For an entrepreneur, sales and networking go hand in hand. A few weeks ago, sitting in an airport waiting for my plane to arrive, I struck up a conversation with the young man sitting next to me. He was wearing a nice suit, carrying a laptop, and appeared to be traveling on business, so I asked him if he happened to be traveling to the same business event that I was. It turned out he wasn’t headed to the same place but we ended up having a very interesting conversation about sales.
The UK has become the world’s second biggest online retail exporter. According to the British Retail Consortium, shoppers from all over the world are demanding UK goods, from UK brands, purchased easily over the internet. Consumers don’t mind if a product they want is at a local store or in a shopkeeper’s window halfway around the world. It’s now less about location and more about consumer engagement — anytime, anywhere.
The issue of mislabelling came under a huge amount of media scrutiny in 2013 with the horse meat scandal, where UK supermarket chains including Tesco, Iceland, Aldi and Lidl were caught selling frozen beef burgers containing horse meat. This pushed up the number of food related recalls in 2013, with 58 per cent of all recall notifications being related to food products. This highlights how intrinsically linked mislabelling and recalls can be.
We all know that more than 40% of new businesses will have failed by their 3rd year. According to statisticbrain.com, 76% of these failures fall under the headings of “Incompetence” and “Lack of experience”. The leading management mistake is; “going into business for the wrong reasons”.
It would make sense for just about any business, especially one that’s starting out, to integrate social media networking into its business strategy; cementing relationships in and outside their respective industries and having business contacts in abundance. These “friends” and contacts may very well vouch for your services down the road and it’s no secret people have a tendency to often choose their friends’ recommendations over their own findings.
Over the last two decades the internet has transformed the way people buy – everything from low-value household commodities to high-value business services. The new web-savvy customers gather most of the information before they engage with sales representatives of the selected companies. As a result the power balance between the buyer and the seller has fundamentally changed. Steve Gilroy, CEO of Vistage, examines this fundamental market change.
There is so much potential for home retailers and small businesses when selling on online marketplaces. But with so many platforms to choose from, it can be hard to know which will suit the needs of your business and reach the right audiences. To help retailers make the most of the marketplaces available to them, ChannelAdvisor has come up with some top tips to amplify sales and expand your online presence.
Albert Einstein’s quote, ‘Only a life lived for others is the life worthwhile’, could not be truer for brands operating in an era when a reputation for delivering customer satisfaction can act as a marketing trump card. A satisfied customer can be equivalent to many advertising £’s as they will act as a human marcomms tool for the brands they support, through enhanced brand trust, the power of recommendation and sharing positive experiences through social media. Here follows five steps to getting customers to this satisfaction haven.
Traditionally, the primary challenge for any business with a website has been to generate traffic from potential buyers. As a result, the last few years have seen an explosion of new online marketing methods focused on driving new customers, from search engine optimisation and video advertising through to social media and affiliate marketing.
The tube strikes are a serious matter. Not only will the 48-hour tube strike cause commuting chaos but companies are facing several days of disruption and a massive loss of profits. The Federation of Small Businesses estimated that the London underground strikes in early February cost small businesses, which make up about 99 percent of London companies, about £600 million ($1 billion) in lost working hours, business and productivity*.