With the output of the Karstadt Crime According to analysts, is a FNB quick sell of the Metro-Kaufhof daughter be put off indefinitely. The victory of the investor in the bidding race for Berggruen Karstadt also marked the end of the dream of a German department store AG, Commerzbank analyst Juergen Elfers writes on Tuesday in a study. Metro CEO Eckhard Cordes for it will now more difficult, to silver for sale daughter Kaufhof at a good price.
ANALYSIS: Deal could be delayed by Karstadt Kaufhof sales Berggruen had on Monday night through in a true crime against the bidder investor Triton and the landlord Consortium High Street. The outcome had surprised him, writes Elfers. For him the most likely scenario was that High Street is the winner. Then, it concludes the analyst, would not, in connection with Metro and an investor of the two department store chains can be merged. A collaboration between Metro and Berggruen is likely, however improbable, is also WestLB analyst Thomas Rosenke.
Tuesday, December 7, 2010
What do buyers and sellers know
Is it possible to conclude an insurance policy on Ebay? What one must remember as a business seller? stern.de offers tips and answers to frequently asked questions that occur around the auction trading on Ebay.
On many issues that relate to trade on eBay, buyers and sellers are in the dark. Sometimes it is important to land a quick sell for your goods.
For Buyer
What happens if the goods in transit is lost or broken?
In case of loss or damage, you can demand the repayment of the purchase price. Assuming you have purchased from a commercial seller. At a private seller, the risk is to their detriment, they are not entitled to compensation. Unless you can prove that the goods were not packaged properly and was damaged.
On many issues that relate to trade on eBay, buyers and sellers are in the dark. Sometimes it is important to land a quick sell for your goods.
For Buyer
What happens if the goods in transit is lost or broken?
In case of loss or damage, you can demand the repayment of the purchase price. Assuming you have purchased from a commercial seller. At a private seller, the risk is to their detriment, they are not entitled to compensation. Unless you can prove that the goods were not packaged properly and was damaged.
The strongest European expansion model Mascus.de
Range and selection attract buyers and sellers alike
Wien (ots) - are just that, trade in heavy construction, forestry and agricultural equipment as one of the strongest expansion models can show the pan-European portal Transporter. Since 2001, the platform is to triumph, despite the economic crisis without restrictions. Recently Mascus is also present in Portugal, and as a first step across the borders of Europe, South Africa is tied to the cross-border trade. This provides an extension of the ads has been tremendous reach to dealers and potential buyers of the machine and attachment. The long arm of the Internet is often used, the number of visitors have in Germany www.mascus.de-present platform quadrupled over the last twelve months. Over 63,000 ads are available on the portal, the end of 2008, more than 550,000 unique visitors recorded.
Wien (ots) - are just that, trade in heavy construction, forestry and agricultural equipment as one of the strongest expansion models can show the pan-European portal Transporter. Since 2001, the platform is to triumph, despite the economic crisis without restrictions. Recently Mascus is also present in Portugal, and as a first step across the borders of Europe, South Africa is tied to the cross-border trade. This provides an extension of the ads has been tremendous reach to dealers and potential buyers of the machine and attachment. The long arm of the Internet is often used, the number of visitors have in Germany www.mascus.de-present platform quadrupled over the last twelve months. Over 63,000 ads are available on the portal, the end of 2008, more than 550,000 unique visitors recorded.
Lufthansa spreads her wings over AUA
Acquisition is tied & Trade
Lufthansa will pay the symbolic price of € 366 000
Guarantee brand, network and workstations
The acquisition of the Austrian airline Austrian Airlines (AUA), through the Lufthansa is now housed in Vienna in the bag. The supervisory board of the largest shareholder, the state holding company OIAG meets "In the afternoon, the contract is signed. Until he is legally binding should indeed take several months - the EU Commission, the planned partial debt relief for the AUA by the Republic of Austria that is still approve.
Buyers, sellers and management will face from 16.30 clock in the center of the ÖIAG the public. The essential details of the deal are already known. Lufthansa will pay the symbolic price of € 366 000 (1 cent per share) for the State's share in the AUA (41.6 percent), but promises in the event of a favorable economic development of the AUA arrears of up to 162 million euros. The Republic of Austria takes over € 500 million in AUA's debt - which rivals such as Air France-KLM, and "FlyNiki" seen as a gross distortion of competition.
