Good customer service is super important for any company striving for customer support greatness, but it shouldn’t be all there is to it.Sometimes, the best solution allows your customers to help themselves by giving them access to immediate knowledge without requiring personal assistance.

Solving Customer Queries

A <a href="https://www.groovehq.com/knowledge-base">knowledge base</a>(KB) consists of an online library filled with guides, tutorials, and answers to common customer questions about a business’s products or services. It’s a self-service portal that can be easily accessed by customers and internal employees alike. An effective knowledge base allows you to stay two steps ahead of your customers’ issues. Waiting for customers to come to you is a dangerous strategy.

Knowledge Base

An overwhelming <a href="https://www.groovehq.com/customer-service-statistics#statistics7">91%</a> of customers said they would use an online knowledge base if it were available and tailored to their needs. Beyond that, <a href="https://www.groovehq.com/customer-service-statistics#statistics7">55%</a> of consumers fall in love with a brand when that brand offers “easy access to information and support.” Reduce customer effort and you’ll improve customer loyalty.

The Stats Are In Favour

How many steps does the customer have to take to contact you and get answers to their questions? Something that could have taken 10 seconds has now turned into 10 minutes of their time and yours. Why would you not make that process easier?Your customers will be empowered to find their own solutions, feel accomplished, and appreciate your effort to make things as easy as possible.

Reduce The Steps

A good knowledge base will also give a boost to your customer support agents by:<ul><li>Helping them be more productive: Shifting basic support queries over to the knowledge base frees up your support staff for the really important issues.</li><li>Making them happier: Employees are happier when they’re able to spend more time on meaningful interactions. (For example, preempting a problem rather than resolving it after it has already negatively affected the customer.)</li></ul>

Benefits Of A Knowledge Base(KB)

Your knowledge base tool must do more than just exist. It has to be good. The first thing to note is that a knowledge base is, at its core, documentation.Documentation is the media—text, images, and video—that explain a product or service, the material that provides official information.

The Building Block Of Knowledge Base: Documentation

<ul><li>Be easily accessible</li><li>Be organized and easy to navigate</li><li>Solve common problems</li><li>Save a customer time</li><li>Be up to date</li></ul>

Traits Of A Good Knowledge Base

<ul><li>Decide on the core elements of your knowledge base</li><li>Choose your knowledge base content</li><li>Agree on the structure of your knowledge base articles </li><li>Write your knowledge base articles</li><li>Add visuals to your content</li><li>Publish your knowledge base</li><li>Analyze and improve your articles </li></ul>

Basic Process Of Building A Knowledge Base

<ol><li>Having a FAQ section: If a customer has a basic question about your product or service, the first place they generally look is the FAQ section.</li><li>Ensuring that the contact support option is always available.</li><li>Search function: Just like Google’s search bar, you’ll usually see this before the full list of knowledge base articles.</li></ol>

Three Core Elements of a Knowledge Base

Being with these two topics, no time-consuming customer or behaviour research is needed.<ul><li>Basics: Every single question a complete stranger would have about your company or service.</li><li>Getting started: The basic onboarding and setup process a customer goes through when starting to use your service/product, broken down into steps.</li></ul>

Choosing Your Content

There are a couple of things to keep in mind when it comes to knowledge bases specifically.First, focus on scaling the structure of your help content. Create a simple knowledge base template to use for every article.Second, prioritize the customer’s workflow and use cases. Most of your knowledge base articles probably include a set process the user needs to follow. Make it as smooth as possible.

KB Structure

<ul><li>Problem or topic: Describe the task on hand or the customer issue.</li><li>Step by step process: Describe the process of completing the task or solving the issue in detailed, but simple, steps.</li><li>Result: What should happen after the steps have been completed by the customer?</li><li>Related resources: Similar articles, questions, or topics</li></ul>

Article Structure

<ul><li>Put the most important information first. If there’s something the user absolutely needs to know before they get into the process of taking action.</li><li>Chronological order. Make sure the order of each step makes sense and doesn’t interfere chronologically with any other steps.</li><li>If there’s no chronological order or dependencies between tasks, make the easiest ones the first ones. </li><li>Avoid distractions. Structure the instructions in a way that keeps them focused on the tasks on hand and won’t interrupt their workflow.</li></ul>

