we wanted to assure our employees they would be taken care of right out of the gate. We gave every employee in the company a two-week bonus just to get ahead of issues they might have. It allowed them to bring their whole selves to work and know the company was looking out for them. And when you lead with your employees, happy customers come next. On addressing racial injustice There’s nothing like a crisis to force you to lean on your core values. If we lose this moment of opportunity, shame on all of us. I feel really energized right now because this is a time where the right conversations are happening. There has to be a major change in mindset. Great Places to Work CEO Michael Bush makes a great point — you’ve got to listen and understand, and then you’ve got to take action. Companies like ours can step up and be forces for good and forces for change. In our product, we have diversity dashboards where you can [track the progress of your workforce diversity initiatives]. I’ve always believed that if you can measure it, then you can change it. There’s not a chief human resource officer (CHRO) in the country I’ve talked to that doesn’t want to do the right thing. On technology’s role in recovery We have to get the economy going, but we have to do it in a safe way. Innovation, new ideas, and creativity are going to help us get through this. For example, marrying the employee and skills data we have in Workday with Work.com makes reopening for our customers a lot easier because the data and solution sets are complementary and powerful. I’m amazed at how quickly our customers are reinventing themselves to fit this new world using our technology. A large manufacturer built an app on Workday to track COVID-19 cases and inform them where to move manufacturing capacity. A major retailer delivered more than a million one-time hazard paychecks to take care of their employees. Use of our workforce and financial planning applications grew 30 times in the last few months as customers continue scenario planning. I do think being a cloud company is both a technology advantage and a mindset advantage. We just see the world differently — we see it as open and connected. On reskilling the workforce Forty-one million people in the US are out of work, but many of the jobs they had aren’t going to come back. Through private-public partnerships, we have a real opportunity to retrain millions of people and give them skills that are going to make them successful for the next decade. We’re working with states to identify the hiring needs of their largest employers, while those governments invest in the training programs we need to reskill these workers. On hope for the future We’ve learned a lot about how to deal with pandemics and we’ll learn a lot about how to be resilient. We will come out a stronger country in dealing with racism. It gives me hope we’re taking on these issues and not being silent while trying to do the right thing. We’re going to look back at this as one of the most meaningful times in our life. Watch the full interview with Aneel Bhusri and a performance by Leon Bridges below. window.SfdcWwwBase && window.SfdcWwwBase.videoComponent && window.SfdcWwwBase.videoComponent.updateChapter(document.scripts[document.scripts.length - 1].getAttribute("data-uuid")); if(!window.vidyardEmbed){ window.videoUtils && window.videoUtils.loadScriptOnce("https://play.vidyard.com/embed/v4.js", "Vidyard", true); } else { window.vidyardEmbed.api.renderDOMPlayers(); } (function($) { // Add 'Configuration' global object with details of our Adobe Analytics instance window.Configuration = window.Configuration || {}; var rsid = (typeof Server !== 'undefined') ? Server.getAccount() : ''; $.extend(window.Configuration, { PUBLISHER: '8D6C67C25245AF020A490D4C@AdobeOrg', MCID: '8D6C67C25245AF020A490D4C@AdobeOrg', NAMESPACE: 'LIKE.TG', CHANNEL: 'LIKE.TG', RSID: rsid, TRACKING_SERVER: 'LIKE.TG.sc.omtrdc.net', HEARTBEAT_TRACKING_SERVER: 'LIKE.TG.hb.omtrdc.net', DEBUG: false }); }(jQuery)); // End of IIFE This conversation is part of our Leading Through Change series, providing thought leadership, tips, and resources to help business leaders manage through crisis. This post originally appeared on the U.S.-version of the LIKE.TG blog.

Companies across APAC are reopening after COVID-19 lockdowns. For many of them, building business resilience is a priority. How can they adapt to disruptions like COVID-19, while maintaining continuous operations and safeguarding people? This is particularly challenging for field services providers. Future lockdown directives may prevent field service technicians from visiting customers’ homes. Customers may also want to minimise visitors to their homes. Therefore, you will need to explore new ways to deliver superior customer service. At the same time, you have to prioritise the safety of your technicians and customers. This is possible with the right Field Services Management (FSM) technology. For example, using remote assistance tools can improve first-call resolutions while limiting physical contact. Here are four ways FSM technology can improve your field service operations, while protecting technicians and customers: 1. Understand your customers’ needs in the new normal Field service providers must adhere to physical distancing restrictions. To do so, you may need to reduce manpower and service capability. To neutralise this risk, reach out to your customers to understand their current needs. Then, reallocate the right skill set to meet customer demand. FSM technology enables effective reallocation by forecasting demand spikes across service territories. Use demand forecasting to mobilise back-up teams in places where service gaps occur. Demand forecasting can also identify high-demand areas that are suited to innovations like pop-up service centres. 2. Maintain service level agreements while ensuring worker and customer safety To limit in-person customer visits, use remote customer assistance tools. These include live video calls, augmented reality technology, or artificial intelligence. During the pandemic, Sports Engineering And Recreation Asia Ltd. (Seara) could not send technicians to customers’ homes. That did not stop the fitness equipment supplier from helping customers to install equipment. Group Customer Service Manager Nisarat Chokwattanakansir explains: Sometimes, in-person customer visits are necessary. In these cases, give your technicians access to remote support resources. When technicians can resolve cases on their first calls, they can avoid repeat visits. 3. Use FSM technology to increase customer service flexibility For example, Field Service Lightning (FSL) gives customers the flexibility to self-serve. Real-time communication from technicians also reduces the need for physical visits. If physical visits are a must, equip your technicians with FSL-connected devices. This can help to reduce incomplete operations due to missing information. FSL can also ensure that replacement parts are always available. This prevents your technicians from making repeat visits due to missing parts. Finally, FSL helps to match technicians to jobs within their field of expertise. This increases the likelihood that technicians solve cases on their first calls and minimises follow-up visits. 4. Simplify customer support processes A FSM management platform can do more than minimise customer visits. It can simplify customer support processes with self-service scheduling. It also increases visibility into the statuses of ongoing contracts, thus reducing uncertainty. FSL, for example, supports customer self-service with chat bots and knowledge base access. This is critical in view of physical distancing restrictions and cost effective in the long run. Ronnayot Leangumnuay, Deputy CEO at Advanced Business Solutions and Services Co., Ltd explains: Disruptions like COVID-19 do not have to derail your field service operations. With a FSM platform, you can use demand forecasting to close service gaps. You can also use remote customer help tools to improve first-call resolutions and increase customer satisfaction. But a FSM platform is capable of much more than crisis management. The right FSM platform can streamline customer support and provide opportunities for self-service.

