brain training perks with neuroscience & neurolingistics cutting-edge knowledge, experience and trends will improve and boost your brain health and all your learning | education | lingüistics | english as a second language | ESL | ELT | second language acquisition | learning & teaching | neuroscience | neurology | holistic methodologies | management | effective communication | liaising with clients | travelling & tourism | general news | animal protectionism | youtube curator
Updated 6/1/2022 Belinda McLeod, BA in Secondary Education Contributing writer
The language of death and the words you use may depend on your age, religion, or the area of the country in which you live. Some words “die out” or change in meaning, and others get used as euphemistic expressions to describe the harsh realities of death.
For example, when discussing a place for burial, do you call it a “cemetery,” “graveyard” or “churchyard?” Even though these words generally have the same meaning, what are the nuances in meaning that separate them?
Jump ahead to these sections:
What’s a Tomb?
What’s a Grave or Grave Marker?
Graves vs. Tombs: 5 Key Differences
Be Clear When Making Your End of Life Plans
Also, consider the types of grave markers. Do you call them “headstones,” “grave markers,” “monuments,” or “tombstones”?
Today, let’s discuss the difference between the words tomb vs grave. Even though they may generally refer to the same thing, which word is used more often with your peers? What is the difference in meaning between the two terms?
Tombs of the Kings of Caunus, Dalyan River, Turkey
What’s a Tomb?
The word “tomb” has four definitions:
An excavation in earth or rock for the burial of a corpse; grave.
A mausoleum, burial chamber, or the like.
A monument for housing or commemorating a dead person.
Any sepulchral structure.
The word can be traced back to the Anglo-French word “tumbe” or the Old French “tombe,” which means “tomb, monument, tombstone.” It is also related to the Late Latin word “tumba” and the Greek word “tymbos,” which means “mound, burial mound,” generally “grave, tomb.”
Malmesbury, The Abbey Church | King Athelstan’s tomb
It may also be related to words meaning ”to swell,” “earth-hill,” “small hill,” and “mound.”
If you look carefully at these definitions, you will notice that the word “tomb” can refer to the hole in the ground that is dug to hold a corpse, but it can also refer to an above-ground building designed to house the dead. You can also use it as a synonym with the word headstone, or it can describe a stone vault, similar to a casket, that can sit above ground or below ground.
Sisters of Nazareth Convent
Examples
Not sure how to use the word “tomb” in a sentence? Check out four examples based on the previous dictionary definition usages.
I arrived early to the cemetery and watched as workers dug my mother’s tomb. Only a few hours later, her casket would be placed inside its earthen home.
We visited the most famous tomb in the world: the Taj Mahal in India.
Watching the changing of the guard at the Tomb of the Unknown Soldier is a moving experience.
The art museum showcases many tombs, from the Egyptian sepulcher that once held a pharaoh to a model of an ancient Greek mausoleum.
What’s a Grave or Grave Marker?
Like the word “tomb,” the word “grave” has four definitions. As a noun, the term “grave” can refer to:
Cilla Black’s grave gets a headstone – Liverpool
An excavation made in the earth in which to bury a dead body.
Any place of interment; a tomb or sepulcher: a watery grave.
Any place that becomes the receptacle of what is dead, lost, or past: the grave of unfulfilled ambitions.
Death: O grave, where is thy victory?
Even though the word can be used as an adjective and a verb, the origin of the word “grave” can be traced back to the Old English græf, which means “grave; ditch, trench; cave.” It is also related to the Proto-Germanic word *grafa-/graba” meaning “grave, tomb.” The Old Norse word “gröf” means “cave.” It is also related to the Old English word “grafan” which means “to dig.”
If you look carefully at the dictionary definitions of the word “grave,” you will see that the word can be used to describe the hole in the earth created to bury the dead. In fact, this definition is almost exactly the same as the first dictionary definition of the word “tomb.”
You can also use it to describe the structure used for burial or interment. The word “grave” can also refer to literal or figurative death.
Examples
Some sentences using the word “grave” to help you understand using it as a noun correctly.
The family members worked together to dig the grave of their patriarch.
The grave of the mafia boss was very understated.
My hall closet acted as a grave for unused sports equipment.
The graves of my unborn babies were a key element to my depression.
Graves vs. Tombs: 5 Key Differences
It seems as if the difference between the words “graves” and “tombs” is negligible. In fact, the words appear in each other’s definitions.
Even though in some instances, the words can be used interchangeably, some subtle differences can include using “tomb” or “grave” in a sentence.
1. The word “tomb” often refers to an above-ground structure.
Search the phrase “famous tombs” online, and you will find photos of the Taj Mahal and the Church of the Holy Sepulchre. Even though the first definition of the word tomb may refer to an “excavation in earth,” the common usage often refers to mausoleums and similar structures.
2. The word “grave” often refers to the burial place of the deceased.
Search the phrase “famous graves” online, and you will find photos of cemetery headstones that label the site of a famous person’s burial.
3. The origins of the words “tomb” and “grave” developed from words with different meanings.
The word “tomb” refers to small hills or mounds. The word “grave” comes from words related to caves or digging.
4. Some may use one word over another depending on the burial method.
For example, some may refer to a grave lined in masonry material as a tomb. Others may view a grave more as a casket or body that is in contact with the earth.
5. Consider the definition of “entombment” and “interment.”
The word “entombment” is related to the word “tomb.” The term “entombment” is defined as “the placing of a dead body in a tomb.”
However, the definition of the word “interment” is “the burial of a corpse in a grave or tomb.”
Be Clear When Making Your End of Life Plans
What have we learned from this word study? Unfortunately, we learned that when it comes to burial practices, you can use the words “tomb” and “grave” interchangeably. This means you need to be rather precise when describing your choice of final resting place when establishing your end-of-life plans.
Here are some types of burials to consider:
Burial
You can choose to have your body placed in a casket (or coffin) and buried in a cemetery. This is often referred to as the “traditional burial process.” You may also choose to be cremated and have your ashes buried in a graveyard. Most cemeteries require that the casket or urn to go within a concrete vault to keep the ground from collapsing at the burial site.
Above-ground Options
If you would rather not have your remains laid to rest underground, you could ask to be entombed in a mausoleum. Mausoleums, above-ground structures that either hold the casketed or cremated remains of individuals, can be private or public.
Other Options
Plenty of other “modern” burial alternatives may be available in your area. You may want to look into water burials, space burials, sky burials, or conservation burials.
If you choose to have your body cremated, your choices for final resting places are almost limitless. You can have some of your cremated remains placed inside a firework, pressed into a vinyl record, or made into a diamond.
Figure Out What Is Right For You, Then Make a Plan
You have choices. You can choose to have your body placed in a pine box and buried on your family farm. You could also have your body placed in an elaborately designed sarcophagus and put inside your own private mausoleum. The choice is up to you, your family, and the available financial resources.
Regardless of what you want, make sure you use precise enough language in the plans you leave behind so your loved ones will know what type of “tomb” or “grave” you envision.
