Sentences with phrase «new sales productivity»

Not exact matches

As my company's founder, I was essentially its first sales rep.. But as we've grown, I've needed to scale sales and hire new reps.. One of the most important lessons I've learned from growing a sales team is that spending time with newly hired sales reps early on can yield exponential jumps in productivity and revenue.

«The Great Document Hunt» saw his Chicago sales force help customers identify the most important documents in their companies, such as new business proposals or contracts, and then work out which ones caused bottlenecks or reduced productivity, and look at how Xerox could help.

From digital marketing and IT to fulfillment and in - store operations, our user - friendly solutions increase productivity, reduce time - to - value, and save time — allowing your teams to focus on new promotions, interactive content, implementation of omnichannel strategies and driving sales.

Under constant pressure to hit revenue targets and boost rep productivity, sales leaders have little bandwidth for evaluating new solutions.

«Over the years, we have implemented many new hardware and software systems to improve our sales force and warehouse productivity,» Williamson says.

Whether you're looking to ensure a new system rolls out smoothly with no loss of productivity, make sure sales of a new product go through the roof, or drive up customer satisfaction, every e-learning course project starts with the same critical question.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment and data center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

If that person happened to pass away, it would provide a windfall of money that could go towards hiring a new employee and help offset losses in productivity and sales.

This means you should detail big, eye - catching accomplishments such as new products and technologies that you helped develop, major employers (such as Google or Amazon) that you worked for, major customers that you interacted with, and increases in sales, profits, or productivity that you contributed to.

You haven't shown examples of how what you know how to do (e.g., prospect for new customers, manage a staff) translates into the benefits they will produce (e.g., higher sales, increased productivity, cutting - edge products).

Identified new sources of business, maintained high productivity and sales standards and achieved sales quotas.

They are in charge of assigning duties to workers, concentrating on sales productivity, communication with corporate offices, hiring of new employees, and arranging the employees» schedules.

Created and implemented a new company - wide sales process that resulted in more efficient communication with engineers and increased productivity

• Created strategies to improve organic and inorganic growth through new and existing concepts and partnerships • Developed compliance risk reports for client businesses • Worked with sales and product teams along with senior management to improve internal productivity • Compiled and analyzed online research of related market conditions, pricing actions and entry positions

SUMMARY OF QUALIFICATIONS * Top three in region in AWA (Average Weekly Production) 2017 * President's Club 2014 based off of office growth, employee retention and sales volume * # 2 General Manager in the Nation for Securian Financial in 2012 * New financial agent of the year 2009 and 2010 * Improved the underwriting «Turn - Around» time for new business that positively impacted productivity by 133 percent * Improved processesNew financial agent of the year 2009 and 2010 * Improved the underwriting «Turn - Around» time for new business that positively impacted productivity by 133 percent * Improved processesnew business that positively impacted productivity by 133 percent * Improved processes...

Advised sales force regarding all aspects of printing and filing requirements., 1998 - 2004 RCI GROUP, INC., New York, NY, Customer Service Representative and Print Production Manager, 1996 - 1998 NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Customer Service Representative and Print Production Manager, 1996 - 1998 NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 000.

Coordinated with the Continuous Improvement and Design Department to reduce labor expense by 22 % Review financial statements, sales and activity reports Adjust projection data to measure productivity and manage expenses Manage staff, prepare work schedules, and assign specific duties per leadership skills Establish and implement departmental policies, goals, objectives, and procedures Determine staffing requirements such as interviews, hiring, and training new employees Plan, direct, and coordinate activities such as sales promotions across multiple departments to exceed sales goals Coach and provide real time feedback to employees to assist with development and expectations Research and analyze process breakdowns and coordinate with appropriate employees to identify and solve problems Writes and administers effective documentation.

Beauty Master, LLC (Atlanta, GA) Spring 2010 Internal Organizational Consulting • Conducted management / employee interviews and surveys to determine functional health of company • Quantified surveys / interviews by running regression and utilized results as basis for policy changes • Created and implemented new employee evaluation matrices resulting in increased productivity • Developed employee incentive program including bonus plans to build company morale • Strengthened and oversaw leadership development program building employee skill sets and value • Cut company employee turnover rate by 50 % through incentive and development programming • Generated 5 % increase in company sales revenue within 2 months of programming changes

Professional Experience United Media — a division of E.W. Scripps (New York, NY) 1988 — 2011 SVP / General Manager — Syndication & Web (2002 — Present) • Outline financial and strategic direction of business operations, directing all aspects of syndication division including sales, editorial, web, customer service, administration and production • Identify, develop and launch unique, valuable IP created by artists, writers and producers, including Dilbert and Big Nate • Negotiate client, talent, licensing and vendor agreements, working closely with in - house and external legal teams • Develop pricing strategies, competitor and market analysis, marketing and business plans for over 200 properties • Manage key talent relationships with IP including Charles Schulz / Peanuts, Scott Adams / Dilbert and Gemstar • Oversee and direct content for first and largest consumer - facing website in industry, comics.com, developing subscription and ad - based models and creating new features including e-commerce, widgets, RSS feeds and animations • Increase revenues, manage expenses, streamline workflows and create team environment to increase productivity, consistently exceeding profitability goals within a declining market segmNew York, NY) 1988 — 2011 SVP / General Manager — Syndication & Web (2002 — Present) • Outline financial and strategic direction of business operations, directing all aspects of syndication division including sales, editorial, web, customer service, administration and production • Identify, develop and launch unique, valuable IP created by artists, writers and producers, including Dilbert and Big Nate • Negotiate client, talent, licensing and vendor agreements, working closely with in - house and external legal teams • Develop pricing strategies, competitor and market analysis, marketing and business plans for over 200 properties • Manage key talent relationships with IP including Charles Schulz / Peanuts, Scott Adams / Dilbert and Gemstar • Oversee and direct content for first and largest consumer - facing website in industry, comics.com, developing subscription and ad - based models and creating new features including e-commerce, widgets, RSS feeds and animations • Increase revenues, manage expenses, streamline workflows and create team environment to increase productivity, consistently exceeding profitability goals within a declining market segmnew features including e-commerce, widgets, RSS feeds and animations • Increase revenues, manage expenses, streamline workflows and create team environment to increase productivity, consistently exceeding profitability goals within a declining market segment