Structure Tips

<ul><li>When writing the actual text for your articles, mind your language first and foremost to make your knowledge base as effective as possible. Assume the reader is a complete beginner.</li><li>Don’t use any advanced terminologies or industry-related jargon, even if it makes sense to you. This might be the first time the reader has seen any of this information. Make it simple.</li><li>When it comes to actually formatting your text, simplicity is key. Focus on making your communication as scannable as possible.</li></ul>

Writing The Actual Content

The less text, the better: Customer support isn’t the place to practice your novel writing skills. Short paragraphs: Nobody has the time or attention span to pick out important information from a wall of text.Bullet points and lists: You’ll make everyone’s life easier by structuring information in a way that’s easy to read and follow.Bold and italics: Use them to give more dimension to your text. Do not underline words unless they contain a link.Adding links: Point out resources that go more in-depth so you don’t have to explain everything in one article.

Important Points To Consider While Doing KB Content Writing

Visual materials enrich your support content and keep users engaged.The most obvious type of visuals to use in your knowledge base are screenshots of new products to show how things work. But you can also play around with instructional videos, GIFs, or whatever else you feel would add a little something extra to your content.

Add Visuals

Make your knowledge base easy to find both on your own website and through popular search engines. Feel free to link to your knowledge base from other forms of support, too. Don’t be afraid to rub the fact that you have a knowledge base into people’s faces. How else are your customers going to find it? The more places you feature your knowledge base link, the better.

Publish Your Knowledge Base

The success of your knowledge base (or lack of success) should be constantly measured to see where to improve.When looking at your knowledge base performance, focus on impact. Examples of what to track include:<ul><li>Increase in customer satisfaction </li><li>Decreased volume of tickets</li></ul>Examine how your customers are using your company’s knowledge base. What parts are customers engaging with most? What are they searching for?

Analyse and Improve Your KB Content

A good knowledge base is never complete. Don’t be that company with an outdated, useless portal. Audit the entire base on a recurring basis, aim for monthly or quarterly check-ins. Add new products, updates or other changes to your knowledge base articles, and delete old, irrelevant posts about features that don’t exist anymore.

Review Your KB

<ul><li>A good knowledge base will save you tons of time, and make both your customers and support agents happier. It takes time up front, but it’s worth it.</li><li>Gather your customer support team and start simple. Figure out the basics, then get writing.</li><li>Once you have a functioning and effective knowledge base, you can build and improve on it anytime.</li></ul>

Save Time, Money and Resources

Here's the basic process of building a knowledge base: Decide on the core elements of your knowledge base. Select which topics to include. Agree on the structure of the content. Write the knowledge base articles. Add visuals. Analyze and improve.

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Economics

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Marketing & Sales

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Business

How to Create a Knowledge Base: Building Self-Service for Customer Support | Groove Blog

Branding has been a hot word in marketing for many years, and for good reason — a strong brand can help make sales that a weaker brand wouldn’t be able to make.

Your brand is simply your reputation

Somewhat related are your Google search results. When people search for you, the items that come up matter – a lot. The <a href="https://www.mickmel.com/google-search-results-big-part-brand/">more you can control them, the better you’ll appear</a>. You can’t directly control reviews and conversations, but you can do a lot of work to help ensure that those show positive sentiment toward your company.

Google

When business professionals say they want to “enhance their brand” or “build brand equity,” they almost always mean “improve their reputation.”

Word hard to treat people right and keep a strong reputation, and your brand will make people feel the way you always hoped it would.

Branding has been a hot word in marketing for many years, and for good reason -- a strong brand can help make sales that a weaker brand wouldn't be able to make. What is your brand, though? While building a solid visual identity and messaging framework is vitally important to…

career

Career

entrepreneurship

Entrepreneurship

We need to be clear about why we are investing. Otherwise, the smallest perturbation – a market up move or down move, or an opinion by an expert with tweet diarrhoea can make us question our choice.

1. Individuality

Once we create an investment plan suited for us, we need to stick to it, rain or shine. Due to the ups and downs of life, we may not invest regularly. We must keep track of the missed investments and make up for them late

2. Discipline

We must recognise that any choice we make in life or personal finance will have an associated cost. Sometimes the cost is immediately apparent, and sometimes it may take decades to reveal itself.