While you make plans for your final resting place, make other decisions about your funeral services. Choose the color of your casket lining, the clothing you wish to be laid to rest in, and the type of flowers you would like displayed next to your body.
Pick the music and readings or your funeral service. Choose which photograph you would like to have on the funeral program’s cover and write your own obituary.
As you can tell from our discussion about the differences between the words “tomb” and “grave,” precision matters when sharing your beliefs and wishes with others. Even though you will be gone, your loved ones will want to do everything they can to fulfill your desires.
First of all, let’s start by giving a definition of sales, selling, prospect, supplier, pitch, leads, strategy, techniques and tactics.
You can use a monolingual dictionary to help you understand the similarities and differences among these words but you have to elaborate the 3 definitions with your own words.
Make it clear (easy to understand & catchy), simple & short !
2- Vocabulary Acquisition: Idioms.
Idioms are phrases established by common use to have a meaning not immediately deducible from the words themselves. When we say that your colleague “let the cat out of the bag” for example, we do not (in most offices) literally mean that she had released a wild ginger tomcat from her purse but that she had spilled some secret or spoiled some surprise – comparative to a bygone era when cats actually were put in sacks of potatoes to surprise unsuspecting consumers.
Aside from making languages much harder to learn, idioms provide wonderful sales tools. They provide a way of saying something precise without being overly technical. They tend to be informal, social language, and their use helps to warm up social situations, since both people are both “in” on the coded meaning.
Read the following idioms, try understanding their meaning, then write it down so as to be able to explain their meaning to a person who does not know them, never has heard of them, and has a low intermediate level of English. Remember the 3 rules for effective communication: make it simple, clear & short !
a) Read the following 9 sales principles, try to understand the main idea that each of them transmits and prepare a short piece of writing to explain each principle to another person.
b) Then decide which one/s are the most useful for you, your context, your company or business and fundament your answer.
In this guide, we’ll help you build the foundations of a strong sales strategy so that you can generate more leads and win more deals
By establishing a strategy based on these proven sales principles, you’ll create a culture that values efficiency and empowers reps to do their best work. It will help provide your customers with value at every step of the customer journey.
You’ll also learn the sales activities and elements to include in order to create a well-oiled system.
Setting goals at each sales stage Create benchmarks based on past performance Collect qualitative insights and customer data-points Get clear with your core differentiator Adopt a consultative selling approach Target a specific market segment Implement a robust qualification system Automate your follow-up processes Speed up the process with cold calling
4- Listening Skills: improve your listening comprehension, pronunciation and fluency.
Watch the following video and take notes to identify the most important ideas. Then write a 2-minute speech to summarize the video contents.
1-Setting goals at each sales stage
By using data to drive decision making, you can set reasonable and attainable goals at every stage of the sales pipeline.
Each stage requires a different approach, messaging, content and, most importantly, unique sales activities. The objections and obstacles you’ll come across will also vary, which is why setting goals for every deal stage is key.
The desired outcome for one stage of the sales process is different from the next. Let’s take a look at some of the most common pipeline sales stages:
Prospecting Qualification Appointment/meeting/discovery call Needs defined Proposal/presentation/offer Negotiation Deal won
2-Create benchmarks based on past performance
Sales process mapping is about understanding the activities required to close a deal. But how do you measure those activities and create accurate performance benchmarks?
The first step to setting benchmarks is, of course, measuring the right metrics. The Key Performance Indicators (KPIs) you measure will depend on the activity. Here, we’ll run through a simple, three-step process to developing sales performance benchmarks for your sales strategy.
Step 1: Collect the right metrics
Step 2: Calculate your benchmarks
Step 3: Implement benchmarks into your sales training
Finally, use these benchmarks to set more ambitious goals. Couple these benchmarks with the opportunities you uncovered when mapping your sales process earlier.
Ask questions like “how can you double the rate of growth by focusing on this opportunity?” This is how sales can stimulate explosive growth for their organizations.
3-Collect qualitative insights and customer data-points
While this sales tactic is often seen as an activity reserved for marketing, collecting and sharing your own data about leads and customers will not only help you close more deals, but help the entire organization expand and improve.
Collecting customer insights has several benefits.
Record frequent pain-points.
Listening is one of the best soft skills a salesperson can have.
Every single conversation you have is an opportunity to learn more about their common pain-points, challenges, desires and the things that keep them up at night.
As a leader, how can you create a process that allows your reps to collect these insights? (make a list of possible actions)
Scour publications for research.
Use data to make an argument (anecdotes & stories are not enough).
4-Get clear with your core differentiator
This is another activity that’s often up to marketing to figure out. But just like customer pain points, you’re in a unique position to uncover gaps left open by your competitors.
There are two stages in your sales conversations where you can collect insights on competitors and uncover gaps in the market:
The initial conversation, asking the prospect which supplier they currently use During objection handling, where inevitably they’ll measure you against other vendors
Can you imagine and explain these two stages (approaches) ? Use your own experience as seller or as buyer to explain them or try remembering what the last seller did when trying to make you buy their services or products.
Approach 1: The initial conversation
Approach 2: Objection handling
5-Adopt a consultative selling approach
What’s the best way to build long-lasting business relationships based on trust? Consultative selling.
As per our definitive guide on the subject, consultative selling is “a philosophy rooted in building a relationship between you and your prospects. A salesperson who practices consultative selling develops a holistic and nuanced understanding of the buyer’s needs, and then they try to fulfill those needs with a customized solution.”
What can you do to build authority and position yourself as an expert? Write some tips.
Create a bespoke solution
With the right information, you can begin to craft a solution specific to their needs. This can be as simple as tying software features to specific challenges, or as complex as building a bespoke done-for-you service to help them achieve a big project or goal.
When crafting a bespoke solution for your prospect … what steps are important to follow ? Enumerate them according to your experience or opinion.
6-Target a specific market segment
For salespeople, a strong position in the market can often make the job ten times easier. But not every salesperson works for a recognized market-leading business, and for those who do, taking this stance can be difficult—especially when you don’t truly understand your customer.
Which is why, especially in today’s competitive climate, targeting a specific segment of the market can help you get the attention of those who operate in it.
Establish your position With these questions answered, you can now move on to establish your position in the market. Positioning maps is an easy way to do this. For example, here’s what a positioning map looks like:
The variables used here are “price” and “quality.” It maps where each brand sits along these two variables, giving a clearer view of their position in the market.
Which other common position variables can you mention?
7-Implement a robust qualification system
For sales organizations dealing with a large volume of leads, unqualified opportunities are a huge time-suck. An effective sales strategy includes a reliable qualification system that targets leads in a meaningful way.
A strong qualification process should be positioned at the beginning of your sales process:
Define what makes a qualified lead.
Write some qualifying questions you can use during your next sale.
Using the BANT framework. What does BANT stand for?
While every customer and client is different, the opportunities that lead to won deals will share various qualities. You can use the BANT framework to measure an opportunity against these qualities.