In an industry as diverse as retail, it’s no surprise the impact of COVID-19 has been uneven. Department stores, for example, struggle due to store closures and reduced foot traffic. On the other hand, some ecommerce players are attracting new shoppers and experiencing record growth. Our LIKE.TG Shopping Index revealed that parts of Asia experienced 200% year-over-year (YoY) digital revenue growth in April, as a result of more consumers spending online. This is positive news not only for those succeeding online already, but for retailers ready to embrace digital opportunities. I discussed how retailers can recover and grow post-COVID-19 during a recent joint webinar with eTail. Joining me on the panel were representatives from some of Asia’s most innovative retailers: Pomelo Fashion, Gojek, and Razer. The consensus was clear: retailers need to accelerate their digital strategies and stay relevant to customer needs. Jean Thomas, CMO of Pomelo Fashion, made the point that engaging customers on their preferred digital platforms was an imperative even before the pandemic: Innovation is not just about cutting edge technology. It’s about meeting your customers where they’re at and finding meaningful ways to add value. Here are five practical examples of how retailers innovated and stayed relevant. 1. Double down on shopper experience There’s a distinct rise in different ways to buy online. Customers can use apps, messaging platforms, social media, smart speakers, and more. We call this shopping at the edge, where brands provide customers with experiences and transaction opportunities on the channels where they’re already spending time. Antoine De Carbonnel, Chief Commercial Officer at Gojek, said they are helping retailers and consumer packaged goods companies understand the different channels where they can sell. 2. Embracing contactless engagement Contactless payments are not new. But with COVID-19, we’ve seen more brands embrace tap-to-pay options and contactless delivery. Some new services, like curbside pickup or free click and collect, are likely to remain popular in the early business reopening phase and could be here to stay. One example is the You Shop We Drop service introduced by Gaysorn Village, a high-end mall in Thailand. Customers can shop online and pick up their goods at designated locations, without leaving their cars. 3. Responding with empathy and creativity It’s been inspiring to see many brands living their values and pivoting their businesses to do social good. We saw this with Razer, which used its production line to produce more than a million masks for the Singapore community. Yvonne Lim, Global eCommerce Director at Razer, says: 4. Turning every employee into a brand hero Employees are the real brand heroes in retail. Brands have been focused on employee health and safety, while finding ways for everyone to stay productive. This has led to dynamic new offerings like digital concierge services, where in-store employees can apply their skills at home. Beauty brand Sephora, for example, lets customers book online makeup and skincare consultations with the retailer’s beauty experts. COVID-19 has also sparked conversations on the future of customer service and whether some teams still require a physical location. These conversations will continue as retailers shift their business strategies. 5. Improving merchandise agility and visibility Retailers have been working behind the scenes to minimise disruption to their supply chains. Building on this, retailers should be able to provide customers with up-to-the minute inventory visibility. This is important as customers are now more selective about how they shop. Customers don’t want to visit a physical store, only to find out something’s not available. The ONI Global website, for example, allows customers to see which health products are available, so that they know what they want before going to the store. Takeaway Customer demand for frictionless experiences on- and offline haven’t changed. However, the last few months have put a megaphone on the demands that customers have continued to request. To meet these demands, retailers need to listen and respond in a fast and personalised way. Register for LIKE.TG Live: Asia and learn how retailers like ONI Global and Toys”R”Us Asia are responding to customers and navigating today’s new business environment.

LIKE.TG Live: Asia, running on July 8, 2020, is a virtual event for everyone. One of the event highlights is the Trailblazer-led sessions. A Trailblazer is an individual or company doing amazing things with LIKE.TG. They drive innovation, solve problems, transform their companies, and grow their careers. Hear from Trailblazers across Asia who are successfully navigating today’s new business environment. Our Trailblazers discuss technology-driven customer engagement, innovative business strategies and solutions, and other lessons on thriving in the new normal. With more than 30 Trailblazer-led sessions, covering businesses of various industries and sizes, there’s something for everyone. Don’t miss these Trailblazers First up, the main keynote broadcast at 10 a.m. (Singapore Time). Tune in to hear our executives and Trailblazers discuss how the digital transformation imperative has never been stronger. Today, business leaders face more uncertainty than they have in decades. What’s more, different businesses, industries, and geographies operate at different paces. The secret to thriving in the new business environment? Using technology to stabilise, reopen, and grow. Our lineup of Trailblazers includes some names that you might be familiar with: Singapore Global Network (SGN) is a branch of the Singapore government’s Economic Development Board. Jasmin Lau, Executive Director, shares how SGN leveraged technology to build relationships with overseas Singaporeans and friends of Singapore. Technology also enabled SGN to rapidly reach out to overseas Singaporeans at scale during the COVID-19 pandemic. Prudential Singapore is not just a life insurance company. For the last 90 years, Prudential Singapore’s mission is to innovate and help everyone live well. Join Odd Haavik, Chief Distribution Officer, to hear how the company partners with LIKE.TG to create a Customer 360 vision. Anantara Vacation Club offers luxurious getaways to breathtaking destinations. Matthjis de Man, Director of Club Services and Innovation, shares the club’s story of customer centricity amidst challenging times. He also gives his thoughts on the role of technology in propelling future growth. Grab is one Trailblazer that has made data-driven marketing a reality. Asha Gourinath, Performance Marketing and CRM Lead — Growth Markets, discusses how Grab uses Datorama’s marketing intelligence platform to drive strategic decisions within their fast growing business. Luxasia brings the best beauty and luxury brands to consumers in Asia Pacific. Avis Easteal, Regional Head of Consumer, shares how Luxasia leverages Customer 360 Marketing and Heroku to connect sales and customer data to deliver real-time insights. These insights enabled Luxasia to rapidly shift from an omni-channel presence to a digital-first business. Union Bank of the Philippines has led the way in digitally transforming their business for the new normal. All while putting customer care at the core of strategic decisions. Colleen Toledo, CX Designer, shares how digital initiatives will be the foundation of the bank’s future growth. Mitsubishi Chemical Cleansui-Haili Vietnam, a leading water purifier brand, aims to provide high quality products and services to every consumer. To achieve this, they use Partner Relationship Management on LIKE.TG Customer 360. Trang Le, Business Marketing Manager, shares how LIKE.TG helps them build trust and meaningful relationships with customers. Bluebird Group is a household name in Indonesia. The company offers ground transportation solutions and serves millions of customers every month. During the pandemic, Bluebird expanded its business to include logistics. Learn from Paul Soegianto, Chief Strategy Officer, about Bluebird’s successful transformation and how it continues to evolve digitally to stay relevant and connected with customers. Join the LIKE.TG customer community at LIKE.TG Live: Asia LIKE.TG Live: Asia is streaming live and on-demand on July 8 from 10 a.m. to 5 p.m. (Singapore Time). Join us to learn how you too can stabilise, reopen, and grow your business with LIKE.TG. Register for LIKE.TG Live: Asia here.