3. Balance/composure

he most important quality, in our opinion, is humility. We must recognise that there are a zillion ways to go from point A to point B, and ours is just one of them. It is rather immature to assume that what we are doing or our choices are the best.

4. Humility

I came across an neat article which actually gives a quick reality check which every investor must have in the process of building wealth.

Here are four qualities needed to become a successful investor. Thankfully we can develop these qualities in time. We neither need to be smart nor

personaldevelopment

Personal Development

moneyandinvestments

Money & Investments

Four qualities that define a successful investor

<ul>
<li>Strategy is the application of strength against weakness.</li>
<li>Strategy creates new strengths through subtle shifts in viewpoint.</li>
<li>Most organizations have multiple conflicting objectives that amount to little more than spending more and try harder.</li>
<li>They spread resources to placate internal interests rather than concentrate resources to focus on pivot points.</li>
<li>Creating a good strategy means saying no to a variety of interests.</li>
</ul>

Good and Bad Strategy

Success isn’t just about what your organization does, it’s also about blocked or failed competitionFor example, in setting cold war strategy, it made little sense to match Soviet capabilities. The best method was to build on our strengths in ways that were aimed at their weaknesses.Act so as to impose exorbitant costs on the competition using your relative advantages

Discovering Power

<ul><li>Fluff: Unnecessarily long words</li><li>Failure to face or define the challenge</li><li>Mistaking goals for strategy. You can’t just state your desires, you need to plan to overcome obstacles.</li><li>Bad strategic objectives. Good ones are means to an end, bad ones fail to address key issues or are impracticable.</li></ul>

The Four Hallmarks Of Bad Strategy

<ul><li>Good strategies focus on one or two objectives, bad ones sweep together 143 items on a to-do list that encompasses the wish list of every department or constituency in your company</li><li>A simple statement of the goal with no attention to how it will be achieved or the difficulties of achieving it</li><li>Underperformance is not a challenge; the challenges are the reasons for the underperformance</li></ul>

Strategy Objectives

<ul>
<li>Dividing customers into three tiers based on importance and setting specific objectives for each tier, like maximizing prime shelf space with the top tier and getting some shelf space with the bottom tier</li>
<li>Linking small stores together to maximize their purchasing power and fight back against a large chain</li>
</ul>

Good Objectives

A bad strategy isn’t miscalculation, it’s avoiding the hard work of crafting a good strategy. Good strategy means making priority choices.Sources of bad strategy:<ul><li>Avoiding choices</li><li>Vision templates</li><li>New Thought: The Power of Positive Thinking</li></ul>

Why so Much Bad Strategy

<ul><li>Opting for all the options on the table or a consensus with something for everyone means that nobody sharpens their arguments or analysis.</li><li>Major choices involve reshaping the firm. You can only reshape in one way.</li><li>Scarcity creates a need to focus, focus is the core of the strategy.</li><li>Any strategy involving focus will disappoint some constituencies inside the company; often this is hard to do unless the company is under threat.</li></ul>

Inability to Choose

<ul>
<li>These are a company vision that inspires people to change and empowers people to accomplish that vision</li>
<li>All this inspiration isn’t the same as making choices to focus on the right objectives; therefore it shouldn’t be confused with strategy</li>
</ul>

Sources of Bad Strategy: Vision Templates

This is the idea that positive thoughts help you achieve outcomes. Examples include The Power of Positive Thinking, Tony Robbins, Christian Science.Success doesn’t come from New Thought. Ford didn’t have a unique vision of building a car for the masses nor was his vision particularly shared with the assembly line workers; what he had was the engineering skill to make it happen.

Sources of Bad Strategy: New Thought

<ul><li>The kernel of a good strategy has three components:</li><li>The diagnosis that explains the challenge and highlights its most important aspects</li><li>Guiding policy that forms the overall approach to overcome the obstacle</li><li>Coherent actions that reinforce each other to accomplish the guiding policy</li></ul>

The Kernel of Good Strategy

A good strategy works by harnessing power and applying it where it will have the greatest effect.
The fundamental sources of power:
<ul>
<li>Leverage</li>
<li>Proximate objectives</li>
<li>Chain-link systems</li>
<li>Design</li>
<li>Focus</li>
<li>Growth</li>
<li>Advantage</li>
<li>Dynamics</li>
<li>Inertia</li>
<li>Entropy.</li>
</ul>

Sources of Power

Consider the habits, preferences, and policies of others together with inertias and constraints on changeFocus on the predictable downstream effects of changes that have taken placeExample: Toyota built hybrid engines because they foresaw that higher oil prices would create demand for greater fuel economy.

