Friday, April 29, 2016

Creating Platform-Specific Content: JustFly’s Guide to Finding Your Audience


Content marketing isn’t about just writing great content and hitting ENTER. With the wave of different platforms that are out there, content needs to be tailor-made to the medium you are using to broadcast it.

While some platforms have very stringent limits hardcoded into the experience (I’m looking at you, Twitter), other platforms simply require a moment or two of thought to optimize. In order to get the skinny on what you need to do to make your content shine no matter where you are publishing it, I spoke with JustFly, an online travel agency. JustFly has been incorporating new content strategies that have made a noticeable impact on their bottom line. I asked them how they prepare for different platforms when creating online content.


The blood that flows through the veins of Facebook is interaction. Content for Facebook needs to be designed to be interactive. While being a less direct CTA (call to action) than Twitter, Facebook-specific content needs to encourage users to do something, while providing images, links, and supporting content to excite readers.

Bear in mind, Facebook does have an effect on Google Rankings, as witnessed in JustFly’s review, but not by using backlinks. Instead, it is hypothesized that Google ranks Facebook based on engagement, so make that content interactive!


From a wide-open platform to easily the most limiting, Twitter is famous for its brevity. That 140 character count can be ominous when you are trying to cram your message into such a small count. Luckily, Twitter isn’t about enthralling content, it’s about building efficient bridges.

JustFly says that 99% of the time, you can think of Twitter posts as simply a giant link. As an aggregator, it is your job to write content that makes it stand out, and stand out quick. In terms of simple guidelines, JustFly tends to lean on 100 characters for content, and 40 characters for links and hashtags. This should allow you to get everyone moving in the right direction.

One last important Twitter tip: When it comes to shortening links, always use It is statistically proven to be more likely to be retweeted.


LinkedIn is all about demographics. While Twitter and Facebook posts are written for a very general audience and should be simple to understand, it is reasonable to believe that more technical and niche content can be acceptable on LinkedIn. While it may reach a narrower base of your audience, this specialized content is more likely to be shared, due to its specialist nature. In terms of general content, it should be brief and to the point, as your readership more than likely includes busy people with less time on their hands than your average Facebook audience.

Prevent These Common Franchise Challenges


Small business owners have come to understand the importance of having a strong online presence. A well-designed website and top positioning on search engines are particularly essential to this effort. But, small franchise businesses have some extra challenges stemming from the specific standards and rules set by the franchisor in order to create a consistent brand. This is often overlooked and can make it difficult for a franchisee to be creative and control their message or develop a unique marketing strategy.

Take a peek at NetSearch Direct’s infographic which highlights these challenges, provides some interesting franchise business facts and offers the solution of having an approved marketing vendor experienced at meeting the goals of both sides.

NSD Franchise Marketing Infographic

NetSearch Direct LogoAuthor: NetSearch Direct is a full service Digital Marketing agency located in Richmond, Virginia, specializing in SEO, PPC and Web Design. Our staff is dedicated to providing honest, measurable results for small businesses and franchises with a personal touch.

Why Your Business Needs a Social Media Calendar


Social media posts can be rushed last-minute jobs. “Writer’s block” can be a problem. You might be worried about a lack of engagement, or just need a dose of guidance about what to post and when.

All of these are reasons why you should set up a social media calendar. This can streamline your social media marketing campaign, and give your followers a regular and consistent stream of content, planned in advance, stopping you from scrambling to get content ready to post.

What is a social media calendar?

Social Media Calendar

Quite simply, a social media calendar is a schedule for your social media posts, which may or may not follow seasonal festivals, holidays and other significant dates. It can take many different forms. The example to the left is a very simple design, akin to an instruction list, for a blog, and Twitter and Facebook accounts.

Others follow a weekly-themed pattern, something of which you might have seen employed on social media: ‘Monday Motivation’; ‘Tuesday Tip’; ‘Throwback Tuesday’; ‘Follow Friday’, and etc. The posts for each day follow that theme.

When managing multiple accounts or planning into the future, experts often use spreadsheets, to temporarily store their posts. Major social networks, like Facebook and Twitter, now offer their users the ability to schedule posts into the future, ensuring that a regular stream of content reaches their fans.