Editor’s note: This is one of the LIKE.TG U.S. blog’s most popular articles, so we’ve updated it to keep things fresh and relevant. The most successful salespeople don’t rely on luck. They’re disciplined about building relationships, optimising their sales funnel, and automating their processes – regardless of whether they’re selling from home or in the field. Rather than hoping for sporadic wins, these productive sellers create winning routines that help them consistently close deals. In this article, we explore eight ways to upgrade your everyday selling routine to be more productive. Sales success doesn’t hinge on what you do here and there – it’s about the habits and patterns you adopt every day, so think about how you can use these tips to craft a more effective, repeatable selling motion. 1. Proactively disqualify prospects Productive salespeople focus on investing in leads that are most likely to convert. Determine the exact criteria a prospect needs to meet before you spend time moving them further through the sales process. Ask specific questions to figure out whether the next conversation will be productive and mutually beneficial. If you determine this isn’t an advantageous opportunity for both parties, take the initiative to inform the client you both will be better served in revisiting the partnership at a later time. Be polite, honest, and empathetic as you build customer relationships. 2. Lean into data from your CRM Platform Leverage the power of your CRM platform to surface useful information about your leads. Others in your company may have added insights about leads and notes about previous interactions. Armed with that data — on their history with your company, the products or services that already pique their interest, and other notes — smart salespeople can enter conversations with the relevant background information they need. Plus, with the right CRM system, you’re able to automate a lot of otherwise extra steps, allowing you to create more touchpoints and connect information across silos. This saves reps dozens of hours each month. That’s important because studies have shown that the average rep spends only one-third of their time actively selling. CRM data will also help you and your leaders forecast more accurately, as shown in the next image of a forecast divided by leader. A Sales Cloud dashboard 3. Use mobile tools You’ll be more productive if you can work from your phone instead of only from your desk. Fortunately, sellers have plenty of options for mobile sales tools today, including: Video conferencing Calendars LIKE.TG Inbox Voice memos Mobile CRM Productivity and collaboration tools This doesn’t mean you have to work 24/7. It just ensures that you no longer have to feel tethered to your computer. Take the time to set up your workflows and systems on your mobile device so you can stay productive wherever you are. 4. Focus on channels delivering high lead quality Many inbound and outbound salespeople are naturally inclined to focus on the sales channels that bring them the most leads and keep them busy. This makes sense; more is usually better. However, successful salespeople look especially closely for channels that provide the best lead quality. By taking a full-funnel look at which lead acquisition campaigns bring the most revenue, you’ll invest more of your time on leads that drive revenue, rather than just maintaining a large pipeline of lower-converting prospects. 5. Ruthlessly prioritise your pipeline Adding to the previous point, top-performing sales reps also prioritise their sales efforts based on customers who are more likely to buy. They weigh the revenue potential against their chances of closing the sale and then budget their time and resources accordingly. Ruthlessly prioritising is key to sales productivity. Effective salespeople deprioritise long-shot accounts and postpone activities that generate little or no revenue. This doesn’t mean you have to burn bridges. Rather, it just means you don’t expend an outsized amount of effort on customers who aren’t ready to convert. That way, you’re more disciplined with your time and resources. 6. Use every conversation to add value Make good use of customers’ and your own time by adding value at every touch point. If you don’t have valuable information and insights to add to that email or video call, wait to communicate until you do. Once your customers see that conversations with you always provide new learnings and insights, they’ll start to see you as a trusted advisor. Two examples to bring this to life: Founder & CEO of PepTalkHer Meggie Palmer curated a series of daily #PowerPepTalks encouraging people to find their superpowers and skill-up during extra downtime. The company funneled registrants into LIKE.TG Essentials to track and nurture leads with customised content. A web services firm recently began offering free webinars and office hours to help their customers build skills in remote education while schools are physically shut down. Inspired by these examples? Come up with your own creative, useful ways to connect. 7. Reinvest in existing relationships Renewals and referrals make up a significant portion of most salespeople’s accounts. That’s why it’s important to regularly check in with existing customers to see how they’re doing and discover if you can still provide them with additional resources, support, and value, even if their next renewal date is still months away. Often, you’ll find that extra effort throughout the lifetime of your relationship with customers pays off in dividends when they happily renew their contract with you, increase the scope of their engagement with your business, and even go out of their way to share customer testimonials and new client referrals. Set aside certain blocks on your calendar (maybe it’s every Thursday afternoon or every other Monday) for reconnecting with existing customers. 8. Meet deadlines at all costs As your client list grows, it’s easy to accidentally let different projects slip. Rather than abandon your responsibilities, focus on meeting your deadlines before completing any nice-to-have projects. If you can’t meet a deadline, give as much of a heads-up as possible and propose a new deadline. Delegate, automate, or reassess your processes wherever needed. Your goal is to keep your team and your customers satisfied. Invest in tools and processes that help you streamline repetitive tasks. You may even be able to outsource some of your tasks to other team members or departments, too, to save you time. Even the most productive salesperson you know could likely optimise their routine in certain areas. The point is to keep evolving your habits and practices as the market landscape and your buyer needs change. Check out our complete guide to building a sales forecast for more tips to become an expert seller. This post originally appeared on the U.S.-version of the LIKE.TG blog.

