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Archive for the ‘Sales Training’ Category

Webinar: What To Say When The Phones Start Ringing Again Shortly! – Hotel News Resource

Posted: April 24, 2020 at 12:52 pm

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A time will come, hopefully sooner rather than later, that the end social distancing phase emerges on the horizon. The trickle of phone inquiries will start to grow into a stream and eventually a flood. Smart revenue and marketing leaders will get their teams ready now during the interim.

Webinar Date: April 28th - 11:00AM (CT)

A time will come, hopefully sooner rather than later, that the end social distancing phase emerges on the horizon. The trickle of phone inquiries will start to grow into a stream and eventually a flood. Smart revenue and marketing leaders will get their teams ready now during the interim.

During this webcast, Doug Kennedy will present reservations sales training techniques and sample dialogue that will allow agents to express empathy, show compassion, while also doing their essential role of securing the revenue currency that powers payroll and gets the doors open again. Doug will present:

Register Now

Logos, product and company names mentioned are the property of their respective owners.

2020 Hotel News Resource

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Webinar: What To Say When The Phones Start Ringing Again Shortly! - Hotel News Resource

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April 24th, 2020 at 12:52 pm

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Coronavirus Outbreak: Product-based Sales Training Market to Witness Astonishing Growth by 2026 – Cole of Duty

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The Product-based Sales Training report provides independent information about the Product-based Sales Training industry supported by extensive research on factors such as industry segments size & trends, inhibitors, dynamics, drivers, opportunities & challenges, environment & policy, cost overview, porters five force analysis, and key companies profiles including business overview and recent development.

Product-based Sales Training MarketLatest Research Report 2020:

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In this report, our team offers a thorough investigation of Product-based Sales Training Market, SWOT examination of the most prominent players right now. Alongside an industrial chain, market measurements regarding revenue, sales, value, capacity, regional market examination, section insightful information, and market forecast are offered in the full investigation, and so forth.

Scope of Product-based Sales Training Market: Products in the Product-based Sales Training classification furnish clients with assets to get ready for tests, tests, and evaluations.

Major Company Profiles Covered in This Report

ASLAN Training and Development,DoubleDigit Sales,GP Strategies,Miller Heiman Group,Altify,CommLab India,Cohen Brown Management Group,Carew International,Janek Performance Group,Kurlan & Associates,Mercuri International,Richardson,RAIN Group,Sandler Training

Product Type: Blended Training,Online Training,Instructor-Led Training

Application: Consumer Goods,Automotive,BFSI

North America



South America

Center East and Africa

United States, Canada and Mexico

Germany, France, UK, Russia and Italy

China, Japan, Korea, India and Southeast Asia

Brazil, Argentina, Colombia

Saudi Arabia, UAE, Egypt, Nigeria and South Africa

Market Overview:The report begins with this section where product overview and highlights of product and application segments of the global Product-based Sales Training Market are provided. Highlights of the segmentation study include price, revenue, sales, sales growth rate, and market share by product.

Competition by Company:Here, the competition in the Worldwide Product-based Sales Training Market is analyzed, By price, revenue, sales, and market share by company, market rate, competitive situations Landscape, and latest trends, merger, expansion, acquisition, and market shares of top companies.

Company Profiles and Sales Data:As the name suggests, this section gives the sales data of key players of the global Product-based Sales Training Market as well as some useful information on their business. It talks about the gross margin, price, revenue, products, and their specifications, type, applications, competitors, manufacturing base, and the main business of key players operating in the global Product-based Sales Training Market.

Market Status and Outlook by Region:In this section, the report discusses about gross margin, sales, revenue, production, market share, CAGR, and market size by region. Here, the global Product-based Sales Training Market is deeply analyzed on the basis of regions and countries such as North America, Europe, China, India, Japan, and the MEA.

Application or End User:This section of the research study shows how different end-user/application segments contribute to the global Product-based Sales Training Market.

Market Forecast:Here, the report offers a complete forecast of the global Product-based Sales Training Market by product, application, and region. It also offers global sales and revenue forecast for all years of the forecast period.

Research Findings and Conclusion:This is one of the last sections of the report where the findings of the analysts and the conclusion of the research study are provided.

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We publish market research reports & business insights produced by highly qualified and experienced industry analysts. Our research reports are available in a wide range of industry verticals including aviation, food & beverage, healthcare, ICT, Construction, Chemicals and lot more. Brand Essence Market Research report will be best fit for senior executives, business development managers, marketing managers, consultants, CEOs, CIOs, COOs, and Directors, governments, agencies, organizations and Ph.D. Students.