Key components of a social media calendar

Your social media calendar should be founded on a tried and tested platform, based around two variables (which vary, depending on the application):

  1. Content that resonates most with your followers, e.g. image, video or certain type of post. Different tools can provide ideas about the most socially shared content on a particular subject (see Feedly, and Buzzsumo).
  2. Content posted at the most appropriate time of the day, at the most effective time interval (e.g. 2-3 times a week).This article shows the most active times on the major social networks, recommending when you should post.

These variables, you should work out for yourself, testing to see what content and time best works for you, data which can be garnered from social media monitoring tools (e.g. Facebook Insights). For those starting up, who don’t have this information available, it is recommended to experiment with different times, and focus on posting images, links and videos (which have a much higher engagement rate).

Here’s a great FREE to use social media calendar with ready-made example, available to use how you like!

Social media calendar tools

You can use any basic scheduling, spreadsheet or word processor tool for your social media calendar (e.g. Google Calendar, or Google Sheets), but certain free and premium tools offer a more sophisticated or suitable medium, used as a standalone or in combination with other tools. Below, I will list a few of the most popular.

Hootsuite is a free/premium social media management tool, offering the ability to monitor and engage in conversations across multiple social networks, as well as scheduling and tracking social media posts.

Buffer enables you to streamline your social media marketing campaign by posting your content at the optimum times for you, spacing it out at appropriate intervals (automatically, with an optional manual feature). It can be used for multiple social media accounts as well, and offers a free version, as well as premium plans.

Sprout Social is a more business-orientated tool, focused on gaining engagement for your social media posts. It offers a smooth and powerful social media calendar feature. Prices start from $59 per month, with free trials also offered.

Other options include AgoraPulse, SocialBro, Postling and Manageflitter.

Advice for Future Leaders


Recently, for a magazine article on leadership, I was asked for my top three pieces of advice to future leaders:

The first was to understand that Dale Carnegie totally had it right 80 years ago when he wrote in his classic, How to Win Friends and Influence People, that, “Ultimately, people do things for their reasons, not our reasons.”

So, if you are casting a vision to which you want others to commit, you must first commit to them; not as cogs on the way to you accomplishing your goals, but to helping them to accomplish their goals. Align your vision with their wants, needs, desires, and values. Create an environment for them to grow. Practice giving leadership.

Secondly, to realize that earning trust will always be your most valuable personal asset. And, you do that by the way you commit to others genuinely and authentically. One way to accomplish this is by keeping your word, building others at every opportunity, standing for what is right, and always acting congruently with those values.

As Simon Sinek says in his fantastic book, Leaders Eat Last, “Trust evolves once we have enough evidence to satisfy our brain that a person or an organization is, indeed, an honest {entity}.”

Last, but certainly not least, it’s embracing the fact that leadership is never about the technology—it’s always about the people.

As Geoff Colvin discussed in his terrific book, Humans Are Underrated, the more advanced technology gets and the more that machines can do that humans cannot, the more important elements such as empathy, team-building, collaboration, and interpersonal relationships (you know, those “human things”) will become.

On this same basic topic, my awesome Go-Giver Series coauthor, John David Mann, shared a passage from Rachel’s Diary:

Those are our thoughts.

Now, what are YOUR big three (or two, or even just one)? What advice would you give to future leaders in order to help ease their path?

Feel free to share. Looking forward to an enlightening discussion.

Watch Out for Burnout


“I wish I could go back and tell myself that not only is there no trade-off between living a well-rounded life and high performance, performance is actually improved when our lives include time for renewal, wisdom, wonder and giving. That would have saved me a lot of unnecessary stress, burnout and exhaustion.”

~Arianna Huffington

Burnout is one of those problems that affects so many people from workers to managers to owners. The Society for Human Resource Management (SHRM) recently reported burnout was one of the top reasons people left their jobs.

In addition, the National Opinion Research Center reports 48% of workers experienced increased stress over the last five years, and this is bleeding over into their family lives as well. This statistic shows that burnout is not just a pervasive problem but also one that continues to grow over time.

I think burnout has become so common because technology has blurred the separation between work and other facets of life. These days, it is almost impossible to become untethered from work as our smartphones, iPads and computers are always nearby.

Burnout typically results when a person feels as though they are putting more into their work than they are getting out of it, and this can have some serious effects on health. Some mental health professionals, for example, have linked burnout to depression and a host of other issues.

Common symptoms of burnout include depression, memory issues, fatigue, loss of emotional control and loss of motivation in the work setting. Burnout will hammer you until you have trouble just getting up and going to work.