Channel sales allows you to scale up your sales operations and reach new customers without adding to your head count. Whether you’re selling consumer products or computer software, an effective channel sales program can help you achieve revenue goals. In fact, channel sales is so important, I wrote an entire chapter on it in my book. Selling through partners is changing faster than ever as new channels emerge and the pandemic challenges our status quo. What worked five years ago or even five months ago may not work today, so sales leaders need to constantly seek ways to keep partners engaged, supply chains moving, and customers happy. I recently reached out on social media to get a frontline perspective on what indirect sellers are experiencing and what questions they may have (previously, I answered questions about direct selling). Below are my answers to 10 questions using real examples from LIKE.TG customers and channel sales leaders. 1. What advice would you give a business considering launching a channel sales program for the first time? First, ask yourself: what is your product? Who is your customer? How do they want to buy? Unfortunately, consumer purchasing habits are a moving target right now, especially with the explosion of online sales channels. That means you must first understand what channels your prospects prefer. Rarely is it only direct or only indirect, most companies have a blended channel strategy to accommodate different go-to-market and customer requirements. If you choose to include indirect sales, then you will need to create a separate organisation to focus on this new channel. This includes channel leadership, channel account managers, and channel program managers to design and develop the framework for your partners. Most companies have a blended channel strategy to accommodate different go-to-market and customer requirements. Click to Tweet For instance, toilet paper is a product often sold and distributed using a channel sales model. You usually can’t purchase it directly from the manufacturers. They will direct you to one of their partners, either online or offline. When retail partners ran out of toilet paper earlier this year due to hoarding and supply chain issues, it created huge frustrations for everyone. These partners provide tremendous scale, logistics, distribution, and sales capabilities. When setting up the program, channel program managers should consider not only the cost of goods sold, but also ease of purchase, customer preferences, and additional logistics capabilities. This approach maximises your sales and market coverage. Once you’ve decided to create a channel sales program, you’ll need to put the right resources behind it so you’re setting partners up for success. 2. My company puts more resources toward direct sales than indirect sales. How can I get executives to prioritise and invest in the channel? Most organisations grow up selling directly to customers. It creates a level of comfort. It becomes their muscle strength. Many sales leaders I talk to believe direct sales bring higher profitability and margins. This is a common misperception, and it doesn’t consider the additional sales expenses transferred from the company to the partner organisation. With direct selling, you’re absorbing all the costs: commissions, employee salaries, health insurance, office space, and mileage. Those expenses don’t exist in channel sales, so while the product’s profit margins may in fact be lower, much of that can be offset by the reduction in selling, general, and administrative expenses. Indirect sales can also help your organisation tap into new markets. Case in point: when LIKE.TG started selling in various Asian countries, it relied on local partners. Stephen Casey, Regional Vice-President, Alliances, LIKE.TG ASEAN, says that “Selling through partners in Asia is instrumental to the go to market success strategy at LIKE.TG. Partners allow usto scale across a very diverse and complex region. A clear and consistent channel program helps us ensure the success of our customers.” Getting back to #1, if the executive team is committed to the “why” of an indirect sales channel, then they will prioritise and invest in that channel to ensure greater customer and market coverage and success. 3. What skills should a channel sales leader have? While building and nurturing relationships is the job of every seller, managing channel partners and supporting others’ selling efforts requires a nuanced skillset. The channel organisation looks and feels a lot like a direct selling organisation, but channel account managers or partner account managers are their company’s brand ambassadors responsible for galvanising, training, and supporting resources who work for another company. Let’s go back to the toilet paper example. Your local retailer probably stocks several different toilet paper brands. Each one of those brands has a channel sales manager who is fighting for shelf space, funding marketing campaigns, training other companies’ employees, managing inventory, and the supply chain, all while navigating their own internal sales responsibilities. Channel sales managers are responsible for getting partners to give their company more mindshare than its competitor. Understanding the interconnectedness of sales, marketing, and customer success is key. 4. There is a ton of investment in technology on the direct sales side. What technology do you need to manage your channel program? When you have just a handful of partners, you have a lot more freedom in how to manage them. It could be something as simple as a spreadsheet, or even a very basic tool. However, if you hope to scale your indirect business, attract new partners into your ecosystem, and leverage the additional reach third parties can bring, then you will need a more sophisticated solution to help you manage the entire lifecycle of a partner relationship. (Hello, Sales Cloud Partner and Channel Management software.) When companies use the same tools for partners as they do for direct selling, such as a CRM, it can lead to unintended consequences. Lead management is hugely important to partners, and the lead management system used in the direct business may not meet partners’ needs. Does it have a structured system for tracking leads all the way to closure in a two-tier or three-tier distribution channel? If not, the reputational and opportunity costs can be huge. Technology that enables a better channel partner experience translates to a better customer experience. Click to Tweet Technology that enables a better channel partner experience translates to a better customer experience, too. By replacing their legacy platform and its siloed systems with the more user-friendly and personalisable Sales Cloud partner management solution (PRM), Dropbox unlocked channel visibility, and partner productivity — resulting in a 310% increase in registered deals and a 68% increase in partner training completions. 5. Should I invest my resources in already high-performing partners or high-potential partners? How do I identify either? Not all partners are created equal – not in their performance and not in their commitment and engagement with you. If you are able to determine which partners fit which category or at least have a good idea of how many fit into each category, then you can allocate the necessary resources, marketing dollars, and support efforts to each. However, just like not all partner organisations are created equal, the resources supporting them should have different remits. Channel sales managers covering high performers should focus on maintaining current momentum and supporting the initiatives both companies are collaborating on. It is less about selling to your high-performing partners, but rather keeping them engaged. You are responsible for ensuring your joint customers are successful. High-potential partners have a lot of upside with the right effort (people, process, and systems). Target them for business planning sessions to outline the best way to realise joint success. That type of planning can help define where you focus on providing leads, co-selling, using market development funds to stimulate new joint opportunities, and provide the training and enablement to point them in the right direction. The business planning session can very quickly validate how serious they are about the partnership. If they don’t engage or put forth any real effort during the planning process, that should be a clear indication they may not be worth the effort. 6. When should you stop doing business with a partner? Partners who are not engaged with you in any meaningful way, yet still demand time and resources can be draining for channel sales managers. Those are the ones you want to consider eliminating from your ecosystem. If you are a smaller organisation with limited resources, you must pay attention to the companies you recruit into your channel program from the start. This way you don’t waste time and energy on those who were never going to provide the returns you seek. The takeaway: choose wisely. Unfortunately, even with the best intentions, when both companies are committed to the partnership, things may change, and you have to make hard choices and remove them from the program. The channel sales manager needs to evaluate partners based on engagement, opportunity, and fit on a regular basis. Then remove the ones that no longer make sense. This ensures your ecosystem is healthy, your customers are happy, and you have the right level of partner engagement. 7. Why do so few partners actually take advantage of market development funds? How can I change this? Market development funds (MDF) — money companies give to partners so partners can market to their customers — have been a focus for many companies over the past decade. Some companies spend millions of dollars on MDF (annually or even quarterly). It is the engine that keeps the leads flowing, deals moving forward, and partners engaged. However, there is another side to the MDF story. Sometimes partners don’t use their MDF, because they don’t have a marketing department to plan and execute a campaign. Sometimes it’s because the dollar amount is so small, they feel they can’t do much with it. Or sometimes the partner takes a short-term approach to marketing or isn’t focused on selling that vendor’s products during the specified time frame. Since so many partners lack their own dedicated marketing departments or resources, an easy way to encourage engagement is to share pre-built campaigns, trade show in a box or brandable content with them. That way, you’re knocking down barriers and making it easy for them to begin to market with less upfront investment. Plus, they’ll have professional looking materials at their disposal that are still in line with your brand guidelines and standards. 8. In challenging economies, do you expect to see more companies creating channel sales models? If so, why? Yes! You see companies that originated as a direct-to-consumer model, and now that they’ve built a radical fandom, they’re expanding their go-to-market strategies by including indirect selling partnerships with large big-box retailers. They’ve realised that if they really want to get scale, it’s hard to do and very expensive on a one-to-one basis. One example is Mitsubishi Chemical Cleansui Haili. Haili is the sole distributor of Mitsubishi Chemical Cleansui, Japan’s number-one water purifier brand in Vietnam. It recently opened other distribution channels through a new business to business to consumer (B2B2C) model. These channels are managed through the LIKE.TG Partner Relationship Management (PRM) tool. According to Trang Le, Business Marketing Manager at Haili, “The advantage of this model is that we do not need to recruit too many sales people and we are able to increase our speed to market as well as consumer coverage. Dealers are our extended sales army.” 9. How can I tell if my partner is representing my brand in the best way possible? The way a partner represents the brand is important. Companies won’t be able to reap the benefits of scale and reach if selling through channels damages their company’s reputation. Channel leaders should monitor the satisfaction of customers who purchase through partners so they can address any issues that might arise. One way to do that is to survey the partner’s customer directly. Were they satisfied with their experience? What went well? What could be improved? While a survey might sound easy enough, this is fairly difficult to execute, because you don’t always know who the end customers actually are. Some companies use product registration to create that direct customer connection, so they can survey and uncover unmet needs or service issues. Others might require partners to register customers, so that the company knows who ultimately bought the product. Others have no visibility into the end customers at all, and that closes the door on being able to survey at all. If you are able to survey and get real time customer feedback, you can keep your partners accountable for the quality of service you expect. If they don’t live up to your standards, you can lower them in the program or maybe stop doing business with them altogether. 10. What changes have you seen in channel sales and what should we expect going forward? Selling through partners looks very different today than it did just even a decade ago, because of all the new selling platforms and online channels we have at our disposal. You can sell on social media, brick-and-mortar retail, online retailers, and more. The good news is the list is endless. The bad news is the list is endless. However, just because there are more sales channels to leverage doesn’t mean that you should. Less is more. Unless you have a significant amount of resources, marketing budget, technical capability, and need, I would avoid adding new channels until you have achieved stability and proven success in another. This goes back to: who’s the customer and how do they want to buy? If your customers are teenage girls, then they may be more inclined to buy makeup on Instagram rather than a department store. If your customers are men over the age of 50, then you might choose to partner with a sports podcast rather than TikTok. It’s easy to get caught in the comfortability of “we’ve always sold this way.” Use the current market context, what your prospective customers expect, and where your customers shop to help shape your future go-to-market plans. Got more questions? Ask me on social media. You can connect with me on LinkedIn and Twitter. For more tips and strategies on indirect selling, check out our free training on Trailhead. Finally, learn more about how our Partner and Channel Management Software can help you build your partner ecosystem, here. This post was originally published on the U.S.-version of the LIKE.TG blog.