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Coronavirus Outbreak: Product-based Sales Training Market to Witness Astonishing Growth by 2026 - Cole of Duty

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April 24th, 2020 at 12:52 pm

Posted in Sales Training

Global Golf Training Aids Market: Top Player Analysis with Sales, Revenue, Gross Margin (2015-2020), Products Offered and Recent Development – Market…

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This report focuses on Golf Training Aids volume and value at the global level, regional level and company level. From a global perspective, this report represents overall Golf Training Aids market size by analysing historical data and future prospect. Regionally, this report focuses on several key regions: North America, Europe, China and Japan etc.

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Market Segment Analysis

The research report includes specific segments by Type and by Application. This study provides information about the sales and revenue during the historic and forecasted period of 2015 to 2026. Understanding the segments helps in identifying the importance of different factors that aid the market growth.

Global Golf Training Aids Market: Competitive Analysis

This section of the report identifies various key manufacturers of the market. It helps the reader understand the strategies and collaborations that players are focusing on combat competition in the market. The comprehensive report provides a significant microscopic look at the market. The reader can identify the footprints of the manufacturers by knowing about the global revenue of manufacturers, the global price of manufacturers, and sales by manufacturers during the forecast period of 2015 to 2019. Key companies profiled in this report are Victor, SkyTrak, OptiShot Golf, ForesightSports, wingStar, GOLFTIME, GREENIOY, Ingersoll Rand, GOLFZON, etc.

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Global Golf Training Aids Market: Regional Analysis

The Golf Training Aids market is analysed and market size information is provided by regions (countries). The report includes country-wise and region-wise market size for the period 2015-2026. It also includes market size and forecast by Type and by Application segment in terms of sales and revenue for the period 2015-2026.

The key regions covered in the Golf Training Aids market report are:

Table of Contents:

1 Golf Training Aids Market Overview

1.1 Product Overview and Scope of Golf Training Aids

1.2 Golf Training Aids Segment by Type

1.3 Golf Training Aids Segment by Application

1.4 Global Golf Training Aids Market Size Estimates and Forecasts

2 Global Golf Training Aids Market Competitions by Manufacturers

2.1 Global Golf Training Aids Sales Market Share by Manufacturers (2015-2020)

2.2 Global Golf Training Aids Revenue Share by Manufacturers (2015-2020)

2.3 Global Golf Training Aids Average Price by Manufacturers (2015-2020)

2.4 Manufacturers Golf Training Aids Manufacturing Sites, Area Served, Product Type

2.5 Golf Training Aids Market Competitive Situation and Trends

2.6 Manufacturers Mergers & Acquisitions, Expansion Plans

2.7 Primary Interviews with Key Golf Training Aids Players (Opinion Leaders)

3 Golf Training Aids Retrospective Market Scenario by Region

3.1 Global Golf Training Aids Retrospective Market Scenario in Sales by Region: 2015-2020

3.2 Global Golf Training Aids Retrospective Market Scenario in Revenue by Region: 2015-2020

3.3 North America Golf Training Aids Market Facts & Figures by Country

3.4 Europe Golf Training Aids Market Facts & Figures by Country

3.5 Asia Pacific Golf Training Aids Market Facts & Figures by Region

3.6 Latin America Golf Training Aids Market Facts & Figures by Country

3.7 Middle East and Africa Golf Training Aids Market Facts & Figures by Country

4 Global Golf Training Aids Historic Market Analysis by Type

4.1 Global Golf Training Aids Sales Market Share by Type (2015-2020)

4.2 Global Golf Training Aids Revenue Market Share by Type (2015-2020)

4.3 Global Golf Training Aids Price Market Share by Type (2015-2020)

4.4 Global Golf Training Aids Market Share by Price Tier (2015-2020): Low-End, Mid-Range and High-End

5 Global Golf Training Aids Historic Market Analysis by Application

5.1 Global Golf Training Aids Sales Market Share by Application (2015-2020)

5.2 Global Golf Training Aids Revenue Market Share by Application (2015-2020)

5.3 Global Golf Training Aids Price by Application (2015-2020)

6 Company Profiles and Key Figures in Golf Training Aids Business

6.1 Company 1

6.1.1 Corporation Information

6.1.2 Company 1Description, Business Overview and Total Revenue

6.1.3 Company 1Golf Training Aids Sales, Revenue and Gross Margin (2015-2020)

6.1.4 Company 1Products Offered

6.1.5 Company 1Recent Development

6.2 Company B

6.3 Company C.and so on

7 Golf Training Aids Manufacturing Cost Analysis

7.1 Golf Training Aids Key Raw Materials Analysis

7.2 Proportion of Manufacturing Cost Structure

7.3 Manufacturing Process Analysis of Golf Training Aids

7.4 Golf Training Aids Industrial Chain Analysis

8 Marketing Channel, Distributors and Customers

8.1 Marketing Channel

8.2 Golf Training Aids Distributors List

8.3 Golf Training Aids Customers

9 Market Dynamics

9.1 Market Trends

9.2 Opportunities and Drivers

9.3 Challenges

9.4 Porters Five Forces Analysis

10 Global Market Forecast

10.1 Global Golf Training Aids Market Estimates and Projections by Type

10.2 Golf Training Aids Market Estimates and Projections by Application

10.3 Golf Training Aids Market Estimates and Projections by Region

10.4 North America Golf Training Aids Estimates and Projections (2021-2026)

10.5 Europe Golf Training Aids Estimates and Projections (2021-2026)

10.6 Asia Pacific Golf Training Aids Estimates and Projections (2021-2026)

10.7 Latin America Golf Training Aids Estimates and Projections (2021-2026)

10.8 Middle East and Africa Golf Training Aids Estimates and Projections (2021-2026)

11 Research Finding and Conclusion

12 Methodology and Data Source

12.1 Methodology/Research Approach

12.2 Data Source

12.3 Author List

12.4 Disclaimer

Inquire for more details / sample / customization about this report at:

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Global Golf Training Aids Market: Top Player Analysis with Sales, Revenue, Gross Margin (2015-2020), Products Offered and Recent Development - Market...

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April 24th, 2020 at 12:52 pm

Posted in Sales Training

Invitation: Celebrate the 2020 Influential Women in business – Greater Baton Rouge Business Report

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Business Reporthas announced the eight Capital Region women who will be celebrated in the coming months as this years Influential Women in Business honorees. Those being recognized this year are:

Cheri Ausberry,Louisiana customer service manager, Entergy Kim Bowman, founder, The Bella Bowman Foundation Stacia Haynie,executive vice president and provost, LSU Racheal Hebert,president and CEO, Sexual Trauma Awareness & Response Center Norisha Kirts Glover,owner, NRK Construction Gloria Moncada,refinery manager, ExxonMobil Tiffany Stewart,director of Behavior Technology Laboratory and Pennington Diabetes Clinic, Pennington Biomedical Research Center Padma Vatsavai,founder and CEO, Vinformatix

All honorees will be profiled in the May issue ofBusiness Reportand recognized on Wednesday, July 29, at the Crowne Plaza.

The celebration begins at 9:30 a.m. with a special panel, Influential Women in Business: A Conversation. Join us for an hour of conversation with five former Influential Women in Business honorees. In this moderated and Q+A session, theyll share their experiences climbing the ladder, connecting with mentors, finding work/life balance, running a business, negotiating compensation, serving as a champion for other women and more.

Panelists are LAuberge Baton Rouge Vice President and General Manager Kim Ginn, Jani-King of Baton Rouge franchise owner Monique Scott-Spaulding, ExxonMobil Chemical Baton Rouge Polyolefins Plant Manager Angela Zeringue, Emergent Method Director of Training Julie Laperouse, author and leadership coach Dima Ghawi and luncheon keynote speaker Lauren Bailey, founder of Factor 8, a national sales training company. The session will be followed by networking.

The awards luncheon will take place from 11:45 a.m. to 1:30 p.m.

Bailey has traveled the world to launch inside sales teams, and her corporate experience and clients include SAP, Sony, Waste Management, Grainger, Microsoft and Google. Recognizing that only one in five sales leaders is a woman, and just one in four mid-level sales roles is filled by a female, she also founded #GirlsClub, an intensive nine-month program that connects female protges with sales mentors and thought leaders designed to elevate them to the next generation of digital sales managers and executives.

The luncheon is being sponsored by Blue Cross and Blue Shield of Louisiana, b1BANK, Kean Miller LLP, Mercedes Benz of Baton Rouge and Skincare Aesthetics of Baton Rouge. Tickets for the event are $50 each, with tables of 10 available for $500.Get tickets here.

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Invitation: Celebrate the 2020 Influential Women in business - Greater Baton Rouge Business Report

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April 24th, 2020 at 12:52 pm

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BTS updates on financial and operational effects related to COVID-19 – Yahoo Finance

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Stockholm, April 23rd, 2020

STOCKHOLM, SWEDEN - BTS Group AB (publ), a leading global strategy implementation firm, provides a trading update in response to the Corona crisis and withdraws the previously stated outlook regarding the full year 2020 that the "profit before tax is expected to be better than in the preceding year". No new outlook for the full year 2020 is provided.

As previously announced in the Q4 report, the COVID-19 crisis has led to cancellations of physical deliveries of programs in Asia in early 2020.

