July
2001
Marketers spent $244 billion last year to advertise their brand promise to consumers. But not all of this money is equally well spent -- so companies continue to search for ways to deliver brand messages efficiently and effectively. New Gallup research finds the links between what a brand promises, what consumers hear -- and what consumers really want from that brand.
Did you know that your best CSR may be driving away business? Unless you're measuring the right things -- customer engagement, customer loyalty, employee engagement -- you aren't getting a true picture of CSR performance. To see the impact on financials, you have to look at both the CSR and management levels. You might be surprised at what you find.
Call center managers say their biggest headaches are people related. As the technology grows and the labor pool shrinks, managers devote most of their resources to keeping customers happy and simply keeping CSRs -- often, with limited success. But there are tremendous opportunities in the area that most plagues managers, and strategies to turn the headaches into gold mines.
The best sales managers know how to provide their star performers with just the right rewards to feed that drive for success. In fact, finding the perfect "fit" between motivation and rewards may be the key to focusing great sales reps toward even greater achievements -- or sending them into a slump. Here are some strategies to motivate your sales stars.
Why are some tasks energizing and others mind-numbing? Because certain tasks demand your talents, and others just don't. In fact, focusing on non-talents can make us discouraged and disengaged -- and much less productive. So, why are we preoccupied with our non-talents? And how does this impact companies striving to maximize their human resources?