Benefits of Phone Messages in Business Marketing

As businesses are competing for attention from their intended clients, innovative marketing ways are being developed. Chief among them is the use of on hold messages. This message makes use of the dead time when a client is put on hold, to advertise services or products. Depending on your strategy, you can choose to have phone messages being sent to people at random. You stand to gain a lot by reducing hang ups from impatient clients. In addition, you will be in a position to reach many clients easily without spending much.Television commercials can at times annoy you. Some are poorly done, pushy and aggressive; and still others want you to buy a product out of the blue. With on hold messages, you have an opportunity to talk to your customers on a one on one basis. How do you get such messages into your telephone system? You will want to use a professionally produced script that uses a “soft sell” approach to reach people in a relaxed manner. Get the right professionals to create catchy phone messages that will appeal to recipients. By sending out such messages, you address clients directly. A phone message is not only restricted to text but can also be on voice.Due to its large appeal to the masses, the radio is frequently considered to be a great medium of advertising. Since radio stations are also in business, your ad will be aired together with those of your competitors. Telephone messages are exclusive to the business. With messages that are prepared and produced by professionals, you can tell clients the things you would like them to hear. You have the upper hand here since on hold messages can be customized in any way you like. In addition, the message can be interspersed with some cool music. The idea here is to grab the caller’s attention.The way phone messages translate into savings can be seen by comparing the method with having a human salesperson. For example, a salesman has to be trained. There must be a supervisor to monitor his progress; you have to pay him commissions and other benefits. On the contrary, with on hold messages, all these are translated into savings. At the same time, the client feels satisfied that you did not waste his precious time. By using a positive phone message, customers will hardly ever hang up on you as they wait to transact business.

Rep V. Direct: How to Best Organize a Sales Team

Sales executives are constantly searching for the ideal structure of the sales team. Should the team be composed only of direct sales people? Should the team be composed only of manufacturers’ representatives? Experience shows that a hybrid sales organization, composed of a blend of direct and indirect sales employees (manufacturers’ representatives), combines optimal performance, cost effectiveness and flexibility.If one observes several sales organizations over an extended period, she’s able to see that relatively often, sales executives make sweeping changes to those organizations, from all direct to all rep, and from all rep to all direct. Invariably, the observer is able to note that sales management ultimately reverses many of those sweeping changes. Sometimes sales executives benefit from observing changes made by others. Unfortunately, too many sales executives develop the understanding of the benefits of a hybrid organization by making one or more poor decisions and then repairing the organization after problems surface. The most durable of sales organizations are those that use a hybrid technique, employing a mix of both direct sales staff and manufacturers’ representatives. Sales teams composed entirely of all direct people or entirely of manufacturers’ representatives are generally not ideal.Why “Direct Only” Teams Are Not IdealMany CEOs and executive teams believe that the best way to build relationships with customers is with a sales team composed only of direct employees. In this example, sales staff cannot be distracted with unrelated business and other product lines. No one can blame the inexperienced CEO and executive team for thinking this way. A salesperson is able to devote 100 percent of this time to the company. A direct sales team suffers from far fewer distractions than a rep sales team. However, experienced CEOs and executive teams understand that they must thoroughly look at a direct sales team before converting to it. Direct sales teams are quite expensive to train and support. The company must support offices in all major markets. Those offices bring along with them assorted costs: rent, administrative support, office equipment, utilities, etc. A competent manager who can work well and represent the company without direct supervision must manage the office. The company must train and occasionally upgrade each office manager.When sales are growing, the office manager must hire and train new sales staff. The company must train the manager in hiring and training techniques. The company must also train the office manager in firing techniques, in hopes of avoiding legal problems.As sales grow, the office must expand to meet growing demands upon the sales office. Cost of sales rises as sales grow. Sales, however, do not grow forever. Ultimately, sales flatten and roll over. Sales usually roll over earlier and more abruptly than hiring plans. Sales may dip at anytime during the year, but hiring plans are usually set at the beginning of each calendar or fiscal year. As a result, hiring is sometimes still underway when industry and office sales are falling. Such dynamics create an environment whereby cost of sales, (as measured by the total cost of running the sales office, divided by the total revenue that the office generates, expressed as a share of sales) rises rapidly.