In my experience, a sure way to knowing if you are in danger of burning out is when friends and family start telling you that you have. These people are often an early warning system, so you should not ignore what they are telling you. Doing so could be quite dangerous for you.

The very best way to deal with burnout—or to avoid it altogether—is to disconnect from your technology. You can do this by turning off all your devices a certain number of hours every day and allowing yourself some down time.

As you might imagine, this is a rather unpopular suggestion among many managers and business owners. I frequently give seminars on time management, and this group usually rolls their eyes when I make this recommendation. They feel as though I am asking them to walk on fire, but in reality, they must find a way to do this if they want to avoid burning out.

Next to unplugging, you must ensure you are scheduling enough relaxation time every day. What is relaxing varies by individual, but basically, it is anything you enjoy doing that is not competitive. Maybe it is reading. Maybe it is going for a walk. Whatever it is, it should turn off the pressure cooker for a significant chunk of time each and every day.

Another thing you can do is take some time to get organized or pay someone to help you get organized. I know when I am organized, I feel like I can accomplish almost anything. When I am disorganized, however, I feel like almost anything is just too much.

Now go out and do a self-assessment to see if you are at or near. Then make a plan to incorporate some of the methods we talked about here to make your life less stressful.

You can do this!

5 Quick Tips to Increase Team Performance


Increasing team performance is a common goal. There is always room for improvement and leaders are always trying to get more out of their team. Increasing performance is particularly important when leaders are new to an organization, have moved to a new department in a leadership role or have just assembled a new team for a project or initiative.

How do you set the foundation for a strong team to achieve their full potential?

There are 5 things to keep in mind:

  1. Create a Strong First Impression: Make sure that you start out strong. Come to the first meeting/introduction prepared to make a good first impression and establish expectations. How the team initially starts their working relationship has a huge impact on their long term interactions.
  2. Establish Expectations: Don’t assume people have shared expectations. Set expectations early—don’t wait until things are below your expectations and then try to rise them up. Starting high and keeping them high is easier than trying to raise expectations after they have settled in too low. Set ambitious goals together and then work hard to achieve your potential.
  3. Create a Sense of Importance: People perform better when they believe that what they are doing is important and will have a positive impact.
  4. Create a sense of Urgency: Create some urgency with specific interim delivery dates or milestones so the team has the opportunity to see the quick wins of completion of interim targets before the completion of the long term outcome.
  5. Deliver a Challenge: Decide to do something that isn’t easy, but requires something extra. Set goals that will challenge the team to exceed expectations and will spark a sense of pride in the team. When faced with a challenge, people are willing to step up and achieve more.

My Perspective: Successfully leading a team is a complex task. By keeping these 5 thoughts in mind you can motivate, inspire and lead your team to greater heights.

You Need Customer Feedback to Grow Your Business


The saying that “the customer is always right” has taken a different shape in the modern age. Today the customer is not only the king, but he or she is also the measure of all things, business-wise. If a business owner wants their startup or company to grow, they need to keep getting regular feeds on their customers’ (dis)satisfaction. And when the information has been gathered, it has to be processed in a proper way.

Customer-centered employee training

No matter if you own a tangible, brick-and-mortar business or an online store, your employees have to be trained to treat every customer with equal respect. Even if your customers do not complain about your service and employees, you should still include several service-related questions in your questionnaires. That way you will know what area your staff should improve to provide even more polite and convenient service.

Moreover, when it comes to questionnaires and surveys, you should not waste money and pay other services, but create a simple and concise form of your own. This step is extremely important for website owners, so check here how to make a questionnaire about the quality of your website.

Feedback-friendly websites

Today you can make a website in hundreds of ways. On one side, you can use free platforms, such as WordPress; on the other side, you can hire professional web designers to have that work done. What you should always include in your website is a review area and/or a forum. When customers have an option to leave direct feedback, it is more likely that they will share their opinion on your products and services with other people.

What is more, the more time your customers spend on your website, the higher is the chance that they will become your loyal and registered clients, contributing to higher traffic on your website.

Embrace the mobiles

Speaking of websites and high traffic, business owners have to pay special attention to mobile users, as well. Since the number of mobile users is expressed in billions, this audience is vital for every business. The most practical solution is to go for a responsive website, because that way you will cover all the existing platforms, from desktop computers to smartphones to tablets.