8-Automate your follow-up processes
A great sales strategy incorporates effective solutions that save valuable time. One of the easiest ways to reclaim time is to streamline your processes with automation tools.
Without a doubt, following up on leads and opportunities can take up the bulk of a salesperson’s day. From making calls to sending emails (“touching base”), there’s a lot to be done when nurturing a potential customer.
But this doesn’t always have to be the case. By using the right technology and processes, you can automate many steps of the follow-up process.
A study conducted by Drift found that, out of 433 companies, only 7% responded to new leads within the first five minutes. This presents a huge opportunity for organizations looking to improve their follow-up processes.
Let’s look at how to empower your reps to close more sales while saving time.
Start with your CRM. What is CRM ? Explain it in simple words.
A good CRM platform should free you from common administrative tasks, not simply get you to perform them in different ways. If you’re evaluating different CRM vendors, what items would you tick in a list as important?
Know when to automate
With the right technology in place, it’s time to automate! But not so fast. First, you must identify the tasks that don’t need you to execute them.
For example, when following up on a proposal, the trigger and action might look like this:
Trigger: Proposal email sent five days ago Action: Send email template Get the timing right
Sometimes, your emails might get lost during a time when the prospect has other priorities, or something has come up in their personal lives. Not getting a response doesn’t always mean rejection.
Therefore, your follow-up sequence should have multiple touch-points. Take all eventualities into consideration. Perhaps they are indeed busy, or they don’t trust you enough just yet and need more convincing.
What factors should you take into account when crafting your follow-up emails?
Set reminders and use personalization.
9-Speed up the process with cold calling
Email is the centrepiece of modern communication. But let’s not forget about the trusty telephone. Indeed, there’s no better way to build rapport and dig deep on prospect motivations than talking to them directly.
In every sales strategy template calling scripts can help reps engage leads. Let’s look at some effective ways to apply cold calling to your sales strategy, and how your sales reps can connect with prospects on a deeper level.
Research your prospect
Build an outline
Collect early stage objections
It’s all about timing
Conclusion To build an effective sales strategy, you must first truly understand your ideal customer !!!
First of all, let’s start by giving a definition of sales, selling, pitch, leads, strategy, techniques and tactics.
You can use a monolingual dictionary to help you understand the similarities and differences among these words but you have to elaborate the 3 definitions with your own words.
Make it clear (easy to understand & catchy), simple & short !
2- Vocabulary Acquisition: Idioms. Answer-key to correct your answers in exercise 2.
Idioms are phrases established by common use to have a meaning not immediately deducible from the words themselves. When we say that your colleague “let the cat out of the bag” for example, we do not (in most offices) literally mean that she had released a wild ginger tomcat from her purse but that she had spilled some secret or spoiled some surprise – comparative to a bygone era when cats actually were put in sacks of potatoes to surprise unsuspecting consumers.
Aside from making languages much harder to learn, idioms provide wonderful sales tools. They provide a way of saying something precise without being overly technical. They tend to be informal, social language, and their use helps to warm up social situations, since both people are both “in” on the coded meaning.
Read the following idioms, try understanding their meaning, then write it down so as to be able to explain their meaning to a person who does not know them, never has heard of them, and has a low intermediate level of English. Remember the 3 rules for effective communication: make it simple, clear & short !
1. Play It By Ear
Originally coined by musicians who would play a tune by ear – using their sense of sound rather than a fixed sheet to guide the way – this expression is all about process. It means starting with a basic plan or first step and then responding to feedback and modifying the direction as you go.
“How do you want to go forward with this, Mary?”
“I’m not sure … there are so many variables.”
“Why don’t we play it by ear? We can get moving with stage 1, arrange a review meeting and then map out the transition into stage 2.”
2. Start the Ball Rolling
This idiom is about making that first interaction in order to get the wheels of something much bigger in motion (excuse the double idiom!). According to the oldest origin story, it is a sports expression taken, of all places, from the game of croquet.
“Harry, we’ve been talking about this for a little while now. Why don’t we start the ball rolling? Are you free for a meeting next Tuesday?”
3. Put the Cat Among the Pigeons
The leading edge of any sales pitch involves unsettling the status quo. You want to draw attention to a way your prospect’s situation can be improved, which means pointing to gaps in their current processes. This idiom – useful in the context of challenger selling – originally refers to the disturbance likely to be caused by putting a cat inside a dovecote. The leading edge of any sales pitch involves unsettling the status quo.
“I know I’m putting the cat among the pigeons here, Samantha, but I really think there might be substantial room for efficiency improvements in your organization. Have you ever considered X? We can help with this…”
4. Hit the Ground Running
This idiom is all about preparing ahead of an important meeting or before the implementation of a solution. It is actually a 20th-century idiom with origins related to various ways in which a person might hit the ground running, ranging from drifters jumping off freight trains to troops dropping into enemy territory by parachute.
“So, Harry, we’d really like to spend some time asking questions and doing our research so that we can hit the ground running with a fantastic solution to meet your requirements next year. How does a preliminary meeting on Monday sound?”
5. Bend Over Backward
Let’s say you have a difficult client or a prospect who really needs to be impressed. This idiom is a great one to try. This phrase was used as early as 920 A.D. to compare the gymnastic act of back-bending to doing something difficult.
“We always make a major effort to deliver a premium experience to our clients. And Jane, I can assure you, we’ll bend over backward to get this sorted for you…”
6. Hit the Nail on the Head
This idiom is about correctly identifying a problem or a potential solution. Imagine, for example, you are trying to diagnose your customer’s requirements. In the process of asking questions and describing your service, your customer spontaneously makes a remark – perhaps on what differentiates you from the competition or what exactly your service will aim to solve.
“You the hit nail on the head there, Sam. Exactly right. Let me talk with you further about how that works…”
7. Elvis Has Left the Building
Finally, if you’re brave enough to try this idiom, it provides another way of saying, “It’s over!” It is a phrase that was often used by public announcers at the end of Elvis Presley concerts to disperse audiences who remained in hope of an encore.
“I’m sorry to hear that, George, but Elvis has left the building. If you had been more up front with us about this problem in the original meeting, we might have been able to come up with a different solution.”
There you have it! I would, of course, recommend particular phrases to use and questions to ask at particular moments in the sales process, such as, “How would you like to move forward?” (when closing) or, “What do you look for in a supplier?” (when building the initial relationship). But at a time when establishing dialogue and building rapport is an essential focus area for salespeople, perhaps idioms should also be encouraged as tools to help them build confidence and mutual understanding at every stage of the sales process.
a) Read the following 9 sales principles, try to understand the main idea that each of them transmits and prepare a short piece of writing to explain each principle to another person.
b) Then decide which one/s are the most useful for you, your context, your company or business and fundament your answer.
In this guide, we’ll help you build the foundations of a strong sales strategy so that you can generate more leads and win more deals
By establishing a strategy based on these proven sales principles, you’ll create a culture that values efficiency and empowers reps to do their best work. It will help provide your customers with value at every step of the customer journey.
You’ll also learn the sales activities and elements to include in order to create a well-oiled system.
