February
2003
Marriott's move into the timeshare/vacation ownership business took guts, given that market's once-dubious reputation. But its Vacation Ownership division's skyrocketing sales growth this past decade vindicates the decision. Here's how Marriott is succeeding, while strengthening -- not damaging -- its brand.
As conflict with Iraq looms, should salespeople discuss this touchy topic with clients? And should you discuss it with your reps? The simple answer is no -- but the reality is much more complex.
The first rule for building a great brand is "Don't make promises you can't keep." But companies fail to deliver on their promises. Why? And what are the consequences?
Think back for a moment to your best sales manager. Were you more productive working for that person? Assuming the job was a good fit, you probably sold more -- and you probably learned more, felt more committed to your role, and were more likely to be loyal. Great managers make a big difference -- yet the role they play is frequently overlooked and underappreciated, according to the authors of Discover Your Sales Strengths (Warner Books, 2003).
No employee can be scripted to generate the right emotions in others -- nor can the emotional mind be fooled, according to the authors of Follow This Path (Warner Books, 2002). Great managers know the keys to making sure that every interaction an employee has with a customer is positive and productive.
The vast majority of Americans aren't doing what they do best every day -- which means they're not using their strengths. And since working from strengths links to business outcomes, management is squandering opportunities for business performance. In this interview, Marcus Buckingham, Gallup Strengths expert and co-author of First Break All the Rules, and Now, Discover Your Strengths, explains how capitalizing on strengths is good for business -- and people.