However, if you want to aim at younger generations, it is also smart to make an app (or have it made) and give your customers an option to buy and comment on your products through the app. It is faster than any kind of web design and speed can be pretty important when it comes to ecommerce. Modern business apps are better and more popular than ever before, so this investment is worth trying.

Steps in the aftermath

When you get feedback, it is extremely important how you are going to use it. As we have already pointed out, you need to constantly work with your employees to convince them that customers should be treated with dignity. In addition, you have to analyze the received data and organize management meetings to discuss the most obvious problems. If you get too many negative reviews that could harm your business in a more serious way, you should hire a consultant or a PR-expert to devise a strategy that will improve your reputation. Nevertheless, have a look at an analysis made by before you hire a PR company.

If you work in the tertiary or quaternary sectors, your main focus should be your customers and your services. It is clear that you will cease to exist if you lose your customers. This is why you should work hard to get their feedback and adjust your business to their needs. Only that way will your business become a recognized and appreciated enterprise.

Author: Dan Radak is a web hosting security professional with ten years of experience. He is a coauthor on several websites and regular contributor to BizzMark Blog. Currently, he is working with a number of companies in the field of online security, closely collaborating with a couple of e-commerce companies.

Selling Across the Sea: 4 Essential Steps for Effective Foreign Marketing


Before you enter into a foreign market, you need to do some careful research. Lots of businesses charge headlong into markets they don’t understand fully only be to be crushed by competitors that have more experience and authority in the market they serve. Here’s how to swoop in, dominate, and not get killed.

Establish Yourself as an Authority

Before you get too far into your new market, you want to set yourself up as an authority. You do this by making friends with authoritative figures in your new market, getting endorsements from them, and being seen as in alignment with them on non-business matters.

Usually, this means appearing on radio shows with them, sponsoring the same events they do, being actively promoted by them and you actively promoting them.

You won’t be able to build up your authority by making friends with your competition. Instead, you need to align yourself with businesses related to your industry, but not directly in competition with it.

So, if you run a tax advisory service, you might align yourself with an investment advisor or a banker. Either of these two services are complimentary to your primary service. And, they can lend you their authority if they themselves are already seen as authority figures in their niche.

Understand Your Local Competition

How can you expect to dominate your new market if you don’t research your competition? You should have a firm grasp on what your competition is doing, how they are selling, what they’re selling and what their current marketing looks like.

This will give you a clue as to what the marketplace finds acceptable and what constitutes a winning advertisement in that market.

When you understand what’s already working, you have established the “control” piece. Now you can test against your competition and try to beat that control by offering something that’s better, of higher value, or in some other way superior. You can also try offering something different or unique in some way—something that your competition can’t do or won’t.

Do a Face-to-Face

In most cases, it’s a good idea to make a trip to visit the locale where you’ll be selling. If you can, speak to the locals, and find out about the customs, attitudes, and the culture you’ll be selling to. If you’re used to doing business in the U.S., for example, you will experience a very different culture in China or India. Make sure you understand it before you rush into sell a product or service to these people.

One of the worst things businesses do is rush in to sell a product before they fully understand the market they’re selling to. They often make mistakes, offend the local population, and end up not getting the results they’d hoped for.


Ultimately, you have to come up with something new in the market you’re entering. You have to give consumers something that the existing market does not provide. You need to provide a compelling reason why consumers should change their buying behavior. Without giving the market a different choice or value proposition, there is simply no reason why the market should respond positively to your products or services.

Innovation doesn’t happen overnight either. It happens over time.

Author: Jari Kallioniemi has much experience in company development, including international views to corporate activities. He has a background in communication, advertising and entrepreneurship in travel and corporate events and now enjoys developing businesses as a consultant. Currently he is working as a marketing manager in Leinonen Group, a Finnish family owned accounting and financial advisory company in 11 countries in Northern, Eastern and Central Europe.

3 Ways to Harness the Power of Storytelling for Your Business


As the co-founder of an education company that advises on the college application process, I often hear my students say that they want to go into business. The problem is, they can’t articulate why. They don’t know how to explain why they’re interested or why business matters. They’re simply not sure how to sell themselves.

At this moment, I encourage my students to think of the application not as a sales pitch, but as a story. For prospective business majors, especially, the ability to tell stories is essential.