Setting goals at each sales stage Create benchmarks based on past performance Collect qualitative insights and customer data-points Get clear with your core differentiator Adopt a consultative selling approach Target a specific market segment Implement a robust qualification system Automate your follow-up processes Speed up the process with cold calling
4- Listening Skills: improve your listening comprehension, pronunciation and fluency.
Answer-key: Now turn on the subtitles so that you can correct your notes & speech.
Watch the following video and take notes to identify the most important ideas. Then write a 2-minute speech to summarize the video contents.
Answer Key for the Reading Comprehension in exercise 3:
Setting goals at each sales stage
We don’t need to wax lyrical about setting data-driven sales goals. By using data to drive decision making, you can set reasonable and attainable goals at every stage of the sales pipeline.
Each stage requires a different approach, messaging, content and, most importantly, unique sales activities. The objections and obstacles you’ll come across will also vary, which is why setting goals for every deal stage is key.
The desired outcome for one stage of the sales process is different from the next. Let’s take a look at some of the most common pipeline sales stages:
Prospecting Qualification Appointment/meeting/discovery call Needs defined Proposal/presentation/offer Negotiation Deal won
For example, the desired outcome of a discovery call is to identify a problem, as well as to qualify whether a lead will be a good fit for your solution. At the proposal stage, however, you must position yourself as the best solution for their problem, prepare for negotiation and win the sales.
Establish goals in two categories:
Activity-based goals: These are the inputs required to take a sales opportunity to the next stage of the pipeline (e.g. email outreach, follow-up calls etc.) Results-based goals: A quantifiable number needed to reach your “true north” goal (e.g. number of appointments made, number of follow-up emails sent etc.) This is where mapping your entire sales process is invaluable. When you know which actions are required to guide a lead to the next stage of your relationship, you can work on optimizing those activities.
Another sales strategy example, as advocated by Tom Pepper, Director of Marketing at LinkedIn, is to use a bottom-up revenue forecast:
Build a bottoms up forecast to get visibility into the business, then set a stretch goal on top. A target should feel ambitious but achievable. As a guide, feeling 80% confident hitting your number is about right. This approach is centered around assessing your current situation and capabilities to see what you can reasonably achieve from there.
You’ll also get an objective view on how much effort, time or resources it will take to reach your set of key predefined goals (e.g. number of sales across a period or revenue), helping you with your sales plan efforts.
Understand the customer journey across your entire organization
Your sales teams don’t work in silos, and every company has their own customer journey. Start by collecting insight on how leads are generated, new customer onboarding processes and solution fulfillment.
A consulting firm’s sales strategy example could see them attracting leads through their demand generation efforts. Those leads are then passed on to sales reps, who work to qualify and guide those leads to an appointment. Then, once the problem has been identified, the reps work with account managers or other consultants in order to develop a proposal with a possible solution.
Whatever this process looks like for you, make sure you have a clear view of every step of the customer journey and client relationship.
Create a process map structure
No matter which tool you use (from pencil and paper to software like Lucidchart), you’ll need a method of illustrating your process using a specific structure.
Using Lucidchart for reference, you can choose from several ‘shapes’, or charts, to visualize the nature of each stage of the sales process. The shapes range from top-down family tree style charts to circular charts to process diagrams, and each one works better in different scenarios. The key is to identify what chart works best for each stage of the sales process so that you can easily optimize and adjust your sales strategy down the line.
Map your existing sales process
To improve and optimize your sales process, you must understand the activity and steps you’re already using. Start by interviewing other reps and stakeholders throughout your sales organizations.
Here are some example questions you can ask based on different roles and responsibilities:
Sales: How do you generate new leads? Once a lead enters the pipeline, how do you guide them towards the close? Sales Development: Do you have a structure for different areas of the sales development function? How are leads prioritized before handing them over from marketing to sales? Marketing: What are your top lead sources? How do you assign leads to sales teams and sales development reps (SDRs)? Asking these questions will fill out any gaps when mapping your sales process.
Uncover opportunities
With your existing sales process mapped out, it’s time to look for where your strengths lie and any opportunities you can take advantage of.
For example, you might have a strong workflow that nurtures existing leads towards the close, based on fewer leads dropping out mid-process, but your initial lead generation could use some work. Digging deeper, the biggest problem might be getting inbound leads to agree to a discovery call.
Here, your strength is the process you use to close leads once the initial appointment has been made, and your opportunity is generating more leads and increasing the conversion rate to appointment.
Optimize your process map
With your sales process mapped out, you can now work to create a future sales process to fill in the gaps and increase performance across your entire organization.
First, you need to build a map of your existing process. Here’s the possible process map of a sales strategy example:
When developing your sales strategy template maps like this can really help guide you. Go back to the opportunities you outlined above. These will act as the goals for your sales process optimization. Here are a few sales strategy example goals:
Increase the response time between inbound lead notification and initiating a first sales touch-point Optimize the appointment-making process to make it easier for a lead to schedule a call Use data enrichment, like finding and consolidating publicly available information about your new lead, to speed up the qualification process Finally, it’s time to set goals for each existing and new stage. Again, you must set activity- and outcome-based goals throughout the sales process. For example, goals for the appointment-setting stage could be:
Activities: Reach out to new leads within an hour of them entering the pipeline Outcome: X% lead-to-appointment rate
Create benchmarks based on past performance
Sales process mapping is about understanding the activities required to close a deal. But how do you measure those activities and create accurate performance benchmarks?
The first step to setting benchmarks is, of course, measuring the right metrics. The Key Performance Indicators (KPIs) you measure will depend on the activity. Here, we’ll run through a simple, three-step process to developing sales performance benchmarks for your sales strategy.
Step 1: Collect the right metrics
With your sales process mapped out, choosing and measuring your sales metrics will be 10 times easier.
First, let’s go through some common sales metrics based on different activity categories:
Activity metrics: These include the number of emails sent, follow-ups, cold calls made. Pipeline metrics: These measure the health of your overall pipeline. Metrics include sales cycle length, total close rate and open sales opportunity by period, team and rep. Lead generation metrics: These include volume of new opportunities, lead response time, number and percentage of leads followed up with. Outreach metrics: These include email metrics (open rate, response rate), phone metrics (number of leads who agree to an appointment, call-backs) and social selling metrics (InMail response rate, LinkedIn connections accepted). Conversion metrics: Opportunities closed, and the percentage of those won or lost. Most importantly, you must always measure high-level sales KPIs. While the above metrics will give you an overview of activity performance, sales KPIs are what indicate the health of your entire sales organization. Metrics that fall under this category include:
Total revenue New business revenue and percentage of overall revenue Growth year-over-year Customer average lifetime value (LTV) Revenue segmented by product/service offered Finally, you must ensure each metric and benchmark is assigned to the different roles within your organization.
For example, an SDR will be most keenly focused on their lead generation and outreach numbers. Whereas a sales manager will need a top-level view of these numbers, as well as how they’re contributing to the core sales KPIs.