Office Manager — Duties & Responsibilities Provide office management and administrative support across a variety of industries and settings Train new team members ensuring they understand the brand and adhere to company policies and procedures Manage marketing, sales, and customer service ensuring profitable and efficient operations Responsible for accounts payable / receivable, budgets, and other accounting functions Direct human resources including payroll, benefit administration, and talent recruitment Design and distribute marketing materials, corporate newsletters, and other collateral Cut company expenses by 40 % through effective inventory and order management procedures Negotiate contracts with vendors resulting in a 30 % reduction in expenses Serve as liaison between multiple departments and senior leadership Oversee large scale office renovation while ensuring zero productivity losses Manage corporate correspondence and reception duties including written, telephone, and in - person service Develop and strengthen relationships with clients, partners, and community leaders Encourage high customer retention by maintaining friendly, supportive contact with existing clients Organize special events, meetings, and corporate travel arrangements Study internal literature to become an expert on products and services Consistently recognized and promoted for excellence in office management Represent company brand with poise, integrity, and positivity

Acting Team Manager — Sales Helpdesk (11/2006 — 06/2007) • Manage Sales Support representatives responsible for providing support to internal and external clients • Provide exceptional customer service resulting in client satisfaction, loyalty, and referrals • Manage internal and external client inbound service requests in a timely and effective manner • Provide staff performance feedback and implement new operational strategies to enhance quality and productivity • Coach and develop employees» skills through weekly coaching and monitoring sessions • Ensure that sales support and customer service meet service level agreements and business objectives • Work with other departments to identify new technologies, enhance coordination efforts, and eliminate service iSales Helpdesk (11/2006 — 06/2007) • Manage Sales Support representatives responsible for providing support to internal and external clients • Provide exceptional customer service resulting in client satisfaction, loyalty, and referrals • Manage internal and external client inbound service requests in a timely and effective manner • Provide staff performance feedback and implement new operational strategies to enhance quality and productivity • Coach and develop employees» skills through weekly coaching and monitoring sessions • Ensure that sales support and customer service meet service level agreements and business objectives • Work with other departments to identify new technologies, enhance coordination efforts, and eliminate service iSales Support representatives responsible for providing support to internal and external clients • Provide exceptional customer service resulting in client satisfaction, loyalty, and referrals • Manage internal and external client inbound service requests in a timely and effective manner • Provide staff performance feedback and implement new operational strategies to enhance quality and productivity • Coach and develop employees» skills through weekly coaching and monitoring sessions • Ensure that sales support and customer service meet service level agreements and business objectives • Work with other departments to identify new technologies, enhance coordination efforts, and eliminate service isales support and customer service meet service level agreements and business objectives • Work with other departments to identify new technologies, enhance coordination efforts, and eliminate service issues

Professional Experience ABC Debt Relief (City, ST) 12/2006 — 11/2011 Client Service Manager • Responsible for overseeing daily operations of a 35 Account Manager call center ensuring effective operations • Recruit and train new sales and customer service employees in industry best practices and company policies • Strictly enforce compliance with all applicable laws, industry regulations, and corporate protocols • Provide exceptional customer service and professional guidance in the area of debt management, credit, and bankruptcy • Maintain detailed monthly reports for management concerning budgets, monthly projections, and quarterly goals • Responsible for performance appraisals, deficiency warnings, and conflict resolution for employees • Review and manage all BBB and Attorney General complaints determining appropriate next steps • Monitor department productivity with inbound and outbound calls providing feedback to team leads and supervisors • Author and lead presentations at meetings for clients, employees, and senior management • Train team leads and supervisors in laws governing credit reporting and debt settlement such as (FDCPA) Fair Debt Collections Practices Act and the (FCRA) Fair Credit Reporting Act and (FTC) Federal Trade Commission regulations • Set and strictly enforce budget for the payroll of both salaried and hourly employees • Responsible for final approvals for payment refunds issued to the client • Assist with Debt Tracker and the Debt Manager and negotiate with creditors to reduce client

Real leadership can bring your company and sales force to new heights of productivity and success.

New sales associates must learn not to confuse activity with productivity.

Many said a continued stable economy, continued sustainable growth and sales, low interest rates, more inventory, agent growth and increased productivity, increased market share and new partnerships, and technology platforms.

An article in the Los Angeles Times notes the chain is on a major expansion drive and in addition to opening new locations, will likely go from its current 10,000 sq. ft. to 15,000 sq. ft. model to building stores bigger than 15,000 sq. ft. to drive sales productivity.