Due to the spread of COVID-19 to Europe, the US and the rest of the world, many of BTS's physical deliveries at the end of Q1 have been cancelled or postponed on short notice. This has led to lower revenues than expected while costs could only be marginally reduced during the quarter. BTS preliminary estimates for the first quarter is a revenue of just over 370 million SEK, approximately in line with 2019, and a profit before tax (EBITA) approximately 60 percent lower compared to the previous year.

BTS has taken measures to strengthen the already good cash position at the beginning of the year and implemented selective cost savings.

At the same time, the spread of COVID-19 has created an increased demand for digital and virtual deliveries. BTS is well positioned after many years of investments in digital products and services. The two acquisitions in 2019 of SwissVBS and Rapid Learning Institute have further strengthened BTS's position.

As of March 1, BTS has won more than 250 million SEK in new digital and virtual deliveries in more than 150 customer projects for delivery as of the second quarter.


It is currently difficult to assess how revenues for physical, digital and virtual deliveries will develop during the rest of the year, however, due to the social distancing restrictions that COVID-19 is causing, revenues from physical deliveries during the year are expected to decrease compared to the previous year.

BTS is focused on coming out stronger long-term of the 2020 pandemic and recession with a larger customer base and a stronger organization. BTS is conducting marketing and sales campaigns to further grow digital and virtual deliveries in 2020.

"We believe that companies' transition to digital and virtual deliveries during the COVID-19 crisis creates new habits that will continue to persist after the crisis. This change in the market will provide additional growth opportunities for BTS within digital and virtual deliveries," says Henrik Ekelund, CEO of BTS Group. "At the same time, we believe that after the crisis there will be a pent-up need for the physical deliveries that many customers are now pushing forward".

"BTS is now focusing on virtual and digital deliveries combined with extensive up-skilling. In this way, it is our ambition that our organization will emerge stronger from the crisis and take advantage of growth opportunities in all three areas virtual, digital and physical deliveries," adds Henrik Ekelund.

For more information, please contact:

Henrik Ekelund CEO and founder BTS Group AB (publ) +46-8-587 070 00

Michael WallinHead of investor relations BTS Group AB 02 +46-708-78 80 19

This information is information that BTS Group AB (publ) is obliged to make public pursuant to the EU Market Abuse Regulation. The information was submitted for publication, through the agency of the contact person set out above, on April 23rd, 2020 at 11:40 CET.

About BTS Group AB

BTS is a global professional services firm headquartered in Stockholm, Sweden, with over 830 professionals at 35 offices located on six continents. We focus on the people side of strategy, working with leaders at all levels to help them make better decisions, convert those decisions to actions and deliver results. At our core, we believe people learn best by doing. For 30 years, weve been designing fun, powerful experiences that have a profound and lasting impact on people and their careers. We inspire new ways of thinking, build critical capabilities and unleash business success.

Its strategy made personal.

We serve a wide range of client needs, including: Assessment centers for talent selection and development, Strategy alignment and execution, Business acumen, Leadership and sales training programs, and On-the-job business simulations and application tools.

Story continues

We partner with nearly 450 organizations, including over 30 of the worlds 100 largest global corporations. Our major clients include, for example, AT&T, Chevron, Coca-Cola, Ericsson, Google, GSK, HP, HSBC,, and Unilever.

BTS is a public company listed on the Nasdaq Stockholm exchange and trades under the symbol BTS B.

For more information, please visit


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BTS updates on financial and operational effects related to COVID-19 - Yahoo Finance

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April 24th, 2020 at 12:52 pm

Posted in Sales Training

Further Understanding GTT Communications’ Business And Other Updates, Still Worth 3x+ Current Prices – Seeking Alpha

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We previously wrote here on GTT Communications (GTT) in March. In this article, we first summarize the opportunity, try to better explain the business model and customer value proposition, and discuss the new Head of Sales and CFO.

GTT Communications provides internet services to large corporations. Unlike its telecom competitors that focus on constructing and owning their network infrastructure, GTT prefers to just rent from others. This broker/reseller model provides GTT a cost advantage given the telecom industry cost structure (high upfront fixed costs and near-zero ongoing marginal costs) and deflationary economics (improvements in fiber and routing technology keep marginal costs below average costs and the average cost curve falling over time). These dynamics naturally result in consistently declining telecom prices but actually benefit GTT's reseller model via lower input rental costs. GTT also has a customer service advantage in that it can offer an unbiased one-stop-shop solution by combining the best parts of other networks.