When a sales office has healthy sales, the company can manage its cost of sales and support them at a predetermined level. If sales grow for a long period, the company can manage the office to cut cost of sales. The sales office can benefit from economies of scale. A sales office supporting 20 salesmen doesn’t need more copiers, fax machines and conference rooms than an office supporting only 10 salesmen. Unfortunately, sales ultimately roll over. It is difficult to cut costs immediately. The office manager must usually see several months or quarters of declining sales before realizing that he must cut costs, including headcount. During this time, cost of sales rises, sometimes well above tolerated levels. The sales office manager and the company cannot cut costs quickly. Which is a chief reason that totally direct sales teams are undesirable.Why “Rep Only” Teams Don’t Yield Peak PerformanceRep only sales organizations afford a number of benefits to the sales executive. The sales teams are already in place. Hiring and firing of salesmen is not the direct responsibility of the sales executive or his regional sales managers. Manufacturers’ representatives generally hire and fire as sales move up and down. The cost of running a rep only sales organization rise and fall directly with the level of sales. A significant benefit of the rep only sales organization is that cost drops immediately when sales drop. It’s possible to accurately forecast cost of sales as a share of total revenue. Cost can never get out of control by hiring too many salesmen, buying too many computers, or leasing too large an office; not infrequent problems for direct sales organizations.Manufacturers’ representatives are not always the panacea for companies looking to hire or expand a sales organization. Large customers often demand direct sales staff; not indirect staff from a manufacturers’ representative. Large customers view their largest suppliers as strategic partners, and like the ability to communicate directly with those suppliers. Communications is sometimes slower and less clear when a customer must communicate with a manufacturers’ representative, who in turn communicates with the supplier. Customers may set the style with which they deal with suppliers as part of their purchasing strategy. For example, they may decide to deal with no more than two or three suppliers on any commodity and to deal with those suppliers directly. This disallows conducting business through manufacturers’ representatives. A supplier must recognize and honor such a strategy, or be ready to suffer undesirable consequences. A supplier must never turn a tin ear to a request from a customer demanding direct sales representation.Large suppliers view their largest customers as strategic partners, and like the ability to communicate directly with those customers. They view the delay when communicating through a manufacturers’ representative as an unnecessary burden. When large suppliers invest management time with strategic customers, they do not want to dilute that investment by sharing management time with manufacturers’ representatives. The incapacity to offer direct coverage to strategic customers is the primary reason that a sales team composed only of manufacturers’ representatives is unattractive.First and Foremost: Do No HarmRecognizing that something is wrong, many sales executives make bold, sweeping structural changes to their sales teams. Fire all reps and hire a direct sales team. Fire all direct salesmen and hire a network of manufacturers’ representatives. Either approach will certainly repair some problems. More than likely, however, extreme changes are very prone to creating new problems of equal or greater scale.Why do so many companies replace one poor-performing sales organization with another that destined to yield performance that is no better than the original? The two most common reasons are inexperience and weakness of the sales executive compared to the rest of the management team. Perhaps the inexperienced sales executive has risen through a single company with an all-direct or all-rep sales force. Now, managing the global sales organization, he opts for sweeping change from all-direct to all-rep, or from all-rep to all-direct sales without benefit of understanding thoroughly the benefits and problems with either a pure-rep or pure-direct organization. Alternatively, the inexperienced sales executive may have developed his management skill at a company employing an all-direct sales organization. He may not feel comfortable managing if hired into an all-rep company. No one can fault a sales manager if he sees massive problems and concludes that he must make sweeping change to an all-direct sales organization. Only inexperience allows him to make a major, highly disruptive change.Another reason companies make dramatic changes in the structure of a sales organization is that the sales executive is weak. If cost-of-sales, expressed as a share revenue is too high, the CEO, the rest of the executive team, or both can apply pressure on the sales executive to affect change and cut cost. If the sales executive lacks the strength to defend his team or the structure of the sales organization, he merely becomes the messenger, not the manager.


