TheProduct-based Sales Training Market report covers industry chain analysis, latest market trends & dynamics along with cost profit analysis of major key players which focuses on expansion rate, prices, competition, size, prices and value chain analysis of those leaders in the market. The report covers the market landscape and its development prospects over the coming years.

Global Product-based Sales Training Market Report 2019 is a comprehensive, professional report provides a detailed overview of major drivers, restraints, challenges, opportunities, current market trends and strategies impacting the global market. The report provides with CAGR value changeability during the forecast period for the market. The report covered key aspects like the existing market conditions, the pace of growth and CAGR in the forecast period.

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Product-based Sales Training Market Overview:

with the slowdown in world economic growth, the Product-based Sales Training industry has also suffered a certain impact, but still maintained a relatively optimistic growth, the past four years, Product-based Sales Training market size to maintain the average annual growth rate of XXX from XXX million $ in 2014 to XXX million $ in 2018, Report analysts believe that in the next few years, Product-based Sales Training market size will be further expanded, we expect that by 2023, The market size of the Product-based Sales Training will reach XXX million $.

Product-based Sales Training MarketReport Covers followingMajor Key Players:

Product-based Sales Training Market Segmentation by Product Type:Blended TrainingOnline TrainingInstructor-Led Training

Industry Segmentation:Consumer GoodsAutomotiveBFSI

Product-based Sales Training Marketreport also covers all the regions and countries of the world, which shows a regional development status.Regional Segmentation:

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Key Highlights of the Product-based Sales Training Market:

Reasons to Purchase The Report:

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Major Highlights of TOC:

Section 1 Product-based Sales Training Product Definition

Section 2 Global Product-based Sales Training Market Manufacturer Share and Market Overview2.1 Global Manufacturer Product-based Sales Training Shipments2.2 Global Manufacturer Product-based Sales Training Business Revenue2.3 Global Product-based Sales Training Market Overview

Section 3 Manufacturer Product-based Sales Training Business IntroductionSection 4 Global Product-based Sales Training Market Segmentation (Region Level)4.1 North America Country4.2 South America Country4.3 Asia Country4.3.4 Korea Product-based Sales Training Market Size and Price Analysis 2014-20194.4 Europe Country4.5 Other Country and Region

Section 5 Global Product-based Sales Training Market Segmentation (Product Type Level)

5.1 Global Product-based Sales Training Market Segmentation (Product Type Level) Market Size 2014-20195.2 Different Product-based Sales Training Product Type Price 2014-20195.3 Global Product-based Sales Training Market Segmentation (Product Type Level) Analysis

Section 6 Global Product-based Sales Training Market Segmentation (Industry Level)6.1 Global Product-based Sales Training Market Segmentation (Industry Level) Market Size 2014-20196.2 Different Industry Price 2014-20196.3 Global Product-based Sales Training Market Segmentation (Industry Level) Analysis

Section 7 Global Product-based Sales Training Market Segmentation (Channel Level)7.1 Global Product-based Sales Training Market Segmentation (Channel Level) Sales Volume and Share 2014-20197.2 Global Product-based Sales Training Market Segmentation (Channel Level) Analysis

Section 8 Product-based Sales Training Market Forecast 2019-20238.1 Product-based Sales Training Segmentation Market Forecast (Region Level)8.2 Product-based Sales Training Segmentation Market Forecast (Product Type Level)8.3 Product-based Sales Training Segmentation Market Forecast (Industry Level)8.4 Product-based Sales Training Segmentation Market Forecast (Channel Level)

Section 9 Product-based Sales Training Segmentation Product Type

Section 10 Product-based Sales Training Segmentation Industry

Section 11 Product-based Sales Training Cost of Production Analysis

11.1 Raw Material Cost Analysis11.2 Technology Cost Analysis11.3 Labour Cost Analysis11.4 Cost Overview

Section 12 Conclusion

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Finally, this report covers the market landscape and its growth prospects over the coming years, the Report also brief deals with the product life cycle, comparing it to the relevant products from across industries that had already been commercialized details the potential for various applications, discussing about recent product innovations and gives an overview on potential regional market shares.

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Product-based Sales Training Market 2019 Global Industry Demand, Recent Trends, Size and Share Estimation by 2023 with Top Players ...

A research report on Product-based Sales Training Market 2019 Industry Research Report is being published by researchunt.com. This is a key document as far as the clients and industries are concerned to not only understand the competitive market status that exists currently but also what future holds for it in the upcoming period, i.e., between 2018 and 2025. It has taken the previous market status of 2013 2018 to project the future status. The report has categorized in terms of region, type, key industries, and application.

A sample of report copy could be downloaded by visiting the site:marketreports.co/global-product-based-sales-training-market-size-status-and-forecast-2019-2025/103732/#Free-Sample-Report

Global Product-based Sales Training revenue was xx.xx Million USD in 2013, grew to xx.xx Million USD in 2017, and will reach xx.xx Million USD in 2023, with a CAGR of x.x% during 2018-2023.

Major Geographical Regions

The study report on Global Product-based Sales TrainingMarket 2018 would cover every big geographical, as well as, sub-regions throughout the world. The report has focused on market size, value, product sales and opportunities for growth in these regions. The market study has analyzed the competitive trend apart from offering valuable insights to clients and industries. These data will undoubtedly help them to plan their strategy so that they could not only expand but also penetrate into a market.

The researchers have analyzed the competitive advantages of those involved in the industries or in the Product-based Sales Trainingindustry. While historical years were taken as 2013 2017, the base year for the study was 2017. Similarly, the report has given its projection for the year 2018 apart from the outlook for years 2018 2025.