GTT's unique model is misunderstood given legacy competitors (e.g., AT&T (T), Verizon (VZ), and CenturyLink (CTL)) have always and continue to focus on owning their networks. While GTT has a demonstrated ability to grow organically, it has mainly scaled so far via acquisitions. 2 of its recent transactions (Hibernia and Interoute) were large and created temporary integration-related issues that slowed new sales, increased churn, and created operational complexities that are now largely behind them. A short seller was able to capitalize on these issues with a false narrative that GTT has a broken business, can't grow organically, uses non-GAAP metrics to hide profitability, and will go bankrupt. As we will explain, its value proposition is clear and compelling. The integration-related issues, non-cash amortization expense, and non-recurring M&A charges (e.g., restructuring, severance, and deal expenses) are masking the high free cash flow generative nature of the model.

GTT has also built up a high debt load through its past acquisitions. When you consider the predictability of GTT's business (recession resilient and growing demand, combined with significant switching costs for large customers), the debt load is very manageable and an upcoming divestiture of some previously acquired network infrastructure assets will bring it down substantially.

The stock is trading at ~3x our estimate of 2020 free cash flow vs. a fair multiple of at least ~10x, and significant upside at its historical multiples of ~20-30x. The downside at these levels is low given the cheap valuation, attractive debt structure with little default or refinancing risk (no maintenance covenants and no real maturities until 2025), and an upcoming divestiture of non-core assets (trade for 20x+ cash flow). Catalysts to realizing value include an impending short squeeze, announcement of signed divestiture transaction, and continued positive operating momentum in FY20. Incentives are also aligned given management plus the board of directors own 47% of the total shares and other long-term shareholders, including the Sequoia Fund, collectively own another 24% of shares.

The telecom business is simple. While telecom companies have a confusing set of product names (e.g., MPLS, SDWAN, Ethernet, etc.) that seem to require many advanced degrees to understand, at a basic level, they are simply providing internet services. The different product names are really just differences in billing plans.

GTT focuses on selling internet services to larger companies. Their needs are very different from residential customers, who have 1 home and only use 1 provider like AT&T, Verizon, Comcast (CMCSA), or Charter/Spectrum (CHTR). Large companies tend to have 100s, if not 1,000s of locations globally where they need to get internet access. And just like consumers, they still want to work with only 1 internet provider, or at least as few as possible, to avoid the unnecessary complexity around receiving multiple bills, having multiple online network management portals, and dealing with multiple parties for troubleshooting/IT support. In short, these large companies prefer paying higher prices to 1 provider in exchange for a more convenient and simpler internet solution.

There are over ~6,000 global internet providers, each with its own geographic footprint of on-network, or "on-net" locations (customer locations where the provider owns the last mile cable connecting it to their core network) and no 1 provider having complete network coverage. This means that a larger company's primary provider must resell its competitors' networks to reach locations outside its on-net footprint. This is called an off-network, or "off-net" service (reselling from whoever owns the last mile cable). Here is where the challenge lies - no internet provider likes providing "off-net" services but their customers still need them to.

Providers don't like selling off-net because of the financial impact, namely the large and upfront costs needed to build their own networks. On-net services are much higher margin (no rental fees paid to competitors) and maximize the ROI of their own network infrastructure. They also have other reasons to hate providing off-net services: working with competitors is slow, manual/labor intensive, and increases sales and implementation lead times. This is due to 1) no uniform pricing or service delivery standards due to differing rules, technologies, and regulations across regions and even providers in the same geography; and 2) lack of transparency related to pricing and supply as providers treat this data as proprietary.

Additionally, even if a location is on-net for a customer's primary provider, the customer still might want them to go off-net if they don't have the right access type. Every provider focuses on different last-mile access options (e.g., fiber, coaxial, DSL, satellite, 3G/4G/5G). The best choice access option depends on a customer's preferences for cost, speed, performance, resiliency, and security.

The final problem relates to demand. With the ongoing adoption of cloud services, IoT, and software-as-a-service (SaaS), demand for internet access continues to grow rapidly (20%+ volume growth per year). This demand is also now coming from a more distributed set of locations. For example, unlike before, now even local sales offices need fast and secure internet, so they can use cloud/SaaS applications. Ultimately, this means more demand for off-net services.

In summary, here is the problem: large customers typically have many locations and want 1 provider to serve them in all geographies. At the same time, no 1 provider has complete on-net coverage and even though they don't want to sell off-net service, everyone must do so. And all of this during a time when customers' demand for off-net services is rapidly growing.