The message to the sales executive feeling pressure to make sweeping change in a sales organization is to adhere to the Hippocratic Oath: First, do no harm. Any sweeping change imposed upon the structure of a sales team will initially be disruptive. Make sure to justify the disruption and be very sure that the change, once implemented, is most likely irreversible. Sweeping change brings disruption, higher cost of sales and lower productivity. All of this might be worthwhile. However, if a sales manager imposes sweeping change and then reverses course within a year or two, disruption from the reversal is much greater and more costly. A reversal of an organization change brings with it disruption, higher cost of sales and lower productivity just like the original change. However, an organizational reversal can erode the sales team’s enthusiasm. A company can handle disruption, higher cost of sales and lower productivity if repaired relatively quickly. Repair of an unmotivated sales team takes much more time.”Hybrid Sales Teams” Work BestA supplier always looks to optimize its sales organization. If a company continuously focuses on cost of the sales organization, use of manufacturers’ representatives is mandatory. The benefits of manufacturers’ representatives are too great to ignore. However, manufacturers’ representatives may not satisfy the requirements for some customers. Strategic customers demand direct interface, excluding the use of reps. The best alternative then, is to merge some of the best features of both a rep and a direct sales organization. Implement a direct sales team to cover the sales to all strategic customers, while simultaneously bringing about a sales team of manufacturers’ representatives to cover all other customers.A hybrid sales team benefits from the cost effectiveness of manufacturers’ representatives. The same team can deal directly with strategic customers. The sales executive may take advantage of the non-disruptive flexibility when adding or deleting customers on strategic customer list. A secondary benefit of a hybrid sales organization is bench strength. Well-seasoned, top-performing direct sales personnel represent a talent pool from which from which to draw regional sales managers.ConclusionExperience shows that a hybrid sales organization, composed of a blend of direct and manufacturers’ representatives combines optimal performance, cost effectiveness and flexibility. The most durable sales organization is one that uses a hybrid technique. Sales teams composed entirely of all direct staff or entirely of manufacturers’ representatives too often underperform.

Planning Strength and Speed Training For American Football

American Football, like many other sports, has a history of coaches with a poor understanding of the sport’s demands inflicting upon players the necessity to run laps of the pitch, and engage in other forms of training at odds with the sport’s unique demands. With a constant stop start style to the play, with the average play lasting no longer than ten seconds, followed by a much longer rest period, its demands are closer to traditional sprinting and weight training methods, than sports such as Rugby or Boxing, where there is a much greater endurance element required. At the same time, the sport has a big element of lateral mobility and technical considerations to consider, absent from pure speed or strength sports.This article will look at ways to incorporate speed and strength training methods to assist a player looking to improve his speed/strength during the football off-season. Each element will be considered individually. Given the wide range of requirements for the different positions in football, this article will focus on training planning for a typical week for Linebackers, Backs and Strong Safeties, although the advice is applicable to most positions except Kickers and Offensive/Defensive Linemen. Even then, many of the elements would remain broadly similar for these positions.Strength TrainingMost American Football players today will already place a large emphasis on strength training as this has been emphasized for a comparatively longer time in the sport due to the ever increasing demand for larger and stronger athletes. This does not mean that players should automatically follow the training advice handed out in bodybuilding magazines, or follow a generic college training program. Unfortunately, most college programs suffer from being overly simplistic due to the need to try to train 40 or 50 athletes at once in a facility. This type of training leads to the most simple, easy to administer programs being handed out to athletes, rather than the most effective. Similarly, athletes who believe bodybuilding programs can enhance sports performance may potentially gain some muscle size but at the expense often of relative strength and speed going down, as well as a decrease in joint mobility if emphasising single joint exercises. Additionally, bodybuilding programs’ emphasis on training to failure and exhaustive work on individual muscle groups will lead to less energy being available for the high intensity, explosive work which football demands.Split Training vs Whole Body TrainingMost players will often follow a typical bodybuilding protocol where individual muscle groups are trained once per week with very high volume. Unfortunately, while this may work under certain circumstances for bodybuilders, football players cannot afford to adopt this method. Most significantly, this method of training makes it very difficult to integrate training with the demands of improving other elements vital to success in football. For example, many bodybuilders will train back, quadriceps, hamstrings on separate days. This will mean for most of the time players will have insufficient energy to perform their other drills, sprint work etc due to excess muscular fatigue. Furthermore, split training will mean the central nervous system is always under stress from constantly performing high intensity activity leading to impaired recovery and ability to perform other drills outside the gym with the required intensity.