As office workers switch to remote work en masse, information technology (IT) leaders are doing the heavy lifting to improve employee and customer experience. Vijay Iyer, Head – Employee & Customer Experience Specialists, leads a team of Employee & Customer Experience Specialists at LIKE.TG. He shares what we can learn from IT leaders who are proving very good at keeping teams and customers connected. Six months ago, Chief Information Officers said one of their biggest challenges to the improvement of employee experience was ‘IT is treated like a support function instead of a business partner’. What a difference six months makes. It would be very difficult to find an organisation today that does not consider IT a core enabler of success. In an entirely new and, by necessity, immensely flexible work environment, all stakeholders require trust in the fact that their data is being encrypted, that they have access to the right information, and that they can access the information needed to do their work from anywhere and at any time. IT leaders and their teams have had to pivot quickly to meet specific and urgent needs. The simple act of onboarding and training a new employee, at their home instead of in a centralised office, takes on an entirely new level of difficulty, for example. The shape of IT teams has become fluid. Team members have been redistributed to cope with constantly changing demands. IT departments have also become at least partly responsible for the emotional wellbeing of staff. Some staff have been separated from their families. Others were forced to return early from their honeymoon. Some have been unable to come back into where they’re primarily based. Every individual – whether they have faced one of those situations or not – has felt uncomfortable and uncertain at different points in this process. The work of a IT leader and their team – whether an app, a chat platform, expanded virtual private network capabilities – enables a sense of belonging and security that helps people cope during difficult times. While everyone is experiencing this current climate ‘storm’, we are all in different boats. The purpose of IT leaders has changed dramatically, and we’re hearing some spectacular stories from their endeavours. The IT leaders who are hitting it out of the park Two examples of IT leaders who helped their companies to provide excellent employee and customer services come to mind: Maxicare Maxicare is the top health maintenance organisation in the Philippines. When COVID-19 struck, Maxicare’s first priority was to take care of their employees and ensure that they could safely continue to work. According to Sylvia Stolk, Chief Digital & Transformation Officer, Maxicare’s employees had to transition from working at Maxicare facilities to working from home. Maxicare set up a “Maxicare WoW (Ways of Working)” microsite that helped employees with adapting to working from home. The microsite had learning materials on how to set up home networks, access systems, and leverage user productivity tools for collaboration. Maxicare also used Service Cloud to orchestrate services and ensure continuity of care. Maxicare’s transition to remote work was successful and as a result, Maxicare was able to provide uninterrupted care to its members. SingEx Headquartered in Singapore, SingEx is a leading meetings, incentives, conferences and exhibitions (MICE) company partnering businesses on customer-insight driven audience engagement solutions. It is also a venue operator and manages Singapore EXPO & MAX Atria, Singapore’s largest purpose-built MICE venue. During the COVID-19 pandemic, SingEx repurposed Singapore EXPO & MAX Atria into a temporary community care facility for recovering COVID-19 patients. In view of the scale of operations and the need to urgently align multiple parties on site for rapid response times, SingEx used Service Cloud and Community Cloud to set up a digital command centre. This gave a single view of the facility’s operational requirements such as internet services and waste management. SingEx used Service Cloud to manage onsite providers and agencies, including the facility’s managing agent, medical groups, security services, and infrastructure agencies. These onsite providers and agencies were also enabled to use the digital command centre. Rizwan Hazarika, Chief Digital Officer, said that after SingEx’s success with Service Cloud and Community Cloud, the company is now looking into how else LIKE.TG can complement its current efforts to transform and recalibrate internal work processes. The next challenge: Strengthening core capabilities for a digital-first world. IT leaders must set priorities Every organisation is unique in its operations, meaning every IT leader must set priorities before deciding where and how resources must be distributed. At LIKE.TG, we created a COVID-19 Customer Response Hub and quickly addressed three priorities: All current information related to COVID-19, so the teams have one place to find everything they need to support our customers and community with help quickly and effectively. Expanding our employee wellness resources, with different programs each week to help everyone stay focused and feel good – online childcare activities, education and training, and our ‘BeWell’ sessions (featuring speakers including Trevor Noah and Arianna Huffington) that we are now sharing with external audiences to enjoy. Ensuring all team members are being enabled to help our customers pivot in these uncertain times, with offerings such as Work.com. All three platforms relied heavily on the IT team and offered unique challenges, as well as exciting new opportunities, to the technology team. I’d expect the complexity of the tasks, as well as the combination of challenge and opportunity, to be no different in any other organisation. IT leaders are now central to employee and customer experience We’re seeing the role of the IT leader changing day by day. Those changes are not going to stop any time soon. So what are the essentials? Where must IT leaders focus? A helpful framework is the ‘three Rs’. Reassurance: The IT leader must let the organisation know they have everything under control, that everybody can continue working and that they’ll be ready to move no matter what changes. Redistribution: As demands change and as different skills are needed in various parts of the organisation, the IT leader must lead the charge by redistributing their own team to ensure business continuity. Success in this venture will come from deep listening in all parts of the business. Rebound: What direction can the business take to bring itself out of a dark space and into the light? Where are the exciting new opportunities, particularly those that can be scaled through the use of technology? What are the channels the company hasn’t used in the past? If one thing is for sure, it’s that the IT leader will have the attention of the entire leadership team, so they should make the most of it. Finally, we must lead with empathy and trust. If IT leaders lead their businesses to a better place and ensure stakeholders feel safe and protected along the way – if they offer a parachute at a time that many stakeholders feel they are falling – imagine the bond that will be formed. The IT leader role has never been more important for building trust and providing security. To learn more about the relationship between technology and employee engagement, download the APAC Employee Engagement Report. This post originally appeared on the A.U.-version of the LIKE.TG blog.