Sources of Strategic Leverage: Anticipation

Pivot points magnify the effects of focused energy; a small adjustment can unleash pent up energy.In Japan, customers want variety, so they have hundreds of food varieties that constantly change.In China, customers want service, so their stores are spotless.

Sources of Strategic Leverage: Pivot Points

<ul><li>Returns to concentration happen when focusing on fewer things generates large payoffs.</li><li>Threshold effects are in evidence when you need to hit a certain critical mass to see a return.</li><li>In advertising, companies often “pulse” ads so they overcome thresholds any one moment.</li><li>Dominating a very small market can be better than having some presence in many.</li><li>Most organizations can only focus on a few critical problems at a time.</li></ul>

Sources of Strategic Leverage: Concentration

A proximate objective names a target that the organization can hit or even overwhelm
Example: Engineers can’t work without a specification, so set something determinate as a goal even if you’re not exactly sure what you need.
The US decided that the space race was about the moon, which was the objective we were better placed to achieve.
Proximate objectives are simple and defined. Leaders construct them this way even if the organization’s true challenges are complex and ambiguous

Proximate Objectives

Systems have a chain-link logic when performance is limited by the weakest subunit or link.Improving a single link does not improve the results of the system as a whole unless the weakest link is improvedMerely creating more pressure for higher profits wouldn’t solve the problem because multiple areas under the control of different teams each need to be improved before the results show up in increased profitsA sequential strategy works best in which leaders take responsibility for the final results and focus on one link at a time.

Chain-Link Systems

<ul><li>Many good strategies today are more designs than decisions, in other words, you’re building something not making a choice.</li><li>In design problems, getting the right combination of elements that complement each other produces massive gains, being slightly off imposes massive costs.</li><li>Tightly integrated designs are very effective but are harder to create, narrower in focus, and less flexible in the face of change.</li><li>Strategic resources are long-lasting and cannot be duplicated without creating a net economic loss.</li><li>Many upstart companies have a tightly integrated strategy that unseats an incumbent.</li></ul>

Using Design

Focus is attacking a segment of the market with a system supplying more value to that part of the market than anyone else can.To find a company’s focus, look at its distinctive policies and ask what all of those policies are aimed at.Many large companies have no strategy and no focus.Example: Crown Cork & Seal has fast response times and great technical assistance so they can do small production runs on short notice. This raises their costs but means that they’re the only bidder for companies that need a fast, small production run.

Focus

<ul><li>Growth by acquisition usually results in paying too much</li><li>Healthy growth is a response to demand for special capabilities</li><li>It should be accompanied by superior profits</li></ul>

Growth

<ul>
<li>Advantages are rooted in differences with opponents</li>
<li>Identify which differences are most important and maximize their impact</li>
<li>Press where you have the advantage, avoid situations where you don’t</li>
</ul>
Interesting advantages are ones that you can increase with strategic skill, like growing a fruit that you can market more effectively using your special marketing skills. Boring advantages are just a given that cannot be optimized, like a machine that simply produces silver.

Advantages

<ul><li>They either deliver lower cost or greater perceived value</li><li>Advantages are often particular to a context, such as a location or a buyer persona</li><li>Sustained advantages have to be hard to duplicate; as with a network effect or a brand</li></ul>

The Nature Of Advantages

<ul><li>Exploit a wave of change by seeing its effects before others do</li><li>Waves of change are exogenous: They occur because of reasons outside your company</li><li>Most industries are stable most of the time; without change, there may be few strategic opportunities</li><li>Look for a present effect, understand the forces underlying the effect and the second-order changes that these forces will create</li></ul>

Using Dynamics

<ul><li>Rising fixed costs</li><li>Deregulation</li><li>Biases in forecasting</li><li>Assessing incumbent responses to change</li><li>Attractor states, the future evolution of an industry based on the drive for overall efficiency</li></ul>

