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But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. The jobs are in sales, customer contact centers, and field service positions. Or they may be people who interact with customers after the sale.
We recently completed a study for the CEO of a very well known, global sports-apparel brand company. He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. Learning from Big Companies.
Take Nike, marketing a core brand across a number of consumer categories with hundreds of footwear and apparel products all over the world. It’s no longer enough for the separate businesses to act autonomously to make sales calls to the same corporate customers, or to set up their own infrastructure in China and India.
Sara Campbell, a talented dress designer, sold the majority of her apparel as a private label supplier to national chains. They needed to act immediately to counter the triple threat of plunging sales, commitment to production capacity they didn’t need, and very limited liquidity.
I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. Sales & Marketing Adapted from.
Join a Podcast Advertising Network or Collective Networks and collectives group podcasts together for ad sales and divide revenue among the podcasters according to downloads. Creators can upload their designs to Redbubble and earn a commission on each sale. They specialize in creating custom apparel for fundraising campaigns.
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