Enter GTT, who focuses specifically on solving this challenge for large companies. GTT prefers to rent its entire network from other providers, so effectively all of its services are off-net. It does this by using a proprietary, internally developed software it calls the connectivity management database, or CMD, that allows it to automate many of the off-net complexities, including network design, pricing, implementation, and management. While GTT has lower profit margins than its competitors, it avoids the large capital expenditures needed to building an expensive network (though it still needs some routing equipment at major locations and at customer sites). By focusing on renting, GTT also benefits from industry cost declines through technological advances in fiber optics and routing equipment that result in lower rental expenses over time.

Ultimately, GTT's model allows it to be unbiased about on-net and off-net access, and unbiased about which last-mile access option to use. It can piece together the best solution for large companies based on their needs/preferences and be the "one throat choke", something other providers can't do given their focus on building infrastructure. While GTT isn't a well-known consumer brand, it is among the top 4 ranked globally in terms of internet traffic volumes. This gives it scale advantages that make it one of the best performing, lowest cost internet networks around the globe. This means GTT can offer better service and lower prices than competitors.

Sources: 2019 GTT 10-K, THE RED THREAD: My Fortunate Life in Telecommunications (Book by GTT Chairman H. Brian Thompson), Telecom 101 (Detailed Industry Primer on the Telecom Industry), GTT Investor Relations, Woodmere Value Management Analysis

In June 2019, GTT hired a new head of US sales, Ernie Ortega. Ernie has a very successful track record of leading sales teams at other providers and has implemented a number of very positive updates at GTT. These include bringing in key sales leaders he has worked with before, as well as adding/refreshing processes for sales training, lead prospecting and management, account reviews, account management, and client experience initiatives. His initiatives have been very successful at past firms and are just now starting to bear fruit at GTT.

GTT has built up a large amount of debt related to its past acquisitions. GTT's new CFO hired this month has most of his pay tied to closing a divestiture transaction and significantly bringing debt down. When you consider the predictability of GTT's business (recession resilient and growing demand, combined with significant switching costs for large customers), the debt load is very manageable and divestiture will bring it down substantially.

A well respected and successful private equity firm Charlesbank disclosed a new investment in GTT and now owns ~7% of the company. This should accelerate a short squeeze, create a potential take-private transaction, and at least supports our view that GTT is very cheap.

The COVID-19 virus has impacted the overall M&A market and continued issues could delay a divestiture transaction. We think this hasn't really impacted the market for long-term infrastructure like fiber, data centers, etc. given the increased demand for bandwidth as people work remotely and general resilience of the asset class.

COVID could also impact revenue growth if certain types of large customers (e.g., retailers) go bankrupt. However, given GTT's relatively low market share today and its compelling value proposition, any issues should be temporary noise. COVID could even accelerate revenue growth if customers become hypersensitive to price and are more willing to switch to GTT for its lower prices.

We believe the temporary issues facing GTT are now behind them and have created an extraordinary buying opportunity for those willing to understand the complex story and situation.

Disclosure: I am/we are long GTT. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

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Further Understanding GTT Communications' Business And Other Updates, Still Worth 3x+ Current Prices - Seeking Alpha

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April 24th, 2020 at 12:52 pm

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Kask America to distribute Pirelli tires in the US – Bicycle Retailer

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MILAN (BRAIN) Pirelli bicycle will now be distributed by KASK America in the U.S.

KASK sales and marketing director, Alberto Fonte, said,We areexcited topartner with such an esteemed brand to bringfurther benefitto our customers. Pirelli truly appreciateKASKs philosophyand their high-quality products perfectly complement the premium package we are able to offerto the US market. This agreement fits perfectly into our long-term sales strategy.

Fonte said HLC, which had been Pirelli's exclusive North American distributor, will keep distributing Pirelli exclusively in Canada.

"Whilst KASK America is the main partner in the United States, HLC will also keep distributing Pirelli in the U.S. as service partner," he said.

Pirelli bike tires are available formountain bike, road, gravel, urban and e-bike applications.

"Pirelli chose to collaborate with KASK America for the North American market because of its success with high-end Italian premium brands, outstanding reputation and worthwhile future. KASK America's widespread network and deep knowledge of the North American market dynamics will add to Pirelli's existing distribution network. KASK America will provide the technical training to IBD's, retailers, and shops across the US. KASK America's strong relationships with retailers will further enable top sales across the broad spectrum of Pirelli's premium Italian products to the marketplace," the company said.

KASK America, opened in 2010, offers its own brand of Italian-made helmets and sister-brand KOOs cycling eyewear.

For more information contactinfo@kaskamerica.usor

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Kask America to distribute Pirelli tires in the US - Bicycle Retailer

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April 24th, 2020 at 12:52 pm

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How one CRE firm is expanding as others contract – Real Estate Weekly

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While many in the industry are cutting back, commercial real estate workhorse Marcus & Millichap is witnessing an agent hiring boom.