This got me to think that a lot of entrepreneurs may need to refresh themselves on how to tell a compelling narrative too. Here’s how you can harness the power of storytelling in your own business:

Foreshadow the Road Ahead

When reading a book or watching a movie, we find comfort in the predictability of the three-act structure. It may not be clear where exactly the narrative is headed, but we implicitly know what to expect. As business leaders, it’s our job to provide a similar framework for our customers and staff, especially if the road ahead is unclear.

With this in mind, think of your website not only as a sales tool, but also as a resource for prospective and current clients. Include a FAQ page that doesn’t just cover questions about your offerings, but that outlines the process itself. Similarly, start every client relationship with a timeline so everyone understands what the third act will look like. With your team, too, defining the “chapters” of a project helps everyone measure success. A shared timeline on an app such as Teamweek keeps everyone on the same page, so to speak.

Remember That You Are the Protagonist

Your personal brand is also a narrative. Especially in the initial phases of a startup, the founder may be synonymous with the brand. Operate under the assumption that your customers can and will see your personal social media accounts. And don’t post anything you wouldn’t be comfortable with them viewing. Similarly, every piece of text you write serves the narrative of who you are. Don’t press send until you’ve reread your message. For this reason, I avoid answering emails from my phone whenever possible—I find that I can write a more cohesive and thoughtful message from my computer. Also, we all know that written words can easily be misconstrued. Always ask yourself if a more delicate matter can better be addressed over the phone or in person.

Don’t Forget About Style

In fiction, content and language both matter—and the same is true in business. You can’t forget about tone or aesthetic, and these are often conveyed through the environment. Verbal communication is essential, but physical spaces also tell stories. For example, our office—a center for high school students applying to college—is meant to feel more like a startup than a traditional school. We want our students to walk into the space and imagine the future ahead of them. When designing your office, don’t just think about functionality. Consider feelings. The aesthetic should serve the story of your business—of where your customers and team members are currently and where they hope to go.

As I enter the college application season, I am reminded of the virtues of my own liberal arts education. It’s certainly important to learn how to read a balance sheet or navigate Excel, but there’s so much more to business than that. So, for all you entrepreneurs: don’t be afraid to take a humanities course – or even just read a work of fiction. Believe it or not, what you learn just may help your business.

Author: Since 2007, as co-founder of LogicPrep and NY College Coaches, Lindsay Tanne has been helping students make academic decisions, tell their stories, and provide colleges with captivating answers to the question of “why choose me?” Lindsay and her team have helped hundreds of families in the U.S. and abroad successfully navigate the college application landscape. 

Does Your View of Value Limit You and Your Customers?


Value is one of those $25 words everyone talks about. We all want to talk about our value and value propositions. But we have huge variations in the way we interpret value and the way our customers interpret value.

Value in its simplest form is price. Unfortunately, that’s where the majority of sales people compete. They provide the customer with their best price, crossing their fingers, hoping to win. The customer is left with the challenge of which alternative to choose. Since, inevitably, all the alternatives will meet their requirements, the only differentiator becomes the vendor offering the lowest price. Customers still struggle, their job isn’t over, they still have to justify the investments they are making to their management. A lot of “done deals” get undone at this point, so even if our price has been the lowest, we don’t get a PO.

Some sales people, unfortunately far too few, go a step further. They provide a business justification for their solution. It may be a cost benefit analysis, they may have calculated ROI, NPV, Payback. That’s a huge step forward. It changes the basis for comparing alternatives, because it focuses on return the customer will expect to receive. There are still some challenges with this, and value that we leave on the table that could be claimed by both the customer and us. Most of the time, we are looking strictly at the business case for our solution, not the business case for the customer project. We may just be a component of the solution, so we aren’t helping the customer understand the entire picture. Maybe we’ve done a TCO, which should look at the entire project over its life cycle. But there are a number of other things the customer has to consider in their business case.

Risk is a huge part of what the customer has to figure out. This is both risk in the project success and in achieving the long term outcomes which is why the customer initiated the project in the first place. (That last part is often called value realization. I’ll be coming back to this later.)

The other challenge the customer faces is justifying this investment to their management. Their managers are responsible for determining how to best invest in various projects that compete for funding. To get what they want, the customers presenting our solution have to position—justify the project in terms of how it contributes to the attainment of the strategic goals. Only the best alternative will win. But too often, our customers don’t recognize they need to do this, or don’t know how to do this. Unless we’ve understood the company priorities and goals, unless we’ve helped the customer connect the dots from this project—what they want to do—with the strategic priorities of the company, they won’t get the funding. We don’t get the PO.