Lufthansa will pay the symbolic price of € 366 000
Guarantee brand, network and workstations
The acquisition of the Austrian airline Austrian Airlines (AUA), through the Lufthansa is now housed in Vienna in the bag. The supervisory board of the largest shareholder, the state holding company OIAG meets "In the afternoon, the contract is signed. Until he is legally binding should indeed take several months - the EU Commission, the planned partial debt relief for the AUA by the Republic of Austria that is still approve.
Buyers, sellers and management will face from 16.30 clock in the center of the ÖIAG the public. The essential details of the deal are already known. Lufthansa will pay the symbolic price of € 366 000 (1 cent per share) for the State's share in the AUA (41.6 percent), but promises in the event of a favorable economic development of the AUA arrears of up to 162 million euros. The Republic of Austria takes over € 500 million in AUA's debt - which rivals such as Air France-KLM, and "FlyNiki" seen as a gross distortion of competition.
Reclaim / gift in private auction? Paypal?
I have sold on ebay an item as a private person, and back name and guarantee further due to the private vendor statuses excluded. I need some advice on how to sell on internet auctions.
Now, the buyer claimed that there were damages to the article, I have not been described. I have specifically requested to visit my auction, and self-pickup, to prevent something like that.
Well, then let me have broad suggest to the leave was picked up by a shipping company. Also was all great, the buyer has paid quickly via Paypal. I then transferred the money to my account and all was well.
Now, the buyer claimed that there were damages to the article, I have not been described. I have specifically requested to visit my auction, and self-pickup, to prevent something like that.
Well, then let me have broad suggest to the leave was picked up by a shipping company. Also was all great, the buyer has paid quickly via Paypal. I then transferred the money to my account and all was well.
Buyer and seller convicted
The seller of a defective item for online retailer eBay has the buyer to pay back the purchase price immediately. He can not hold back the money on the ground that the purchaser should withdraw its first negative feedback on ebay (Amtsgericht München, Az 262 C 34119/07).
This is true even if the assessment is incorrect. Although the buyer has a duty to withdraw the false statement. The seller should not hold back as long as the money.
This is true even if the assessment is incorrect. Although the buyer has a duty to withdraw the false statement. The seller should not hold back as long as the money.
Sunday, August 8, 2010
who you deal with in selling
Advertising agencies and public relations firms may be similarly in the generalist category—but many will develop special clienteles. Subsets of this ''generalist'' category are producers who sell to one sector in preference to others—thus, for instance, tool makers or steel producers who sell to virtually all manufacturers but very rarely to wholesalers, retailers, or financial companies.
Yet another but narrower generalist category is the producer who, by the nature of its product or services, deals exclusively with a well-defined department but one almost always present in a business or an institution. Payroll or health insurance companies are an example in that their clients are finance departments or human resources functionalities. Most large computer companies deal with information system (IT) departments even when selling stand-alone computers. Channel Specialists All companies that use a multi-tier distribution channel concentrate their selling effort (but
not necessarily their marketing efforts) on distributors specializing in their products. The actual selling may take place at annual or seasonal meetings at which the company hosts its distributors, makes presentations, and uses two or three days to negotiate orders with the distributors.
When distributors must be added or changed, the company often engages in a complex process of recruitment to line up the right candidate. In some industries, e.g., recreational boat sales, dealings are directly with the retail channel. Automotive companies deal directly with dealers through intermediate, company-owned ''zone'' administrations.
Yet another but narrower generalist category is the producer who, by the nature of its product or services, deals exclusively with a well-defined department but one almost always present in a business or an institution. Payroll or health insurance companies are an example in that their clients are finance departments or human resources functionalities. Most large computer companies deal with information system (IT) departments even when selling stand-alone computers. Channel Specialists All companies that use a multi-tier distribution channel concentrate their selling effort (but
not necessarily their marketing efforts) on distributors specializing in their products. The actual selling may take place at annual or seasonal meetings at which the company hosts its distributors, makes presentations, and uses two or three days to negotiate orders with the distributors.
When distributors must be added or changed, the company often engages in a complex process of recruitment to line up the right candidate. In some industries, e.g., recreational boat sales, dealings are directly with the retail channel. Automotive companies deal directly with dealers through intermediate, company-owned ''zone'' administrations.
Tuesday, August 3, 2010
What Is a Buy Sell Process?