Step 2: Calculate your benchmarks
As you collect data over time, you’ll have sufficient volume to calculate accurate benchmarks. However, the way in which these are calculated will vary.
Let’s start with sales KPIs. Sales benchmarks for these are often straightforward, depending on how complex you’d like to segment them. For example, you can set long-term benchmarks across the previous year to set 12-month goals. You may also wish to set revenue benchmarks per month and quarter to keep up a more aggressive sales strategy.
Then, there are activity-based benchmarks. As performance will vary between reps, a team-wide average may not always be the best approach. Therefore, you have two options:
Calculate averages across the entire sales organization Set criteria for different levels of performance, and average out the numbers within those segments The latter is more complex, but will allow you to set personalized goals based on the performance of your reps.
For example, if a top-performer is surpassing team-wide benchmarks every month or quarter, they’re not going to feel challenged. This then presents a problem for talent retention.
Segmenting benchmarks by performance can help keep your best reps engaged while contributing to the continued growth of your organization. It will also help other reps focus on what they need to do in order to do better.
By segmenting teams you can also add a healthy level of competition. Use a tool like Pointagram to visualize and reward performance, in a way that boosts morale.
Step 3: Implement benchmarks into your sales training
With your benchmarks defined, it’s time to communicate these with your salespeople, SDRs and anyone else involved in the day-to-day operation of your sales organization.
There are two ways you can use benchmarks to drive team performance:
Communicate sales KPI benchmarks (revenue etc.) in team meetings and training sessions Set activity-based benchmarks on a one-to-one basis Communicating revenue benchmarks will boost team morale and provide a tangible number everyone can aim for. It’s also a team effort, with everyone working towards hitting your revenue goal.
For activity-based benchmarks, save these for your one-to-one interactions. Show reps what someone within their percentile should be aiming for, and provide the data behind why those benchmarks are made. Most importantly, keep their morale high and show them why they have the ability and talent to achieve those numbers.
Finally, use these benchmarks to set more ambitious goals. Couple these benchmarks with the opportunities you uncovered when mapping your sales process earlier.
Ask questions like “how can you double the rate of growth by focusing on this opportunity?” This is how sales can stimulate explosive growth for their organizations.
Collect qualitative insights and customer data-points
While this sales tactic is often seen as an activity reserved for marketing, collecting and sharing your own data about leads and customers will not only help you close more deals, but help the entire organization expand and improve.
Collecting customer insights has several benefits:
You can craft more compelling outreach and follow-up emails that gets to the crux of their pain-points You’ll know exactly when to hone-in on a certain aspect of your solution or features with each customer demographic and buyer type You’ll be able to address sales objections not just by logic, but based on the prospect’s goals and motivations With this in mind, let’s look at some practical ways to collect customer insights to fuel your sales strategy.
Record frequent pain-points
Listening is one of the best soft skills a salesperson can have. You talk to your target audience on a daily basis.
Every single conversation you have is an opportunity to learn more about their common pain-points, challenges, desires and the things that keep them up at night.
Start using this skill, and make a note of the common (and even one-off) pain-points and challenges that your prospects raise during sales calls.
As a sales leader, it’s also up to you to encourage this behavior. Create a process that allows your reps to collect these insights. It could be something like:
Note down the timestamp during the call when the pain-point was mentioned Use a call recording system within your CRM to go back to that point Note down, word-for-word, how the pain-point was framed and the language used Store this insight in a global spreadsheet Over time, as you collect data around this insight, you can help your reps identify which are mentioned most often. Standardize how they’re positioned by looking at the common language used, and order them by importance.
Scour publications for research
Some publications have already done the hard work for you. Say, for example, you sell software (like Pipedrive) and many of your customers work in sales development. By searching for “top sales development challenges” in Google, you will find some of the challenges SDRs will face, such as high-performance expectations.
When selling to SDR teams, mention this pain point in your pitch and then explain how your solution can help them tackle this common challenge.
Use data to make an argument
Anecdotes and stories will only get you so far. Sometimes, you’ll need cold hard data to make an argument (especially when selling to senior decision makers).
There are two main ways you can use statistics to make an argument:
Collect your own proprietary data from owned assets (user engagement, results etc.) Collect third-party data from other sources Do both if you can. Third-party data and statistics can help make an objective, impartial case for your sales pitch.
Again, you can usually find a collection of third-party stats through a simple Google search.
Collect the relevant statistics in a single place, such as a spreadsheet, and use them during your pitch when addressing objections.
Get clear with your core differentiator
This is another activity that’s often up to marketing to figure out. But just like customer pain points, you’re in a unique position to uncover gaps left open by your competitors.
There are two stages in your sales conversations where you can collect insights on competitors and uncover gaps in the market:
The initial conversation, asking the prospect which supplier they currently use During objection handling, where inevitably they’ll measure you against other vendors Let’s look in-depth at both approaches:
Approach 1: The initial conversation
During the qualification phase, you’ll be asking questions that ensure a prospect is a good fit for your solution. This includes simple things like budget, as well as more qualitative insights on how they and their organization currently does things. You’ll learn more about this in the section: ‘implement a robust qualification system’.
But another, often forgotten question is around the solution, product or service they’re currently using. This is a prime opportunity for uncovering what attracted a prospect to you, and why they’re dissatisfied with their current vendor.
To uncover gaps your competitors are leaving open, when the opportunity arises, ask questions like:
Why did you originally decide to work with [COMPETITOR]? Which of their features did you find most useful? Why are you looking for a new solution? Dig deeper into their responses by asking follow-up questions. This is where you find their true motivations and frustrations.
Approach 2: Objection handling
You’re nearly at the close, and you’re confident you’ll win the deal… only to have the dreaded “Competitor X does this, and you don’t” objection.
While this can be disheartening for many salespeople, it’s a tremendous opportunity to learn and figure out the gaps in your own positioning.
When you get an objection like this, follow-up with “why is this important to you?” or “how do you feel this will solve [their problems] better than [your feature]?”
Not only will you better position yourself against the competition, but their response will provide a platform to address and overcome these objections.
For more guidance on tackling objections, check out our sales objections tool.
Adopt a consultative selling approach
What’s the best way to build long-lasting business relationships based on trust? Consultative selling.
As per our definitive guide on the subject, consultative selling is “a philosophy rooted in building a relationship between you and your prospects. A salesperson who practices consultative selling develops a holistic and nuanced understanding of the buyer’s needs, and then they try to fulfill those needs with a customized solution.”
As poor customer relationships are one of the biggest causes of churn, it’s wise to do everything you can to connect with leads at every stage of the customer journey.
Let’s look at what it means to adopt a consultative selling philosophy as part of your sales strategy.
Build your authority
To successfully create a consultative selling approach, your prospects need confidence in your expertise on the problem they’re looking to solve.