The next level is value realization. Are they actually getting the value we claimed in the first place? Did they get the results expected? Too often, we ignore this. After all, we and the customer don’t know until sometime after we’ve gotten the PO. It could be months or years. We’ve already spent our commission checks on the deal. But value realization is critical to the customer. If they don’t realize the value expected, they have failed. It may mean a failed product launch, adversely impacting the perception/competitiveness of their company in the markets. It could be a failed internal project. They don’t achieve the cost/expense reductions expected. They don’t achieve the quality and customer satisfaction goals they expected. They didn’t achieve the margin or profitability improvements expected, They didn’t see the revenue uplift expected. Failure to realize value has huge business consequence for the customer—they could, in fact go out of business. It also has huge personal impacts for the customer, they could lose their jobs. The impact of not realizing the value expected can be devastating. For example think of Takata Airbags and the impact on automobile manufacturers, dealers, and customers.

People in SaaS, embedded products, or similar types of business are seeing the importance of value realization. Customers simply aren’t renewing their contracts. When the contract expires, the customer doesn’t renew it.

This challenge also applies to outright purchases. If the customer doesn’t get the value they expected, they won’t buy again—for the upgrade, the next project, the cross-sell opportunity. They might even become a negative referral, impacting potential business in the rest of the market.

So making sure our customers realize the value claimed is critical for their and our future success.

But there’s more.

We know 60-70% of project end in No Decision Made. Most of the time it has nothing to do with selecting solution alternatives, but it has everything to do with the customer internal project success. These are customers who have already recognized the need to change! They have committed to a project and a project team to develop a plan, drive the change, realize the expected value. But they struggle to align themselves, their agendas, their goals/priorities. They struggle with the project itself, often failing before they started their buying journey. They recognized an opportunity to change, that there was business value to be seized or realized, but they fail to realize it before they even start. As a consequence, an opportunity for us has disappeared. Getting that opportunity restarted is very difficult.

To address this challenge, we have to think of value differently, not just the value of our solution to be realized at some future point. But the value of helping them solve their problem so they can realize that value and we get our PO.

Just think about this issue from pure selfish motivations: getting PO’s. If 60-70% of projects end in no decision made, we are leaving twice as much real, qualified opportunity unaddressed. We and our competitors are only getting 30-40% of the real opportunity available. There is the 60-70% where a customer has been committed to taking action, but they blow up before they can take action, or before they select a solution.

Making our numbers seems trivial in the face of this! All we have to do is help our customers become more successful in the early stages of their change management projects! We focus on a different type of value, value creation or value in the process.

Of course, this requires changes in what we do and our own capabilities. We can no longer wait for the customer to reach their 57% before engaging them. Many projects with customers having a real need to buy will have blown up long before this. We have to be finding and engaging customers much earlier. We have to be helping them with their project, not focusing just on demonstrating the value of the solution. This means new skills, both in prospecting, change management, project management, and facilitation.

It’s not over yet. What about the biggest part of value that we can create and claim? What about those customers who don’t even recognize the need to change? They may be struggling, knowing something’s wrong but not doing anything about it, except working harder. They may be settling, thinking good enough is good enough, when they are losing share, there are emerging new competitors, and their future is threatened.

From a selfish point of view, these are easy opportunities to spot. All we have to do is look at the underperformers in our markets. Or even those whose performance is OK. We have to be able to engage them in meaningful conversations about the costs of doing nothing. We have to incite them to see the potential value that can be realized. and guide them in the journey to realize that value.

Our perspectives of value can seriously limit us and our customers. The majority of sales people focus purely on price, minimizing the value they can claim in competitive situations. Those that develop rich business justification models are doing better, but aren’t claiming as much value as they could. Consequently, they are missing huge growth opportunities, both now and in the future.

Changing our perspectives, having a much larger view gives us the opportunity to at least double our own business volumes. More importantly, it cements our value and leadership position with customers by helping them achieve and realize more value.

The key issues are: Are you hungry enough to chase this opportunity? Do you have the skills and tools to change your engagement model? Do you have the skills and tools to provide the right value to the customer at the right time?