Black Friday,the sale day

Black friday is the day of SALES!!!!

Sleep Number Bed Reviews & Ratings - How Does it Compare to Memory Foam, Latex and Innerspring?

If you are considering the Sleep Number Bed, then you've come to the right place because I have important, unique information to share with you.

My research team has gathered data from over 800 Sleep Number Bed owners. This article discusses our findings regarding two main issues: comfort and durability.

Comfort

Nearly 80% of Sleep Number Bed owners in our research indicate that the bed is comfortable. This percentage is about equal to Tempurpedic and most other memory foam beds. And it's in the range of latex mattresses and waterbeds. The Sleep Number Bed clearly beats innerspring mattresses in that around 55% of innerspring bed owners indicate that their beds are comfortable.

Sleep Number Beds owners find the bed to be comfortable because it relieves pressure points and, perhaps more importantly, it is adjustable in regard to firmness. In other words, adding or removing air from the bed increases or decreases the firmness. This allows a person to find a firmness level that perfectly suits his or her personal preference.

Durability

The Sleep Number Bed also performs well overall in regard to durability. It is not uncommon at all, according to our research, for owners to have their beds for 10 or even 15 years with little or no loss of comfort. There is some foam on the bed that can sag and compress overtime, but this does not seem to have much of a negative impact.

The Sleep Number Bed's good durability is fairly unique among mattresses. That's because most beds, especially innerspring mattresses, tend to wear out fairly quickly. It's often difficult to find an innerspring mattress over 10 years old that still provides a good night's sleep.

Are You Fully Prepared For A Fresh Set Of Challenges? A Sales Management Checklist

Essentially, the task of the Sales Manager is to produce revenue for their company through the operations of the sales staff for whom they are responsible. The size of this revenue, and the profit (however defined) which it should show, are usually predetermined in order to achieve the aims of company policy. The objectives which they set for the various activities which are involved in carrying out this task should therefore be derived from, and be compatible with, company objectives, such as return on capital employed, cash flow, market position, growth.

Since, like other managers, the Sales Manager depends on those who work for them to produce the results by which they are judged, consideration can usefully continue by regularly examining the nature and characteristics of their role.

As we near the end of the year, this is an excellent time to take stock and ask yourself some important questions to ensure that you are totally prepared for the fresh set of challenges that lay ahead next year

* What are the objectives of my department, function and company?

* Am I satisfied that I feel these can be achieved - that I have a plan for this?

* In what ways can my department/company be improved?

* Is the work in my area altering in nature, quantity or quality?

* Can the work be done it a better way?

* Have I the right equipment and facilities?

* Have I the right number of staff?

* Am I happy that all my subordinates are correctly placed and loaded?

* Is my staff doing what I want them to do?

* Do any of my staff need further training? Have I a training plan?

* What are the staffing trends?

* Are my staff happy? Do I spend enough time with them?

* Have I a trained deputy?

* Am I satisfied personally?

* Is my authority defined and adequate?

* Is my relationship with senior management satisfactory?

* Where is my next promotion coming from?

* Am I doing too much routine or administrative/clerical work?

* Have I enough time for thinking?

Summary:

For a group of people to remain "consciously competent" at optimum performance levels, they require frequent injections of stimulation, motivational guidance and prompting otherwise they can easily lapse into" unconsciously competent", or worse, "unconsciously incompetent"

The primary objective of a professional Sales Manager has to be:

"To achieve consistently superior results, through the performance of every key individual."

However, you can only achieve that objective if you, yourself, are fully committed and focussed on what will be required.

Copyright © 2006 Jonathan Farrington. All rights reserved

The ShopTNA.com Black Friday Super Sale

Don't miss out on the huge "Black Friday" Super Sale at ShopTNA.com - the official online store of Total Nonstop Action Wrestling

How To Deliver More Next Year With Less!

I want you to deliver more:

- Profit

- Sales

- Productivity

- Customers

- Quality

And, by the way, you've got less:

- Money

- Staff

- Time

Sound familiar? Year on year, sales leaders are being asked to achieve improved results with fewer resources or, at least, more from the same. To most Sales Directors, the attainment of a permanent increase in sales revenues must seem like the search for eternal youth; unending and, ultimately, unavailing.

Unfortunately, the task of selling never becomes any easier and as competition continues to intensify, sales people will face issues that can be extremely difficult to deal with e.g. decreased product uniqueness, increased competition within 'safe' markets, longer sales cycles and shorter product life spans.

The reality is that whatever got you where you are today will not be sufficient to keep you there. A rapidly changing environment is the regular background against which organisations must develop.

Change is continuous and will become more rapid as we move forward over time. Sales management must be capable of reacting to those changes, be prepared to take advantage of them and yet stay within the overall framework of a formalised strategy.

The role of strategy is fundamental if the people within an organisation are to be enabled to make the level of contribution of which they are capable. Strategy, based on a good grasp of the core competencies of a business, is an essential precursor to achieving optimal shareholder value.

Getting more for less or more from the same level of resources, is my simple definition of efficiency.

Here then are six steps you can take in 2007 that will help you achieve those increased targets:

Step One: Understand your operation

- Do you know your operation well enough to improve it?

Step Two: Set the right objectives

- Do you have the right objectives to steer improvement?

Step Three: Check customer perception

- How can you identify non-value-added (wasteful) activity?

- How can you remove it?

Step Four: Increase capacity

- Are you meeting demand?

- What action(s) can you take?

- How efficient are your resources?

Step Five: Continuously improve

- Do you have a systematic approach to constant improvement?

Step Six: Check customer perception

- How effective have your efforts been?

- How can you tell?

And finally, when you review your performance in 2006, consider benchmarking yourself against the Sales Management Acid Test:

The Acid Test - When thinking about your own sales force,

- Did you understand their motivators - what was driving them?

- Did you always have visibility of their numbers - year to date, forecast vs. required performance?

- Activity levels - did they work hard and smart enough?

- Engagement - did they always meet with the right level in their prospects/accounts?

- Messaging - were they capable of delivering an appropriate message at the right level?

- Qualification - did they only spend time on deals where they could compete and ultimately win?

- Closing - did they construct successful campaigns and close enough business?

Copyright © 2006 Jonathan Farrington. All rights reserved