To build authority and position yourself as an expert, follow these tips:
Collect evidence: You need to back up your claims. This can be in the form of case studies, or third-party stats and data (as we covered earlier). Show them how you’ve solved their problem in the past. Create content: Create content on LinkedIn, and even your company blog, that addresses the common pain-points of your customers. It’s a great way to attract new leads while nurturing existing opportunities. Address criticism head-on: This will happen, especially if you create content with polarizing views. Instead of hiding from it, address it head on—in comments, on social media and wherever your content can be found. Lead the conversation
Part of consultative selling is understanding that no two conversations are the same. A key skill to cultivate is leading your conversations, uncovering a prospect’s pain-points and their true motivations.
This means asking the right questions at the right time, while making sure your prospects feel understood. Make a list of these questions before the initial call.
Do some research on their organization and role to get a feel for what their pain-points might be in order to elicit the information you need to craft a relevant solution.
For example, you might discover that they’re already using a competing solution. Therefore, you could ask them why they’re looking for a new solution now, and perhaps why they decided to use the competitor in the first place (as discussed earlier).
Consultative selling requires a full picture of your prospect’s current situation. Ask the right questions, and you’ll get the right insights to craft the best solution.
Create a bespoke solution
With the right information, you can begin to craft a solution specific to their needs. This can be as simple as tying software features to specific challenges, or as complex as building a bespoke done-for-you service to help them achieve a big project or goal.
When crafting a bespoke solution for your prospect, follow this three-step process:
Ensure you truly understand their needs: Listen for common themes and challenges throughout your initial conversation. If they say a particular feature, goal or objective is important to them, ensure that it’s part of your solution. Get into the pain: According to CEB Marketing Leadership Council, “personal value has twice as much impact as business value” for B2B buyers. No matter the industry, people buy based on emotion. If you can show how your solution will personally benefit your prospect, you’ll double the value your solution delivers. Demonstrate the solution in action: Allow prospects to experience your solution during the sales process. This doesn’t mean just showing them the features or an in-depth proposal, but rather the results your solution can bring. Couple this approach with traditional elements, such as case studies, to bring the sale home. Demonstrate how you can solve their specific problems by showing them the results you’ve got in the past.
Show them how you can get similar results while maintaining relevance to their unique situation.
Seal More Deals With Your Free Sales Communication Handbook Learn to master your sales conversations with this 25 page ebook. Expect expert advice to help you level-up your soft skills and pump up your conversion rates.
Send to me Tick for more of our best how-to guides, templates and ebooks via email
Target a specific market segment
For salespeople, a strong position in the market can often make the job ten times easier. But not every salesperson works for a recognized market-leading business, and for those who do, taking this stance can be difficult—especially when you don’t truly understand your customer.
Which is why, especially in today’s competitive climate, targeting a specific segment of the market can help you get the attention of those who operate in it.
For example, you may offer a solution that helps SaaS companies generate more leads for their business. But each segment of the SaaS market has their own set of challenges and goals unique to them.
So, you could go one level deeper and focus on MarTech. With a little research, you’ll find that selling to marketing decision makers is harder than most other roles. Therefore, you can position your product or service as the best solution to this problem.
To do this, you’ll need to collaborate with marketing. However, understanding your position in the market and how that ties into your sales strategy is key. Let’s go through a proven process to help you do this.
Identify market segments and their needs
The first step is to identify the right market segment to target. This can be done through a number of data points and qualities, but the place to start is with the market itself.
Ask yourself, which market niches are saturated? Which have you already generated ample amounts of traction with in the past? Which market has particular pain points that your solution or product can help solve. Look for markets that you have plenty of experience and in-roads with.
Once you’ve found a niche, it’s time to get specific about shared commonalities among potential customers in the niche. This might include company size, the way they market to their audience or the average amount raised during Series A fundraising.
Once you know the market you’re targeting, it’s important to truly understand the individuals you’re serving within those markets. There are a number of ways you can collect qualitative and data-driven insights on these people:
Collect customer data: Look at the data you already have on customers and users. What products or services do they invest the most into? Which features of your software do they use most often? Survey them: Send out an email survey to this specific segment and ask broad questions around their organization and day-to-day job role. Interviews: To get more qualitative insights, get on the phone and talk to them. This allows you to dig deep into their responses and truly understand their motivations. Finally, collect information on the average buying cycle, as well as their lifecycle as a customer. For example, does the average deal take three months to close and include several stakeholders? This is all information worth collecting.
Evaluate commercial viability
Now it’s time to use this insight to measure whether or not this segment is worth pursuing. After all, if it’s harder to sell than other segments of the market, it might be worth pointing your focus elsewhere.
Here are some qualities to look for:
Market size: First of all, is your target market broad enough to segment in the first place? Is the segment you’ve uncovered large enough to achieve your core business goals? Differences: Does each segment of the market have large enough differences to justify segmenting? For example, the goals of a SaaS product that targets marketers must be clearly unique in comparison to solutions targeting other professionals. Accessibility: Can you actually reach this audience? Do you have the ability to get your message in front of them? Profitability: Will you generate an ROI from your growth initiatives? Unique benefits: Your chosen segment should benefit from your solution in different ways.
Establish your position With these questions answered, you can now move on to establish your position in the market. Positioning maps is an easy way to do this. For example, here’s what a positioning map looks like:
The variables used here are “price” and “quality.” It maps where each brand sits along these two variables, giving a clearer view of their position in the market.
To create your own map, start with the two variables that make the most sense for your brand and solution. Common positioning variables include:
Quality Price Market share Complexity Market perception Practicality Once you’ve chosen your variables, use the map to place your competitors and evaluate their own market positioning.
This doesn’t have to be an accurate representation. We’re using it to simply identify gaps in the market.
Use this to drive your overall position in the market, using the core differentiators you identified earlier to lead the way. Couple your features and service offerings with common pain-points to show you’re the best solution for your chosen segment.
Implement a robust qualification system
For sales organizations dealing with a large volume of leads, unqualified opportunities are a huge time-suck. An effective sales strategy includes a reliable qualification system that targets leads in a meaningful way.
A strong qualification process should be positioned at the beginning of your sales process.
Here, we’ll show you how to create a process to focus on the strongest opportunities that enter your pipeline.
Defining what makes a qualified lead
Much like the market segments above, not all qualified leads are the same. It’s up to you to figure out the qualities of a qualified lead, and what the best sales opportunities look like.
There are three stages of qualification that you should consider when defining what makes a strong lead:
Organization: What’s their company size? Do they sell into your industry? Check out their website and company LinkedIn to see if they fit your ideal organization profile. Stakeholder: Do they have the budget? Who is involved in the buying process? These are questions you must ask before and during any initial sales conversations. Opportunity: Do they even have a challenge or problem that you can solve? This is probably one of the most important things to establish as you begin the sales cycle. Knowing when to disqualify
Letting a sales opportunity go is a difficult thing for salespeople to do. We’re so hungry for leads that it’s a shame to end a conversation when the opportunity isn’t a good fit.
But disqualification is a key part of an efficient sales strategy. Wasting time on poor leads distracts you from other tasks that will bear better fruit.