The remit of marketing has expanded beyond branding to encompass business growth. Therefore, marketers have to adapt to new metrics and decision-making frameworks. Data integration and analytics to measure impact are the new essentials. Datorama is a LIKE.TG company that provides a AI-powered marketing intelligence and analytics platform for enterprises, agencies, and publishers. Recently, Datorama and researchers from The Leading Edge conducted qualitative and quantitative research with more than 1,000 marketers in Singapore, Thailand, the Philippines, India, Australia, New Zealand, and Hong Kong. The results show how marketers in the Asia-Pacific (APAC) region are responding to the new growth mandate. This research also uncovers the challenges marketers face with data integration and analysis, and their solutions. Here are four highlights from the Marketing Intelligence Report: 1. Growth marketing is the new focus The vast majority of marketers – 91% – recognise the major role marketing plays in driving revenue. This growth mandate is also reflected in marketers’ priorities. About 94% of respondents say that their priorities have changed to focus on marketing-led growth. Approaches to growth marketing, however, vary greatly: 54% of marketers say they think of driving growth and efficiency as a long-term play that builds equity and loyalty. 11% look for short-term gains including increased sales, acquisition, and retention. 35% describe a mix of long- and short-term goals. Time periods aside, the top growth-related sales initiative for marketers across APAC is connected customer experience across marketing, sales, and service. This means the top barrier – misalignment across teams on measurement and reporting – is essential to overcome. 2. There’s opportunity for those who can manage cross-channel data Many of the barriers to effective growth marketing stem from inadequate measurement of cross-channel activity and performance. The average APAC marketer is managing 7.4 marketing channels. A third experience challenges unifying data from different sources, and 64% spend a week each month – or more – doing this. Data-driven customer engagement and personalisation at scale can increase lifetime value and assist in immediately boosting returns of investment. This represents a straightforward growth marketing opportunity for the 71% of marketers who are still integrating data manually. 3. Optimisation requires investment and problem-solving Data accuracy – rated the most important factor for marketing performance – is fundamental to effective analysis and optimisation. It must be solved first, before other challenges can be effectively addressed. These other challenges include sharing and collaborating on data analysis (faced by 37% of marketers) and connecting marketing investments to business outcomes (faced by 35% of marketers). By looking deep into marketers’ processes, our research uncovered three major underlying issues with marketers’ data practices: 54% don’t have access to real-time reporting or daily reports. 68% don’t have fully automated cross-channel reporting. 40% operate in silos, measuring performance independently within each of their tools or relying on spreadsheets. 4. A data culture is key Marketers are optimistic. Sixty-six percent say they’ve made excellent progress in gaining executive support. Sixty-four percent rate the progress on aligning key performance indicators across teams, regions, and partners as excellent. In the data revolution, tools and processes are vital. But so is a data culture. People need enablement. They also need to be part of a culture that: Shapes decisions and actions around data insights at every level. Gathers and manages the right data mapped to desired outcomes – now and for the future. Prioritises the democratisation of real-time data so that it is not locked up in the IT department. By understanding and utilising these data integration insights, marketers can lead data-driven decision making to deliver better performance and return on investment. In this changing business environment, that knowledge is essential to business success and growth marketing. Find out more about how marketers are using data to fuel growth marketing. Register for the Datorama APAC Marketing Intelligence Report Webinar.

LIKE.TG and our partners’ ecosystem will create 24,260 new local jobs by 2024. That’s what the recent addendum to The LIKE.TG Economic Impact white paper finds. It also projects the creation of 33,570 indirect new jobs and THB 15 billion ($1.6 billion USD) in new business revenue in Thailand between 2018 and 2024. The data accounts for its impact and relies on updated IT and cloud software spending predictions, in light of the ongoing COVID-19 pandemic. The data also aligns with recent country GDP forecasts. “The LIKE.TG ecosystem is capable of generating business and job growth, even during a pandemic,” said Sujith Abraham, SVP and General Manager for ASEAN at LIKE.TG. “Because we’re all working remotely, our solution — and our partner ecosystem — answers the need for digital transformation and is essential for our customers as they continue to deepen relationships, and ready for their place, in the post-pandemic economy.” IDC estimates that, for every dollar LIKE.TG made in Thailand in 2020, the LIKE.TG ecosystem made THB 161.72 ($5.21 USD). That number increases to THB 218.83 ($7.05 USD) by 2024. The research shows every LIKE.TG cloud subscription sold often leads to the sale of additional and related third-party products and services. And that extra spending often exceeds the expenditure on the original subscription. In this way, the LIKE.TG ecosystem is expansive, more significant than LIKE.TG itself. What is driving these economic benefits in Thailand? The growth of cloud computing is driving these economic benefits. It has and will grow 19%, from THB 6270.08 million ($202 million USD) in 2018 to THB 17972.16 million ($579 million USD) in 2024. Meanwhile, spending on non cloud software will increase by 3% over the same period. Between 2018-2024, there will be 24,260 new LIKE.TG and LIKE.TG customer-created local jobs. Over the same period, LIKE.TG customers’ cloud computing use will add a net THB 15 billion ($1.6 billion USD) in new business revenue to Thailand’s economy. Because a spend on cloud computing subscriptions also increases spend on ancillary products and services, the LIKE.TG ecosystem in Thailand in 2019 was 4.7 times larger than LIKE.TG itself. By 2024, it will be 7.1 times as big. For over five years, IDC has predicted cloud computing’s economic benefits will free up information technology (IT) resources from routine tasks, allowing for more innovation. Additionally, since cloud software in 2019 was 18% of software sales, the economic benefits can accrue for years to come. Source: IDC white paper sponsored by LIKE.TG, The LIKE.TG Economy in Thailand: 24,260 Jobs, $1.6 Billion in New Business Revenue from 2018 to 2024 (May 2020) Like the rest of the world, Thailand’s enterprise organisations continue to undergo a digital transformation extending into the foreseeable future. As the pandemic continues to demand outdated systems go digital, cloud computing will grow faster than general information technology. (In fact, according to IDC’s global forecast, nearly 50% of cloud software spending in 2024 will be tied to digital transformation and related technologies.) At the same time, those enterprises also react to the uncertainty of the new post-pandemic economic environment. Training and reskilling for the LIKE.TG economy Just as cloud computing spend increases in Thailand, a workforce ready to support implementation and operations is also needed. The World Economic Forum believes significant workforce shifts will occur by 2022, with up to 35% of the current skills in demand to change. Existing workforces need training and reskilling to prevent an undesirable scenario where talent shortages accompany technological change, mass unemployment, and growing inequality. Though we, understandably, did not foresee the pandemic economy, individuals now must take a proactive