As you read this book, you will find that the buy or sell sales process is different from what you may be used to, since you will be thinking like a buyer as well as a seller.
Just for a moment though, forget about how you should sell. Forget about selling methodologies, selling processes, or how you go through a sales cycle. Instead, think like a buyer.
A little reflection shows there is a process in how people buy. If you can define that process, you can understand where a prospect is headed and what steps he is taking to get there. Because you know where he is going, you can then be a step ahead and pull the prospect through their buying process. You can control the prospect’s buying process. You do not have to guess at all.
If you understand the process of how a prospect buys, you can be ProActive. You can be a step ahead and pull the prospect to the next step along the way—pulling, not pushing, the sale. When you pull, you are in control. When you push, someone else is in control. (Remember, no one likes a pushy salesperson.)
A prospect goes through a number of different phases in a buying process, each with its own unique set of requirements.
Taken from the proactive selling techniques book.
Just for a moment though, forget about how you should sell. Forget about selling methodologies, selling processes, or how you go through a sales cycle. Instead, think like a buyer.
A little reflection shows there is a process in how people buy. If you can define that process, you can understand where a prospect is headed and what steps he is taking to get there. Because you know where he is going, you can then be a step ahead and pull the prospect through their buying process. You can control the prospect’s buying process. You do not have to guess at all.
If you understand the process of how a prospect buys, you can be ProActive. You can be a step ahead and pull the prospect to the next step along the way—pulling, not pushing, the sale. When you pull, you are in control. When you push, someone else is in control. (Remember, no one likes a pushy salesperson.)
A prospect goes through a number of different phases in a buying process, each with its own unique set of requirements.
Taken from the proactive selling techniques book.
Tool-Based ProActive Selling
Tool-Based ProActive Selling
What happened here? What went on during this sales call? Isn’t it common for a salesperson to get excited during a sale when the customer gives direction on what to do next, especially if it is a senior manager? All too often, the best sales strategy is planned out before the call, and then during the sales call, the salesperson makes a mistake and loses control. If Brad does what the senior executive asked him to do, that is, talk to Kurt and Seline, Brad will be spending much more time adjusting the sales strategy with his sales manager than building his selling tactics around the new strategy. He will be in a reactive sales mode and will be hoping that the customer selects him and his company as the winning vendor. He will also be hoping to see the senior manager again at some time during the process. Hope is a good thing, but not in sales. Putting strategies in front of tactics results in merely hoping for a good outcome, and is the wrong approach.
Instead of just hoping for the best, salespeople need to develop a toolbox of selling tools, so that when they make their pitch, they can execute their sales tactics flawlessly. The strategy part of selling comes later.
Brad used his Summarize, Bridge, and Pull tool, a tactic to keep the buy or sell process under his control. By mastering his sales tools, Brad was able to keep this deal alive and own the buy and sell process.
When all is said and done, the salesperson who owns the process owns the deal. Keeping in control of the process is the hard part, especially if you do not have the tools to do the job correctly. ProActive Selling has 20 sales tools and five sales manager tools that you can use during the sales call to establish, recover from, and maintain control of the sales process. These will help you to increase the chances a deal will go your way and minimize the chances you will hear a no, or worse, a maybe.
From the proactive selling book.
What happened here? What went on during this sales call? Isn’t it common for a salesperson to get excited during a sale when the customer gives direction on what to do next, especially if it is a senior manager? All too often, the best sales strategy is planned out before the call, and then during the sales call, the salesperson makes a mistake and loses control. If Brad does what the senior executive asked him to do, that is, talk to Kurt and Seline, Brad will be spending much more time adjusting the sales strategy with his sales manager than building his selling tactics around the new strategy. He will be in a reactive sales mode and will be hoping that the customer selects him and his company as the winning vendor. He will also be hoping to see the senior manager again at some time during the process. Hope is a good thing, but not in sales. Putting strategies in front of tactics results in merely hoping for a good outcome, and is the wrong approach.
Instead of just hoping for the best, salespeople need to develop a toolbox of selling tools, so that when they make their pitch, they can execute their sales tactics flawlessly. The strategy part of selling comes later.
Brad used his Summarize, Bridge, and Pull tool, a tactic to keep the buy or sell process under his control. By mastering his sales tools, Brad was able to keep this deal alive and own the buy and sell process.