This leaves two options. The first is to adopt a lower/upper body split and the second is to adopt a full body training program. Both options have their advocates. Splitting the body into lower/upper will mean legs get trained twice a week meaning five days are left for rest. By only training legs on those two days, a greater volume of work can be performed on training days compared to a typical whole body approach consisting of hitting the weights on a Monday, Wednesday, Friday basis, where because of the increased frequency and need to train upper body as well, leg training volume would need to be reduced.Depending on the athlete’s needs an upper/lower split is usually more useful for increasing strength and muscle size as many will struggle to maintain the intensity needed for a long, whole body training workout. A sample lower/upper body split would be as follows:Sample Strength Training SplitMondaySquats 4 x 4-6
Romanian Deadlifts 4 x 4-6
Step Ups 2 x 8
Pullthroughs 2 x 8
Ab Rollouts 2 x 8TuesdayIncline Bench Press 4 x 4
Hang Cleans 3 x 3
Shoulder Press 2 x 6
Pullups 2 x 6
Tricep Extensions 2 x 8
Barbell Curls 2 x 8ThursdayPower Cleans 5 x 3
Snatch Grip Deadlifts 3 x 5
One Legged Squats 2 x 6
Glute Ham Raise 2 x 8
Hanging Leg Raises 2 x 10FridayClose Grip Bench Press 3 x 5
Pullups 3 x 5
Incline Dumbell Press 2 x 8
Seated Row Machine 2 x 8
Tricep Extensions 2 x 12
Dumbell Curls 2 x 12Speed TrainingSpeed training for football players needs to consider the fact that football sprints are usually of much shorter duration than sprinting in track and field events. At the same time the body mechanics of football players will be different to those you see in top class sprinters.Having said that, a speed training program for football players will have a large degree of overlap with that of Olympic athletes but with a limited requirement for the type of speed endurance work performed by sprinters during the summer track season. Instead a football program should primarily emphasise acceleration techniques with a smaller component of top speed work so that for the rare occasions that a full sprint is required, the player is able to maintain his top speed for longer.Although there are many differing views on how to train speed, the approach used by Charlie Francis[i] is one which works well for integrating the other aspects of football training.Speed Training Template for Off-SeasonMondayWarmup – 5 min general warmup
Mobility Exercises – 10 min
Running Drills – 10 min
Start Work – 6 x 10m (Practise a 3 point or 2 point stance and perform a maximal 10m sprint)
Acceleration Work – 6 x 20m (2 or 3 point stance and accelerate through to 20m)
Acceleration Work – 2 x 30m (Run from standing start to 30m)Rest times between sprints should be 2-3 mins for 10m work, 3-5 min for 20m work, and 4-6 min for 30m work to ensure full recovery is attained.The astute reader will notice the sprints are combined on a day where the weights pushed will be heavy. Depending on the athletes needs, they could sprint in the AM and do the weights in the evening or vice versa. Both approaches will work. The main factor behind placing sprints on the same day as weight training the legs is to allow for greater CNS and muscular recovery. Trying to sprint on separate days (e.g. on Tue) would mean the legs still being fatigued from the day before and then having less rest before the next weight session for legs. By contrast, combining weight training with leg work on the same day is something sprint coaches usually recommend.TuesdayWarmup – 5 min general warmup
Mobility Exercises – 10 min
Running Drills – 10 min
Tempo Work 8-10 x 100m @60-70% speedTempo training is running the distance at a sub-maximal speed and walking the next 100m. It is very important both for active recovery (recovering from the previous day’s exertions), learning to run in a relaxed manner (many athletes strain too much when sprinting maximally), and for overall conditioning and fat loss (the intervals being approximately similar when running/walking, as the work/rest time in football and in fat loss protocols such as Tabata).WednesdayWith another high intensity day scheduled for Thursday, Wednesday is a time to rest and recuperate. Some mobility and drill work is okay for those who need it though.ThursdayWarm-up – 5 min general warm-up
Mobility Exercises – 10 min
Running Drills – 10 min
Start Work – 6 x 10m (Practice a 3 point or 2 point stance and perform a maximal 10m sprint)
Acceleration – 3 x 20m
Acceleration – 3 x 30m
Top Speed – 3 x 50mThursday’s sprint training session is partnered with a relatively low load, explosive lifting weight training day. The sprint distances complement the weights by being of a greater distance and speed. This is the day when the football player will work his maximum speed but we keep acceleration work in, albeit at a reduced volume, as acceleration is a very important factor for football as well as helping to warmup the body for the top speed work. Rest times can be up to 10min long for the top speed sprints. The work conducted has to be of a high quality with full muscular and CNS recovery between sprints the aim of the athlete.FridayTempo Work – 8-10 x 100m
This day is a repeat of TuesdaySaturdayWarm-up – 5 min general warm-up
Mobility Exercises – 10 min
Running Drills – 10 min
Start Work – 4 x 10m (Practice a 3 point or 2 point stance and perform a maximal 10m sprint)
Acceleration – 3 x 20m
Acceleration – 2 x 30m
Top Speed – 2 x 50m
Top Speed – 2 x 60mSaturday is the day when we should be at our freshest. There is no weight training prior to training and we are furthest removed from the draining effects of the heavy weight training conducted on Monday and Tuesday. There is a greater emphasis on top speed work this time with an increase in the distance up to 60m. This should be the time the athlete is setting his best times.