Disqualifying is about knowing when an opportunity doesn’t fit the criteria you set above. For example, if you see that a company has only been in business for a year, and you know that your ideal clients are well-established with 100+ employees, you can end the process without setting an initial appointment.
But it’s also important not to get misled by signs of a golden goose. For example, you might speak to a stakeholder that has ample amounts of budget. However, upon digging into their needs, if you find they don’t have a problem you can solve, they’re still not going to be a good fit.
Ask qualifying questions
Asking the right questions is a foundational piece of the qualification process. These questions will elicit the information you need to know to decide if an opportunity is worth pursuing.
Some qualifying questions include:
What industry are they in? How long have they been in business and size is the business? How did they hear about you? What are the top challenges they and their team face? What results are they looking to achieve? How would these results benefit them? What will happen if they don’t achieve these results? What’s their buying process look like? Are they the key decision maker? Do they have the resources and time to implement a solution short-term? Questions like these will help you evaluate whether or not they fit your ideal customer profile. They’ll help you figure out if they have a need, budget and the timeframe they’re looking to implement a solution.
Using the BANT framework
While every customer and client is different, the opportunities that lead to won deals will share various qualities. You can use the BANT framework to measure an opportunity against these qualities.
BANT stands for:
Budget: Do they have the resources allowing them to buy? Authority: Do they have the ability to make the final decision? Need: Can you solve their problem(s)? Timeline: When are they planning to invest in a solution? Using the questions laid out earlier, your reps can qualify a prospect based on these four criteria. For example, by asking them what results they’re aiming to achieve and how it would benefit them, you can quickly ascertain whether or not they have a need.
Finally, look out for signals that might make for a poor lead. If they provide short answers to your questions, then this might be a sign that they’re not truly invested in looking for a solution, and are simply “window shopping.”
Automate your follow-up processes
A great sales strategy incorporates effective solutions that save valuable time. One of the easiest ways to reclaim time is to streamline your processes with automation tools.
Without a doubt, following up on leads and opportunities can take up the bulk of a salesperson’s day. From making calls to sending emails (“touching base”), there’s a lot to be done when nurturing a potential customer.
But this doesn’t always have to be the case. By using the right technology and processes, you can automate many steps of the follow-up process.
A study conducted by Drift found that, out of 433 companies, only 7% responded to new leads within the first five minutes. This presents a huge opportunity for organizations looking to improve their follow-up processes.
Let’s look at how to empower your reps to close more sales while saving time.
Start with your CRM
Your CRM is the heart of your sales strategy, and acts as the foundational platform to your follow-up system. Without a good CRM that manages sales opportunities and conversations at scale, your reps will constantly be swimming in their inboxes trying to stay above water.
A good CRM platform should free you from common administrative tasks, not simply get you to perform them in different ways. If you’re evaluating different CRM vendors, make sure you find one that ticks these boxes:
Business function: Does it help you achieve common tasks and achieve goals specific to your organization? Cost: Does it provide those features within budget? Data quality: Does it enrich your data and help you personalize your follow-up messaging? Brand: Are they familiar? Do they have clout in the industry and a proven track record? Scale: Will they handle your sales plans for growth and expansion? Your chosen CRM platform should have the features to automatically follow-up with prospects. For example, in Pipedrive, you can create workflows that automate various follow-up tasks for you:
At the very least, your CRM should integrate with tools that can automate these tasks for you. Find out what tools integrate with Pipedrive in our Marketplace.
Know when to automate
With the right technology in place, it’s time to automate! But not so fast. First, you must identify the tasks that don’t need you to execute them.
In fact, this practice should be used beyond the follow-up process. Any task that doesn’t need you should be automated, which will allow you and your reps to focus on the tasks that have a bigger impact.
Here’s a simple process to figure out what can be automated:
Can it be eliminated? If it’s not truly bringing value to the sales organization (or your prospects), it might be best to remove it from your sales strategy altogether. Can it be automated? Not all tasks can be taken off your plate through technology. For example, if it’s a type of email that requires manual personalization it, it’s going to be hard to automate using technology. If it can’t be automated, can it be delegated? Can you give this task to someone else to take care of? With a list of common follow-up tasks, you can begin working on automating them. In order to do this effectively, you must know what the trigger and action are for each task.
For example, when following up on a proposal, the trigger and action might look like this:
Trigger: Proposal email sent five days ago Action: Send email template Get the timing right
Sometimes, your emails might get lost during a time when the prospect has other priorities, or something has come up in their personal lives. Not getting a response doesn’t always mean rejection.
Therefore, your follow-up sequence should have multiple touch-points. Take all eventualities into consideration. Perhaps they are indeed busy, or they don’t trust you enough just yet and need more convincing.
Take these factors into account when crafting your follow-up emails. For example, a simple four-step sequence might look like this:
Follow-up 1: A simple message, asking if they had any thoughts on your proposal Follow-up 2: Similar to the above, offering to answer any questions Follow-up 3: Provide insight or results you helped an existing customer gain Follow-up 4: Share a piece of content that provides insight on a specific pain-point Spread this sequence over time, and you’re likely to dramatically increase your response rate.
Of course, you shouldn’t go too far. After five or so follow-up emails, it’s more likely that the lack of response means “no.”
If this happens, limit your follow-up emails to once a month. Send something that the prospect will find of value. These are all activities that can be executed using automation.
Set reminders and use personalization
Your CRM should allow you to set reminders for tasks on specific dates. Sometimes, when personalization is key, you’ll need to use these reminders to set the right emails at the right time.
For example, in Pipedrive, you can schedule various activities on specific days:
You’ll then be reminded to execute the relevant task on the date and time you scheduled it.
As you can see, automation is two-fold: it’s using technology to handle the execution of simple tasks, while also empowering you to simplify the activities that need your input. Know when to use which approach, and you’ll have a bulletproof follow-up process that runs on autopilot.
Speed up the process with cold calling
Email is the centrepiece of modern communication. But let’s not forget about the trusty telephone. Indeed, there’s no better way to build rapport and dig deep on prospect motivations than talking to them directly.
In every sales strategy template calling scripts can help reps engage leads. Let’s look at some effective ways to apply cold calling to your sales strategy, and how your sales reps can connect with prospects on a deeper level.
Research your prospect
Get an understanding of which segment your prospect falls into by conducting some research. This means getting your hands on the insights that will make an impact during your first conversation.
LinkedIn is a gold mine for this insight. Visit their profile and check out what their career journey has been like. For example, if they’ve just started in a new role, it’s likely they’re looking for new approaches and vendors to make a positive impression.
Here are a few ways you can research your prospects:
LinkedIn: What groups are they involved in? Who do they follow? Do they create their own content? Twitter: What content are they sharing? Who are they connecting with? Google: What comes up when you search their name? Do they have a personal blog? Do they create content for their company? Having this insight will start your cold calls off on a strong note. It’s the difference between this:
“Hi Mark, my name is James and I”m calling from Pipedrive. We help sales managers like you optimize their sales processes by…”
And this:
“Hi Mark, I recently checked out your article on cold calling (which I loved by the way) and thought you might find this of interest. My name is James and…”
The latter has clearly been given more thought. Make your prospects feel like you already understand them before jumping into your pitch to make a strong first impression.