Since the outbreak of the corona virus in early March, the firm has seen applications for sales and finance jobs double.

And its new online recruitment sessions are drawing more and more interest as job hunters look to get ahead of the estimated 1.5 million New Yorkers whove lost their jobs as a result of the pandemic.

Our philosophy at a time like this is we will continue to recruit agents because the world is going to need more advisors, not less, Susan Bands, the firms associate regional manager, Manhattan, told an online career presentation given on Thursday (April 23).

We are preparing for when the real estate market comes back, and we expect it to come back with a force. We are interviewing remotely now, and well train remotely if we have to. We have no intentions of slowing down.

Indeed, after a stellar 2019 that saw the Manhattan office alone close over $2 billion in deals in what many considered a down market, Marcus & Millichap was poised for another solid year until COVID-19 struck.

Despite a downturn, Bands said, We are still signing and closing deals, and our agents are spending more time on the phones with clients than ever before.

Our company has state-of-the-art network infrastructure, databases and real estate applications, all of which are remote-enabled.

She said the firm was quick to react to the virus with its own remote contingencies and the firm is very much open for business.

She said the normal recruiting effort had been moved online, with live presentations like Thursdays attracting upwards of 50 viewers at a time with mostly college graduates looking for entry level positions.

John Krueger, regional manager for Marcus & Millichap Manhattan, was quick to tell Thursdays viewers they wouldnt be chasing the multi-billion dollar deals they read about in the press, noting, There are only a handful of brokers in New York City who handle deals like that. We play in the $200 million and below sector, thats our focus and thats why we dominate in our area.

Indeed, the entry level positions are 100 percent commission based, but Krueger was selling a training program that promises to groom them for those skyscraper deals. I came from Indiana. I had a cornfield in my backyard, he said. But here you can learn the business without having a certain pedigree or certain last name. If you put your head down, youll have the opportunity to thrive.

Krueger cited recent historic shocks to the global economy, ranging from the 2009 financial crisis to 9/11, bust to the Kuwait oil price shock. In each and every one of those events, the GDP went down, jobs were lost, unemployment rate rose, retail sales went down, but the positive is really a boomerang effect.

During the following 12 months, after every one of those events, you saw a 30 percent growth in the stock market, and were going to have something similar to that and thats what we keep telling our clients. Thats what we keep telling our investment sales force. We have to weather the storm. We have to be smart and we have to be ready for things to pick back up.

And while the pace of deals may have slowed, Krueger said that doesnt mean theres no work getting done.

For each and every client, were asking questions and trying to find out what these clients need so we can provide solutions for them, he said.

Theres massive business volumes that have come just through counseling clients, advising clients in these market disruptions and uncertainty. And when things do stabilize, theyre going to remember, who was there, who was providing guidance and leadership and was an advisor and not trying to just make a quick fee off of them, but really giving them the facts and helping them make an informed decision.

While the focus for now is on junior agents and loan negotiators, Marcus & Millichap plans to hire around 35 agents in Manhattan. In the past six weeks, the firm has conducted 63 interviews for those jobs and continues to be on the lookout for more experienced agents.

Our firm is known for recruiting juniors, training and molding them as salespeople, and turning them into significant earners, said Bands. Our senior agents serve as mentors and team-leaders, which fosters an amazing culture of collaboration, growth and development for everyone.

With over 2,000 professionals in 82 offices throughout the U.S. and Canada, Marcus & Millichap closed 9,726 transactions in 2019, with a sales volume of approximately $50 billion.

Just this month, Marcus & Millichap acquired a Dallas-based commercial debt brokerage, Metropolitan Capital Advisors in a move president Hessam Nadji said would aid in the execution of an overall strategic growth plan.

On Thursday, Krueger told the online candidates, Were going to get through the corona virus and were going to find a way to move forward. We may not be setting records, but were doing a lot better than I would have thought just two or three weeks ago.

Since the corona virus pandemic shut down the country, several major real estate firms have announced cutbacks and furloughs, including Avsion Young, Terra Holdings, Compass, Brookfield-backed Convene, and Knotel, among others.

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Marketing And Sales Consulting Market Growth, Overview with Detailed Analysis 2020-2026| EK Consulting, McKinsey & Company, Interliance…

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Marketing And Sales Consulting:

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Long Beach projects revenue loss of about $40 million this year due to pandemic – Signal Tribune

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City Council approves economic-relief plan to help workers and businesses.

Anita W. Harris, Staff Writer|April 22, 2020

Courtesy Long Beach Economic Development

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Besides its devastating health impact, the COVID-19 pandemic is hitting the local economy hard as well.