Mental Guideposts for Predicting Future Changes

Airline deregulation: Even after deregulation ended, airlines used the same rules of thumb they’d used during the period of regulation<ul><li>Assumptions like “we’ll always make 12% return on capital” may be baked into decision processes but no longer apply in the new environment.</li><li>Fix these by changing the perceptions of top management.</li></ul>

Inertia and Energy: Routine

Even after AT&T lost its position as a regulated monopoly, its old non-competitive routines stayed in place even after management wanted to shift the company to a competitive footingFix this by simplifying the organizational structure. This will illuminate the inefficiencies hidden in the system. It may be necessary to fragment the group structure into smaller pieces.To change group norms, you may need to change the alpha member of the group.

Inertia and Energy: Old Habits Die Hard

<ul><li>Good strategies are hypotheses about what will work.</li><li>Strategy is inductive, not deductive. You don’t already know all the basic principles you need in order to solve the problem.</li><li>Hypotheses may arise from intuition. The best can be tested without excessive investment.</li><li>If the strategy requires tight coordination among many different elements, it may be necessary to own each element rather than contract it out.</li></ul>

 The Science of Strategy

<ul><li>Focus on the intersection between the important and the actionable.</li><li>Rise above myopic focus on immediate needs.</li><li>Make a list of the ten most important things you can do and start at the top. Not a to-do list, a priority list.</li><li>Priority lists are helpful because we don’t naturally choose the things that are most important, we often forget our key priorities in the press of the day today.</li></ul>

Using Your Head

<ul>
<li>Problem-solution: force yourself to tie your action to a diagnosis by framing strategic analysis in the form of problem-solution</li>
<li>Create-Destroy: Force yourself to question prior judgments by actively trying to destroy your initial intuitions</li>
<li>Commit to a judgment: Force yourself to decide what is most important and write it down.</li>
</ul>

To generate a strategy, one must put aside the comfort and security of pure deduction and launch into the murkier waters of induction, analogy, judgment, and insight.Thinking it through can be done by using one or more of the following approaches:<ul><li>Engage a panel of experts. </li><li>Write it down.</li><li>Practice.</li></ul>

Think like a Strategist

Strategy is the craft of figuring out which purposes are both worth pursuing and capable of being accomplished

Argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.

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Strategy

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Problem Solving

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Books

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world.   Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Richard Rumelt is an accomplished writer whose work has resonated with readers around the world. Richard Rumelt has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Richard Rumelt's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Richard Rumelt

Good Strategy Bad Strategy

Good Strategy, Bad Strategy

Creating unique videos and releasing them on your socials after editing is one way to go, but you can take this technique a step further when you choose to live stream across multiple time zones to connect with all your followers at once.When something is happening in real-time, you’re generating more excitement around the content. If your audiences don’t join in now, they’ll miss the video, sale, or opportunity for good! Live streaming also allows you to interact with fans instantly, where you can answer questions, give shoutouts, and even integrate live chat solutions to respond to concerns.

Go Live

An online contest is a fantastic way to generate interest in a product release or in your business in general. Contests allow fans to engage with you in a fun, creative way.As you develop a contest that makes sense for your business, consider what’s relevant to your operations. Ask fans to submit ideas for a product name or mascot, or create a video challenge that advertises a new product and allows you to share fan submissions related to your business.Contests work best when you offer prizes in exchange for encouraging your audience to take on a more active role.

Friendly Competitions

Part of what keeps fans engaged with your business is the people behind the scenes. Instead of a faceless corporation, your audience wants to see who actually keeps the company running. If there’s only been one person in charge of your social media campaigns, it’s time to stage a social media takeover. Over the course of several months, you could have different members of your team take the helm, sharing their job, a look behind the scenes, and a day in the life of their position at your company.With this strategy, you’re generating excitement on both sides—with fans and employees. Y

Social Media Takeover

Many businesses keep the same level of professionalism on their social media as they do throughout their company. Unfortunately, this can lead to stiff and boring socials. Your website is where you want to maintain that sense of professionalism—let down your hair and show off a little personality on social media!Some ways you can incorporate more lighthearted levity into your social media content includes:<ul><li>Incorporating Memes & GIFs</li><li>Participating in Viral Challenges</li><li>Creating Posts of Work Pets</li><li>Dancing in Tik Tok Challenges</li><li>Referencing Pop-Culture.</li></ul>

Join in on the Fads

If someone has already purchased a product or engaged with your content, you want to keep them communicating. Instead of replying with an emoji or a “Thanks!”, keep the conversation flowing with a question. Ask for feedback, get their views on the best feature for a product, and generate a little more back and forth to hold their attention. The longer you keep them engaged, the more you get to establish your brand identity, present yourself as an expert on a topic, and make sure they remember your excellent customer service.