approach to their lifelong learning and reskilling, and governments need to nurture these efforts. As many business and IT executives assess the implications of these coming shifts, expansion of digital transformation through the region will impact the skills companies need. Not enough employees have the skill sets required to take on the digital changes they’ll soon have to roll out. Already, 52% of IT leaders say skill gaps are a significant challenge at their organisation. “The pandemic ensures cloud computing spend will increase in ASEAN and beyond. And, we know job growth in the region is dependent on a skilled workforce,” said William Sim, VP Trailhead Academy, APAC at LIKE.TG. “That’s why Trailhead, our free online learning platform, is available for anyone who has internet access to get the skills they need to ready them for a career in the LIKE.TG economy.” The extra money spent by new company employees as the LIKE.TG economy grows and shifts in Thailand will lead to more jobs in the retail and service sectors. And, there will be 33,570 additional jobs created in the supply and distribution chains serving those LIKE.TG customers. Economists call these ancillary jobs indirect or induced jobs. Takeaways for Thai organisations using cloud software New working environments will speed up the adoption of cloud computing and digital transformation. The payoff to the broader organisation — in business agility, shaping customer experiences, and bringing new products to new markets — is more beneficial than the impact on the IT organisation. Successful cloud software implementations require concerted efforts (something LIKE.TG has unique expertise in) on the part of the customer, cloud providers, and ancillary services and products. Forecasts show significant returns from investment in cloud computing by 2024. Still, spending on public cloud computing in Thailand will be less than 5% of total IT spending. Which means there is an opportunity for almost unlimited cloud computing growth. Dig into The LIKE.TG Economic Impact white paper and the Thai economy addendum to learn more about the LIKE.TG economy. Tap Trailhead to learn additional skills for the LIKE.TG economy.

Patrick Flynn is the Vice President of Sustainability for LIKE.TG. The science is clear. Human-caused emissions of greenhouse gases, the root cause of global warming, continue to increase year after year. If we don’t act now, the damage will be irreversible. To avoid the worst impacts of climate change we need (according to the United Nations Intergovernmental Panel on Climate Change [U.N. IPCCC]) “rapid, far-reaching and unprecedented changes in every aspect of society.” Quite the call to action, isn’t it? Now, as our global workforce travels less and mostly works from home, you may have heard that less air travel and commuting is lowering carbon emissions. However, the pandemic has shown that even with a significant reduction in air travel and reduced commutes, global emissions are expected to drop by only 7% compared to 2019. These emissions cuts are viewed as only a blip on the radar. We need bigger declines in global emissions, and we need them every single year from here on out. The extreme measures taken in lockdown are impossible and unrealistic to maintain. As Bill Gates put it, “What’s remarkable is not how much emissions will go down because of the pandemic, but how little.” Only through catalysing global systemic change can we hope to build the future we all want and we all will share. Those are the facts, and, yes, they can be unsettling and might make you feel uneasy. Know what the antidote is to that feeling? Action! And each of us has a role to play in addressing climate change. We launched the Sustainability at Home Guide, intended to provide suggestions to make working from home more sustainable by sharing actionable ways to improve your workspace and protect the planet. Below, in no particular order, are a few highlights: Protect and plant: Scientists estimate that protecting and restoring nature can get us 30% of the way towards averting the worst climate emergencies. In your own backyard you can grow an herb garden to directly connect with your food and save money while sprucing up your meals. But we also need to protect and plant everywhere.In January we helped launch the 1t.org initiative, dedicated to conserving and restoring one trillion trees within this decade by connecting, empowering, and mobilising a global reforestation community. You can help us achieve our goal by donating to our project via Plant for the Planet on the LIKE.TG tree tracker. Update your menu: Every day we make decisions about what food to eat. Every day these decisions impact our health, our wallet, and our greenhouse gas footprint. It is estimated that 14% of the average person’s carbon footprint is related to the food they eat. Switching to a plant-based diet could cut 70% of food-related greenhouse gas emissions. For most people, a complete switch won’t happen, but all of us could aim to do better, like: eating less meat and dairy and more whole grains, fruits, and vegetables. Beware of vampires: Even when not in use, electronic products that are plugged in may still suck up energy. These parasitic energy losses are often called “vampire energy.” Unplug devices that aren’t in use, enable “sleep mode” or “eco mode” on electronics, and use smart power strips to reduce energy wasted by “standby power.” This reduces your carbon footprint and saves you money too. Go low flow: Sink aerators and low-flow showerheads reduce water and are easy to install. Newer designs that add pressure make it so you may not even notice a difference. Low-flow toilets consume less water and deliver the same flushing results. Manage waste: Waste management is more important than ever with the continued growth of landfills and marine debris, such as the Texas-sized island of garbage in the middle of the Pacific Ocean, one of several harming the world’s oceans. We often hear of the 3 Rs, “Reduce, Reuse, Recycle,” but there are six Rs in the waste equation — refuse, reduce, repair, reuse, rot, recycle. As we strive for a zero-waste planet, we can all commit to one or two, such as refusing plastic bags at the store when you have your own bag, or reusing a container to extend its life. There’s a lot at stake, but the good news is we already have the necessary ideas, systems, and solutions to stop the worst effects of climate change. Every individual, institution, government, and corporation has an essential role to play in this transition. Making the lifestyle choices outlined above are important steps each individual can make to support the environment and lower carbon footprint while working from home. And while lifestyle changes are important, they cannot be decoupled from advocating for climate action — and this is why we need you. We each have a unique skill set and resources that we can use to deliver impact that the planet might actually notice. You are just in time. You are a stakeholder. And to quote Paul Hawken, “You are brilliant and the Earth is hiring.” There are countless ways to apply your unique skills and positions to make change in the world. The climate crisis needs champions of all types, so take what you do best and apply it to addressing climate change — the greatest adventure humans have ever faced. Sustainability Cloud lets you track, analyse, and report environmental data to help reduce your carbon emissions and drive sustainability. Learn more about Sustainability Cloud here. This post originally appeared on the U.S.-version of the LIKE.TG blog.

ItsRainingRaincoats Founder Dipa Swaminathan grew up in Bangalore hearing about the need to be ‘other-regarding’ often. In Singapore, she noticed a divide between the country’s migrant workers and the rest of the population, and looked for a way to create connections and support migrant workers. We’ve been honoured to work with ItsRainingRaincoats as part of our volunteer time off (VTO) and by providing LIKE.TG Care. We hope you join us in supporting your local community. Learn more about our four core values and impact.