SundayRestGoing Past a WeekAt this point it should be pointed out that the approach given is for a sample training week in the off-season. Strength and speed training should still be periodized as normal. A favored approach of many programs is to gradually increase training volume and intensity before incorporating a week of reduced volume and intensity to allow for supercompensation and CNS recovery to take place. A 3/1 split of hard training followed by an easier “unloading” week will help promote continued improvements rather than trying to constantly add weight/sets/sprints to the program which will only lead to stagnation.At the same time, other exercises and techniques will usually be incorporated to provide the athlete’s body with new challenges but the overall goal should remain the same which is to increase strength and speed over the long haul. Although it will be easy for a beginner to make rapid improvements in both strength and speed following a structure such as that outlined, at some point it is likely that either the weights or the speed work will have to be reduced in volume (although not intensity) and maintained so that the other quality being work can be emphasized.Most 100m sprinters will usually go from a program where strength increases are emphasized in winter to one where weight training is restricted to maintenance only so that full attention can be devoted to maximal speed work during the summer months.Of course, for American Football players, they may have a differing view on which element needs emphasizing but the fact remains that given that neither strength or speed improvements in-season are realistic, the player should look at his off-season training program and consider which variable he needs to work on the most. Then, he can perform a greater or lesser amount of speed or strength work as deemed appropriate by him and his coaching staff. For a strong athlete with limited speed this would mean reducing the volume of his weight work on his training days and training speed first in the training day, when the CNS and muscular system is freshest. On the other hand, a weak, fast athlete may wish to perform a limited amount of speed work and increase his weight training volume so that he can bring up his strength levels quicker.Other FactorsMany other factors beyond how the athlete structures his training are important including mobility drills, nutritional support, supplementation, recovery and regeneration techniques, and technical work. Although these are beyond the scope of this article, each element should be implemented carefully. Please check the other articles at this site for further reading.[i] The Charlie Francis Training System (1992)

The Important Role Of Public Relations

Public relations is fundamentally the art and science of establishing relationships between an organization and its key audiences. Public relations plays a key role in helping business industries create strong relationships with customers.Public relations involves supervising and assessing public attitudes, and maintaining mutual relations and understanding between an organization and its public. The function of public relations is to improve channels of communication and to institute new ways of setting up a two-way flow of information and understanding.Public relations is effective in helping:* Corporations convey information about their products or services to potential customers* Corporations reach local government and legislators* Politicians attract votes and raise money, and craft their public image and legacy


* Non-profit organizations, including schools, hospitals, social service agencies etc. boost support of their programs such as awareness programs, fund-raising programs, and to increase patronage of their servicesPublic relations in present times employs diverse techniques such as opinion polling and focus groups to evaluate public opinion, combined with a variety of high-tech techniques for distributing information on behalf of their clients, including the internet, satellite feeds, broadcast faxes, and database-driven phone banks.As public image is important to all organizations and prominent personalities the role of public relations specialist becomes pertinent in crisis situations. Public relations agencies provide important and timely transmission of information that helps save the face of the organization. In the words of the Public Relations Society of America (PRSA), “Public relations helps an organization and its public adopt mutually to one another.”Experienced public relations agencies have formulation press releases into which they can plug the company news, as well as a targeted list of publications for their industry. Truly good public relations agencies generally have a good working relationship with key reporters, boosting their chances of getting coverage. Some public relations agencies deal only with large, established clients, while smaller boutique public relations agencies specialize in certain areas.At present public relations as a career option exists in private companies or government institutions that actively market their product, service and facilities. Public relations training courses are widespread in educational institutions. According to the U.S. Bureau of Labor Statistics, there were 122,000 public relations specialists in the United States in 1998 and approximately 485,000 advertising, marketing, and public relations managers working in all industries.


Most public relations practitioners are recruited from the ranks of journalism. Public relations officers are highly trained professionals with expertise and knowledge in many areas, for example shareholder management during a crisis, the evolving role of the in-house public relations professional, account management skills for public relations, an introduction to financial public relations, an introduction to consumer public relations, an introduction to public relations software etc.