Build an outline While we have plenty of cold calling scripts for you to take inspiration from, it’s good to use a proven structure to build your own. Here’s one we advocate here at Pipedrive:
Introduction: State who you are and why you’re calling. Keep it short and sweet. Opener: Use personalization (like in the example above) to connect with them early on. Mention something you share in common if applicable. Reason: Why are you calling? Why should they pay attention, and how can you help them? Offer: What’s your value proposition? Who do you work with and how have you helped them get results? Questions: Gauge their interest and use qualification questions to see if they’re a good fit. Close: Provide a call-to-action and lead the conversation towards the next step of the sales process. By using proven outlines, you can fill in the gaps with your own messaging and use anecdotal evidence in the right way, at the right time.
Collect early stage objections
The objections you get during a cold call will differ to those later in the sales cycle. Therefore, make sure you’re well prepared.
For example, “I need to think about it” is a common pushback received during cold calls. Sujan Patel, partner at Ramp Ventures, has a great response to this objection:
“What’s holding you back from making the decision? During this time I usually send the customer 1-2 case studies or include a few testimonials from customers that are in the same industry as my prospect.”
Start collecting a library of responses to these common objections. Collect them in a knowledgebase to make objection handling easy as they arise.
It’s all about timing
Knowing when to call is as important as what you say when you’re connected. According to InsightSquared, the best time to call is between 10 AM and 4 PM.
However, each industry is different. Experiment with different times and see what your customer personas respond best to. For example, you might find it’s common in your industry for prospects to be active at 8 AM to get a head start on their workday. See what happens when you dial around this time.
As well as time of day, there may be certain “trigger events” that make cold calling appropriate. These trigger events might include a round of funding, new members added to their team or an acquisition.
Finally, learn to truly listen. Ask open-ended questions and dig deep into their responses. Listen to what they have to say and tie their problems and motivations to the specific details of your product or service.
Conclusion To build an effective sales strategy, you must first truly understand your ideal customer.
What are their common challenges? What are they trying to achieve in their career and how can you help them do it?
It’s a common theme we’ve addressed across the entire guide. When you collect insight and data on your customers, you can create a strategy that aligns their needs with your goals. Once you’ve nailed this, your activity will make a bigger impact.
There are two kinds of people in this world: the ones that LOL and those that ROFL. But laughter experts say that there are many more types. Are you a cackler?
Then you’re always the center of everyone’s attention. And you don’t only attract attention but also success. They’re bold and self-confident! Or maybe you’re a guffawer? So what does that say about you?
You’re are extroverted and sociable. One such person in a group of friends is enough to keep any party or conversation lively. By the way, some people start off laughing almost discretely and then burst out into a guffaw – that’s called a “carry-on” laugh, and it’s impossible not to join in!
TIMESTAMPS:
The Giggle 0:24
The Snort 0:52
The Guffaw 1:29 T
he Cackle 2:15
Craughing 2:47
The Wheeze 3:16
The Snicker 3:47
The Silent Laugh 4:09
Mirthless Laughter 4:39
😆 What experts in laughter have found out 😆 5:28
SUMMARY: – But if a person has a habit of stopping themselves from LOL-ing, it could be a sign that they’re suppressing something else besides laughter, like nervousness. – Snorting is another way of suppressing laughter, but this time the air that would power that laugh ends up in your nose! Snorters tend to be shy and introverted. They care about others and are afraid that their laughter might disturb someone. – Have you ever seen someone laugh so hard that tears started streaming down their cheeks? Such people have bright personalities, and they’re trustworthy. They aren’t afraid to show how they really feel and will never lie to you or let you down. – Wheezers have a great sense of humor, but they prefer to hide it to seem more serious and professional. It must be their shy and timid side driving wheezers into this sort of behavior. – Snickerers are easy-going, smart, and witty. They have a ton of friends and make new ones in a matter of minutes. – When something especially comical happens, even the most serious and humble people can’t help but laugh. Except, they do it in their own peculiar way: it’s their eyes that are laughing. This is a clear sign they don’t want any attention since they’re introverts and like to keep their feelings to themselves. – If you spot someone laughing with their mouth wide open but with perfectly serious eyes – that’s a mirthless or fake laugh. Just be careful with a person who fakes laughter – you never know what else they could be faking… – Laughter can indicate joy, confidence, relief, love, loathing, and even discomfort and fear! – In fact, laughter rarely has anything to do with humor and jokes. – There’s more to laughter than just bonding – it also has a ton of health benefits. It helps lower blood pressure, reduces stress hormone levels, releases endorphins, and keeps your heart strong and healthy. – Humans aren’t the only ones that laugh. Gorillas have mastered sign language and can go “ho ho” at visitors they like. – Your brain can also automatically tell the difference between fake and real laughter. It has a special area responsible for understanding others’ emotions.
Planting & Developing AI in human brains will optimize our lives and brains
or make us more stupid and slaves of the servers which store all our info ?
5 Apr 2021
Government To BAN
Elon Musk’s Neuralink You can hear about the activities of companies such as Tesla and SpaceX, founded by Elon Musk almost every day.
But one project you don’t hear much about is Neuralink Which is set out to enable the connection of the human brain and artificial intelligence in the future. Directly linking thoughts to a phone via Bluetooth. It’s not Cyberpunk. It’s Neuralink.
And it’s coming to fruition quicker then most people think, they have already begun testing on animals, with success, In short, it is to be based on an electronic device implanted in the brain.
Musk said on Twitter that the machine will ultimately perform the chip-mounting operation as efficiently as LASIK laser vision correction does. What could possibly go wrong?
Make sure you stay until the end as you don’t want to miss the government scrutiny that Neuralink is facing and security implications. Well, there was some criticism from experts about the time perspective of starting human testing.
Once the chip has been implanted, the observation of its functionality over a long time is crucial. So what they mean really is that once a patient has been microchipped, the device will stay with them for the rest of their life.
How Neuralink Will Change Humanity. Neuralink technology is looking to make the first implantable consumer electronic device, but why would you want it?
Neuralink is looking to utilize the same business model as LASIK eye surgery, but this is still years away. Eventually, the cost will be around $5,000, and for those with a disability, this would be very affordable.
From reversing spinal cord injuries, curing brain diseases like Parkinson’s, curing mental illness, and even granting digital immortality the potential uses are endless.
Watch this video to learn what customer relationship management (CRM) is and how CRM helps companies better engage with prospects and customers, streamline communications, and grow their business.
Salesforce is a customer relationship management solution that brings companies and customers together. It’s one integrated CRM platform that gives all your departments — including marketing, sales, commerce, and service — a single, shared view of every customer.
What is Salesforce? Salesforce is a customer relationship management solution that brings companies and customers together.
It’s one integrated CRM platform that gives all your departments — including marketing, sales, commerce, and service — a single, shared view of every customer.
brain-perks 