Keep Communication Active

Social media management is all about building a connection and trust with people who may never meet you face to face. Create content that sets you up as an expert, respond to concerns in a meaningful way, and ensure your customers turn to you whenever they need help.

Building Trust

The way you choose to engage with fans and followers online is a great way to showcase your brand identity,

artsandculture

Society, Arts & Culture

Creative Ways to Connect with Your Online Community

The skills , knowledge and drive within you are what will make you great.<ul><li>It is up to you what you achieve in your selling career!</li><li>You’re your greatest asset !</li><li>Some of us believe the myth that there are natural-born sales wonder ! THERE AREN’T!! It let’s us avoid taking full responsibility for our own performance!</li></ul>Advantages of Selling:<ol><li>Freedom of Expression</li><li>Freedom to become as successful as you want to be!</li><li>Daily challenges</li><li>Offers high potential returns from a low capital investments </li><li>It’s fun!!</li><li>It’s satisfying!!</li><li>It stimulates your personal growth!</li></ol>

Chapter 1: What the Profession of Selling Really is

<ol><li class="ql-align-justify">Prospecting </li><li class="ql-align-justify">Making original contact the professional way -> Use the situation when you meet new people even in non-sales business settings! Refine your skills during this initial contacts to become memorable and to remember as much about them as possible to impress them even more on the second meeting!</li><li class="ql-align-justify">Qualification -> Invest your time with the right people who can make yes decisions!</li><li class="ql-align-justify">Presentation -> You must present the product in such a way that your prospects see it’s just what they had in mind all along!</li><li class="ql-align-justify">Objection Handling </li><li class="ql-align-justify">Closing the Sale</li><li class="ql-align-justify">Referrals </li></ol>

The seven basics that’ll make you as great as you want!

Knowing how to learn fast is the key to rapid personal growth and quick sales success!<ol><li> Impact ->the more you’re interested in a topic the more easily you remember details about it!</li><li>Repetition -> Repeating anything often enough and it will start to become you!!</li><li>Utilisation -> Use them or loose them!</li><li>Internalisation -> Don’t stop! Reinforce your learning , preserve your hard-won skills, enhance your knowledge!! </li></ol>

(Money) Study + Optimise Your Learning 

Selling Champions have….<ol><li>a memorable appearance!</li><li>They’re proud, not only of what they do for a living - helping others - but also of their companies, their products, and the service they provide!</li><li>They practise being more and more confident so that people are moved by their belief!</li><li>Top people close warmly!</li><li>Champions believe in themselves and act with assurance!</li><li>Champions want to get rich!</li><li>They have a burning desire to achieve!</li><li>They learn why they fear!</li><li>Champions are exited about life! They have a superior performance regardless the situation! They bring their own sunshine!</li></ol>

Chapter 2: The Twelve Sources Of Sensational Success 

10.Champions really care about their clients!11.Champions don’t take rejection personally.12.They all believe in continuing education! They study technique and learn new skills!

The Twelve Sources Of Sensational Success 

<ol><li> You can accept the level of prosperity that you have or you exerting extra effort to get more!</li><li>Focus on the specific things that you want. Make agreement with yourself: If I do this, I get that.</li><li>Take it in steps. The essential element is faith in yourself!</li></ol>

How To Develop Desire

<ul><li>Humans can receive a stimulus, pause to consider what their best response will be, and then respond.</li><li>In selling, the pause is essential! If you respond to quickly clients may get the feeling that you’ve answered this questions many times</li><li>As anything you choice to do, you’ll be as good as the practise, drill, and rehearsal you go through before you actually perform the action!</li><li>Champions like to make money. So they don’t wing it — they prepare. Intensively!</li><li>They enjoy finding new objections anytime — except they’re with customers </li><li>Champions find new objections and develop their best responses to them</li></ul>