Since the start of the COVID-19 pandemic, you’ve probably come to expect the unexpected. But how are you supposed to adapt to it in your job as a sales rep? “As a salesperson, when you pick up the phone, you really don’t know what you’re going to hear on the other end,” said LIKE.TG Executive Alison Gooch, who leads company sales development efforts. Your prospects might be at wit’s end reminding their first-grader to sit still for virtual school. Or they might be worried about an aging relative in another state. Or their partner keeps grinding coffee beans right next to their workstation at the kitchen table. Whatever the case, reps need a mix of hard and soft sales skills to meet this moment. You need to see things from your customers’ point of view, and find a way to make virtual communication feel personal and human. You must also know how to act on hard data and strategise in an environment that is always changing. The following are the five top sales skills sales reps need to succeed right now: 1. Empathy Empathy is by far the top sales skill that can help you meet customer and prospect needs. Showing empathy means seeing things from the customer’s perspective, and being sensitive to their situation. That situation may be working at home alongside kids who need attention, or it could mean seeing their business through a round of layoffs. Flexibility with customers and personalised outreach were two of the top five tactics sales leaders considered crucial for success over the next year, according to LIKE.TG’s latest State of Sales report. The research surveyed nearly 6,000 sales professionals globally, including sales operations, sales representatives, and sales leadership. Early on in the pandemic, LIKE.TG advised sales teams to lead with empathy, “really try to not have an ask at the end of the call,” Gooch said. That guidance changed over time, as we learned that showing empathy and making sales are not mutually exclusive. Your products or services meet a need. So find the people who need them. When you contact a prospect or customer, start the conversation with open-ended questions. Your goal should be to make them feel comfortable. You might ask: How is your business adjusting? How has it been working from home, for your teams? How have your priorities changed based on the current climate? How have your customers responded? How has your role changed? Sharing how conditions have impacted you can also help to build a connection. For example, are you struggling with homeschooling kids on top of work? Is there something you’ve witnessed during the pandemic that makes you hopeful? Maybe you’ve seen your neighbors step up to support someone who was struggling due to illness or job loss. When you open up with the person on the other end of the line, you encourage them to let down their guard and feel more comfortable. 2. Data fluency “You don’t need to be an expert in data manipulation, but you do need to be able to analyse your business,” said Willard Monroe, senior director of Sales Strategy at LIKE.TG. That means understanding territory and industry trends, and knowing what that data means as it relates to your customers. Data also informs overall team focus. Most prospects who took meetings with Gooch’s teams in March and April were in manufacturing, professional services, real estate and engineering, and high-tech. Sales teams responded by leaning into these industries. In April, 60% of meetings with Gooch’s teams happened in those fields; in May, 73%. That shift led to a higher return on invested time, Gooch said. In addition, sales reps converted 10% more qualified opportunities than they did even prior to COVID-19. “Stated otherwise, we called people who were ready to be helped, as opposed to calling everyone equally,” Gooch said. 3. Customer research Another critical sales skill is the ability to build knowledge about your sales prospects. Spend time learning about their industry, and get familiar with other data about them. How many employees does their company have? How long has their company been around? Are they growing? Reps in high performing sales organisations are more than twice as likely to monitor customer purchase history and customer staffing changes than their underperforming counterparts, according to the recent State of Sales research. Before reaching out to prospects, look at available information to gain insights about them. Have they announced plans for employees to work from home? For how long? How is their industry or region impacted by the pandemic? If they have a call centre, call it. How long is the wait time? What could that say about how busy they are or their staffing levels? There might be impacts unique to their company that the data doesn’t capture, or they could be experiencing personal hardship. Being observant also helps. Are there kids, partners, or animals in the background who could be causing a distraction? If you’re on a video call, does their body language seem closed and protective, or open and relaxed? Gooch said matching tone is a key sales skill. If you reach a prospect and they tell you not to call, because they just laid off employees, respect their wish and give them space. You can still call them back a few weeks later to see if you have a solution that can enable them to do more with less, helping them get through the crisis so they can hopefully hire those workers back. 4. Virtual presence You’ve already scrambled to throw together some form of a home office. But developing your virtual presence is about more than just logging into work from your couch or dining room table. It’s also about how you present yourself to people on the other end of the video call. It should come as no surprise that sales professionals surveyed by LIKE.TG named video conferencing as the top tool that has become more valuable since 2019. If your computer meets the minimum technical requirements to run your video call tool of choice, that’s great, but it may not be enough. Make sure people can see and hear you clearly. Your colleagues may be able to provide feedback. If your audio is cutting out or your picture is blurry, you may want to invest in an external mic or webcam. Make sure you have a light source in front of your face, and that your camera is positioned at eye level. “If someone is making eye contact and showing signs of active listening, they might be in a place to receive,” said Monroe. It’s not always possible to avoid distracting noises, but try to if you can. And even if you’re not heading into the office or out on the road, you should dress like you’re ready to do business. Be mindful of “Zoom fatigue.” Your customers or prospects may be exhausted from too much screen time. Offer them a choice between video call and phone call to ensure highest comfort. 5. Building relationships Think about all the in-person interactions you used to have during the sales process. You took prospects to lunch. You met customers at their office. Maybe you invited sales leads to events like baseball games. These rapport-building interactions are hard to replace, but there are some ways to adapt. Being able to build relationships under changing circumstances is a more critical sales skill than ever. A webinar is one of the easiest virtual experiences to set up. Anyone can do it, and it doesn’t have to cost you anything. From a technical standpoint, hosting a webinar is no different than sharing your screen with colleagues during a video call. To get set up, you need: a video call tool like Google Hangouts or Zoom, a slide presentation on your selected topic, and a plan for how to present it. You can also get creative with other virtual event options. LIKE.TG has offered customers free livestreamed classes, such as yoga and cooking with prominent chefs. The key is to design activities so it’s easy for prospects to participate. For example, a cooking class for making pasta would only require customers to have flour and eggs on hand. Or try free activities offered by third parties. For example, the LIKE.TG B-Well series hosts regular livestreamed conversations with celebrities and wellbeing experts. Working with a customer whose kids play soccer? Invite them and their children to sit in on the B-Well episode with Megan Rapinoe. A final tip: Remember the essentials While much has changed since the coronavirus outbreak became a global pandemic, many parts of the sales process remain the same. Remembering that can help restore a sense of normalcy to your work. Sales reps initially build rapport over email and through phone calls post-COVID-19, just as they did pre-COVID-19 said Gooch. So to eventually close deals, you still take the same first steps. Alex Colbert, LIKE.TG regional vice president for enterprise sales in the Americas, said sales reps should remember the power of demos, which they can still offer live over the internet through webinars or one-on-one interactions. Most important, though, is being mindful of how current events impact you and those around you. “Work and home is now blending for everyone, and it’s hard to step away so it’s easy to burn out,” Gooch said. Look for ways to maintain a positive mindset, and ask your team for support when you need it. To learn more about trends happening in sales, read our full State of Sales report.