The City of Long Beach will suffer a total revenue loss of between $38 million and $44 million by the end of 2020, according to an April 13 memo from the Director of Financial Management John Gross.

Gross projects the Citys general operating-fund budget to fall short by $14 million to $22 million this year, especially due to reduced oil sales and hotel taxes. Gross further projects the Long Beach Airport to lose $10 million in revenue this year due to low passenger volume.

The Citys costs related to COVID-19 including setting up an incident-management team and emergency-operation center amounted to about $5.5 million by the end of March, Gross said. He added that some of those costs may not be reimbursable by state or federal funds and do not include deferred rent, tax rebates or loans to assist businesses.

The current pandemics financial impact will also result in future-year budget losses of up to $27 million through 2024, Gross said.

Further impacting the Citys ongoing financial woes are litigation preventing Measure Ms transfer of water-and-sewer revenue to the general fund, higher pension costs and lower pension-related investment earnings and higher labor-agreement costs.

Gross added that future-year budget projections also do not consider an economic slowdown, which may now be more likely following the pandemic.

The City is currently taking steps to control costs, such as reducing one-time projects and non-pandemic and non-essential operating expenses, including staff hiring, Gross said.

However, the financial strain on the City may be understated because projections assume the pandemic will last through the end of May and be followed by a very strong economy after a recovery period of the rest of 2020 and early 2021.

Because these assumptions may turn out to be optimistic, Gross said, the City should be prepared for more adverse impacts than this initial assessment indicates.

Economic relief To help mitigate the financial impact of coronavirus-isolation measures on workers and small-business owners, the Long Beach City Council unanimously adopted an economic-relief package during its April 14 meeting.

The relief package includes specific steps that the City will take to cover gaps in federal relief measures and help workers and business owners continue functioning during the pandemic emergency.

Among the measures, the council will approve an ordinance once the city attorney drafts it requiring Long Beach employers with more than 500 employees nationwide to give their employees supplemental sick leave of up to two weeks.

Supplemental sick leave for workers in companies with 500 or fewer employees is already covered by the federal Families First Coronavirus Response Act.

To help the local hotel industry specifically, the City will create a Hospitality Recovery Task Force to develop strategies for recovering business travel and tourism, according to an April 15 statement from Long Beachs Joint Information Center.

Hotel and janitorial workers who have been laid off will be protected by worker-retention and rehire policies once the council approves an ordinance for that.

The Citys new Emergency Microloan Program will help small businesses and nonprofit organizations that cannot obtain federal loans to operate during this time. For businesses and homeowners, the City will also develop a mortgage-assistance program with the help of nonprofits and development companies. And it will assist mortgage holders in accessing state and federal programs to prevent foreclosure.

The City already created a checklist of new protocols that essential food and grocery businesses had to post as of April 15 to help ensure the safety of both customers and workers, such as keeping six feet apart in checkout lines.

The City is also assisting those in quarantine with over $1 million in grants through nonprofit partnerships.

During the council meeting, which was conducted by teleconference, City Manager Tom Modica highlighted 12 key areas from an approximately 150-page report developed by the Economic Development Department under Director John Keisler. The council had requested a report on how to maintain economic resiliency at its March 17 meeting, the same week it issued its safer at home policy.

In addition to the above items, the reports guidelines include training hotel and restaurant workers in COVID-19 safety precautions, staggering fees for small-business development and promoting digital inclusion by helping residents and businesses with internet access, hardware and training.

During its discussion, the council specifically addressed whether franchises should be included in the definition of companies of 500 or more and how long the policies would remain in place. It agreed that franchises should be included and that staff would update the council every 90 days.

The council also agreed that employers must allow workers to adjust their schedules for coronavirus-related issues, such as childcare and helping family members who are ill. Employers must also give part-time workers full-time hours before hiring any additional workers, the council agreed.

Many of these policies echo those of the County of Los Angeles and the City of Los Angeles (LA) as well, according to the staff report. LA alone is projecting a $231 million revenue loss this year and $598 million next year, according to an April 15 statement from LA Controller Ron Galperins office.

LA projects its travel and tourism income to fall by 70%, with tax revenue down by $61 million this fiscal year and up to $80 million in 2021.

Long Beach Mayor Robert Garcia said during the council meeting that LA and Los Angeles County are adopting similar economic-relief packages and that the council will periodically update Long Beachs policies and health orders to align with those other agencies.

Im proud that this economic-relief package protects workers and small businesses, Garcia said in a statement. Long Beach residents deserve paid sick time during this health crisis and our small businesses need loans and access to grants.

For more information, call the Long Beach COVID-19 hotline at (562) 570-INFO (4636) or visit For business and worker information, call (562) 570-4BIZ (4249) or visit

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