STIMULUS-PAUSE-RESPONSE PT.1

<ul><li>The function of the professional salesperson is to know what a prospect might ask or object to, what information and responses will best meet the expected question and objections!</li><li>You learned exactly what they would say and what you should say!</li><li>Prepare professionally and you’ll earn a professional’s income!</li></ul>

S-P-R PT.2

A revised and updated edition of How to master the art of selling, which educates on how to succeed in sales, including new information on using the latest research techniques and using e-mail and online resources to generate deals more quickly and efficiently

After he learned the world's best sales techniques, Tom Hopkins applied his new skills and earned more than one million dollars in just three years. Now, in this fully updated and revised edition of the million copy seller, Hopkins shows how you can succeed in the profession of selling. Learn: <ul><li>How to create the perfect selling climate</li><li>Specific questions and tie-downs</li><li>Referral and non referral prospecting</li><li>How to "sell" the most important people you know</li><li>Effective phone techniques</li><li>How to finesse the first meeting</li><li>How to handle objections and what to do when you hear the word "no"</li><li>How to test different closes and master sixteen powerful closes</li><li>How to plan for greatest selling impact</li><li>And he shows you how his great selling techniques can be yours!</li></ul>

Tom Hopkins

How to Master the Art of Selling

Time as we know it started on October 22, 1884.Hours were invented much later and seconds hundreds of years later. The first mechanical clock was built during the Renaissance.

How We Decide What Time It Really Is

Even after the invention of "Time", problems(a lot of them) were there. Like if your watch showed 10:20 and your friends watch showed 10:27 who was right? In the 19th century an English woman named Ruth Belville saw this as an opportunity and started syncing people's watch to hers telling them her time was correct.

We didn't really needed timezones before that because there wasn't any need for it. People couldn't travel to the other half of the world back then and certainly couldn't communicate with people in other time zones.Time standardising became a thing when trains started as it became very annoying to change your watch's time every few minutes.

To combat this the US President Chester A. Arthur called a conference of 26 countries.Finally on October 22nd, 1884 the world was put into timezones in 1 hour deviations and the Royal Observatory in Greenwich, England was set as the reference.

I really like learning new things and the history of time is definitely a great topic

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Video written by Adam Chase

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Education-y explainer videos that are almost good enough to watch.

Half as Interesting

Who Officially Decides What Time It Is?

The biographies of these tech billionaires who achieved great success in their twenties have helped cement the perception that entrepreneurship is a young person’s game. Such stories are the exception rather than the norm. Starting young can have some clear advantages. For one thing, it gives you much more time to fail the several times most entrepreneurs do before they put it all together and succeed.But overall, the research suggests, older age is associated with higher levels of entrepreneurial success.

The Young And The Not So Young

That’s an important policy point for governments that want people to keep working (and paying taxes) longer even though employment prospects for job seekers decline significantly from about the age of 45.Rather than just putting money into “job-ready” programs or subsidies to employers to hire older workers, more should be invested into programs to support the demographic with the best chance of successfully starting new businesses.

The Middle-Aged Entrepreneur

New research suggests mature-aged entrepreneurship – after the age of 50 – is growing faster than among any other age group in Australia.Mature-aged entrepreneurs run about a third of all businesses that are less than three years old. (All up, mature-aged entrepreneurs have started about 380,000 businesses with a turnover of about A$12 billion a year.)

Older Is Better

Younger entrepreneurs do have some advantages. As a group, they are healthier and tend to have fewer family obligations. They may be less risk-averse, often because they have less to lose. They may also benefit from others’ positive perceptions of them as “youthful”.But mature-aged entrepreneurs have three key advantages: human capital, social capital, and financial capital.

The Youth Advantage Vs Mature-Aged Advantage.

Older entrepreneurs have accumulated business and life experience, knowledge and skills, social networks, and resources that better equip them for success. They tend to have better social skills and are better able to regulate their emotions, than those younger.They do have a lower risk tolerance than younger entrepreneurs, but that is offset by other factors, such as confidence in their abilities and experience. Their fear of failure is thus less than their younger counterparts.

The Research Findings

All evidence points to founders being especially successful when starting businesses in middle age or beyond, while young founders appear disadvantaged.

Contrary to popular belief, middle-aged entrepreneurs do better

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