When all is said and done, the salesperson who owns the process owns the deal. Keeping in control of the process is the hard part, especially if you do not have the tools to do the job correctly. ProActive Selling has 20 sales tools and five sales manager tools that you can use during the sales call to establish, recover from, and maintain control of the sales process. These will help you to increase the chances a deal will go your way and minimize the chances you will hear a no, or worse, a maybe.
From the proactive selling book.
Friday, July 23, 2010
who is your buyer
Before you can think about selling a product or service, you need to define clearly and understand your buyers. It may sound obvious but it is crucial to every aspect of starting up, from writing a business plan, designing a website, and of course trading – and by that we mean selling! Although it sounds counter-intuitive, you don’t want to sell to everyone. This will mean you spread yourself too thinly, when you could be focusing on the people that will be the most valuable buyers. A more efficient use of your time will be to focus on the people who will spend the most money with you over the long-term, so you can forget about buyers only likely to spend a negligible amount and buy from you only once or twice.
So how do you identify this perfect buyer? Do some research. You could use market data, demographic information, industry and trade knowledge to identify who is buying what you’re selling. Look for common characteristics in your key buyer or even buyers of your competitors. If they’re individuals – how old are they? What’s their geographical or income demographic? What are their buying patterns? Why do they buy your product or service? Be sure that the target market is big enough for you to achieve enough selling, however.
Even if you’re selling business-to-buyer (B2B), there’s still an individual that buys from you, not a company. When you’ve identified as much information about this target buyer, B2B or B2C, as possible, ask yourself questions such as - what problems does this individual have that I can help with? What are their priorities? What information should I be getting from them? Is there a gap in the market of interest to them?
This should help you structure your offering, your sales approach and your marketing to be much more focused and appealing to your most valuable buyers.
So how do you identify this perfect buyer? Do some research. You could use market data, demographic information, industry and trade knowledge to identify who is buying what you’re selling. Look for common characteristics in your key buyer or even buyers of your competitors. If they’re individuals – how old are they? What’s their geographical or income demographic? What are their buying patterns? Why do they buy your product or service? Be sure that the target market is big enough for you to achieve enough selling, however.
Even if you’re selling business-to-buyer (B2B), there’s still an individual that buys from you, not a company. When you’ve identified as much information about this target buyer, B2B or B2C, as possible, ask yourself questions such as - what problems does this individual have that I can help with? What are their priorities? What information should I be getting from them? Is there a gap in the market of interest to them?
This should help you structure your offering, your sales approach and your marketing to be much more focused and appealing to your most valuable buyers.
Sunday, July 4, 2010
industrial marketing management
![Organizing for solutions: Systems seller vs. systems integrator [An article from: Industrial Marketing Management]](http://ws.amazon.com/widgets/q?MarketPlace=US&ServiceVersion=20070822&ID=AsinImage&WS=1&Format=_SL160_&ASIN=B000PDT2LK&tag=TorstenKnackstedt)
This paper aims to examine how firms are organizing to provide integrated solutions: a business model for the supply of capital goods based on the provision of products and services as integrated solutions to individual customer's needs. The industrial marketing literature suggests that the origins of this business model can be traced back to early 1960s when firms adopted strategies and organizations for 'systems selling'. The marketing literature helps us to identify two contrasting types of organizations: (1) the vertically-integrated systems seller that produces all the product and service components in a system; and (2) the systems integrator that coordinates integration of components supplied by external firms. The paper uses these two ideal types to analyse the strategies and organizations of five case study firms such as industrial sellers. that have recently attempted to move into the provision of integrated solutions. It argues that there is no evidence to support the continuing dominance of the systems seller or a simple transition from systems selling to systems integration. A more complex pattern of organizational forms is emerging, combining elements of both systems selling (i.e. vertical integration into services) and systems integration.
marketing 2.0
Are you a trusted seller? Are your product and service offerings easy to find on the web? Do you inform, educate, and entertain through your content? Do you listen and engage people through online channels?
Today's buyers want to be engaged differently than in years past, and many traditional marketing tactics simply do not work anymore. Social media marketing is a revolutionary way to build solid relationships with buyers long before first contact.
Marketing 2.0 demonstrates through strategies, tactics, and real world examples that the greatest risk to businesses is NOT adopting these indispensable social media marketing techniques. Get the book at buyer seller marketing.
Saturday, July 3, 2010
Subscribe to:
Posts (Atom)