Key Players and Type

Like any other research material, the report has covered key geographical regions such as Europe, Japan, United States, India, Southeast Asia and Europe. Researchers have given their opinion or insights of value, product sales, and industry share besides availability opportunities to expand in those regions. As far as the sub-regions, North America, Canada, Medico, Australia, Asia-Pacific, India, South Korea, China, Singapore, Indonesia, Japan, Rest of Asia-Pacific, Germany, United Kingdom, France, Spain, Italy, Rest of Europe, Russia, Central & South America, Middle East & Africa are included.

Major players in the report included are :

Types covered in theProduct-based Sales Trainingindustryare :

Applications covered in the report are :

Report Aims

The objective of the researchers is to find out sales, value, and status of the Product-based Sales Trainingindustry at the international levels. While the status covers the years of 2013 17, the forecast is for the period 2018 25 that will enable market players to not only plan but also execute strategies based on the market needs.

Read Detailed Index of full Research Study at @marketreports.co/global-product-based-sales-training-market-size-status-and-forecast-2019-2025/103732/

The study wanted to focus on key manufacturers, competitive landscape, and SWOT analysis for Product-based Sales Trainingindustry. Apart from looking into the geographical regions, the report concentrated on key trends and segments that are either driving or preventing the growth of the industry. Researchers have also focused on individual growth trend besides their contribution to the overall market.

There are 15 Chapters to display the GlobalProduct-based Sales Trainingmarket.

Sections 1. Industry Synopsis of Global Product-based Sales Training Market.

Sections 2. Product-based Sales Training Market Organization Producers analysis and Profiles.

Sections 3. Product-based Sales Training Market Size by Type and Application.

Sections 4. Global Product-based Sales Training Market 2018 Analysis by key traders.

Sections 5. Europe Product-based Sales Training Industry Report Development Status and Outlook.

Sections 6. Japan Product-based Sales Training Industry Report Development Status and Outlook.

Sections 7. Development Status and improvements of Product-based Sales Training Market in the United States.

Sections 8. Southeast Asia Product-based Sales Training Market Improvement Status and Outlook.

Sections 9. China Product-based Sales Training Market Report Development Status and Outlook.

Sections 10. India Product-based Sales Training Market Development Status and Outlook.

Sections 11. Product-based Sales Training Market Figure by Aoplications, areas, and Sorts (2018-2023)

Sections 12. Product-based Sales Training Market Factors Analysis.

Sections 13. Product-based Sales Training Market Dynamics.

Sections 14. Research Findings and Conclusions of Product-based Sales Training Market.

Sections 15. Appendix.

Browse Detailed TOC, Tables, Figures, Charts And Companies Mentioned In Product-based Sales Training Market Research Report At@marketreports.co/global-product-based-sales-training-market-size-status-and-forecast-2019-2025/103732/#Buying-Enquiry

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Product-based Sales Training Market 2025: Topmost manufacturers With Size, Regions, Types, Major Drivers, Profits - TheFinanceTime

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A lot of time and money goes into bringing new software to market. According to Thumbtack, even moderately complex enterprise or customer-facing service applications cost between $80,000 to $150,000. More sophisticated offerings - from data-driven apps to tools including business logic - can easily reach $1m.

Keep in mind, these are developer costs only, never mind the activities of company personnel involved in critical areas like strategy, market research, partner programs and more.

Yet, even after the beta customers have weighed in and final tweaks are made, if sales teams and other key stakeholders dont understand the complexities or potential of a new software product, a launch can underwhelm and the return on investment (ROI) fizzle out.

That creates the kind of corporate fireworks you dont want to see, and make no mistake, there are many examples of high performing products losing out to lesser ones due to inferior execution.

Training is essential and it should be as powerful as possible. You dont want to be 'pennywise and pound foolish',undermining serious software development investment by inadequately preparing those directly tasked with moving product. Still, training holds its own challenges and costs, especially with a large sales ecosystem that extends far beyond the walls of your headquarters.

The cloud is the great enabler.

So how do you train dispersed sales teams and partners convincingly and cost-effectively?

Head in the cloud

According to Mettls 2018 State of the Workplace Learning and Development, the biggest challenge in learning is getting employees to actually attend training. You cant afford for that to happen with a new product launch - timing is everything and people need to act quickly. To nip that in the bud, and provide more impactful training, all thats needed is internet connectivity and a browser.

The cloud is the great enabler. As such, it allows virtual training for sales teams, partners and users wherever theyre located, whenever its needed and regardless of numbers. Further, you can keep modules and demos in the cloud for self-paced and on-demand training, enabling participants to learn at their convenience and go back and reference information as needed.

Hands-on the product

A major issue with new software training is the inability to deliver an experience that fully shows how a complex offering works. With a cloud-based virtual IT platform, you can upload even the most complex software quickly and without IT involvement.

This eliminates many time, cost and scale issues that come with traditional training. Further, you can create environments that illustrate how your product works in the 'real-world'and the ways it tackles actual prospect pain points.

The Learning Pyramid notes when it comes to education, the 'practice-by-doing'method is second only to direct teaching. With the cloud, participants can get hands-on experience with your actual product. You can create gamified simulations to enhance retention, which can be done in isolated environments so theres no fear of anyone causing problems if they make a mistake.

This has proven particularly successful in areas like security. In fact, one study revealed 77% of U.S. companies with such interactive employee training programs have successfully reduced attacks.

The cloud, and specific features of virtual training systems, offer a number of additional ways to drive learning. For instance, multi-step classes allow virtual instructors to take trainees from level to level in a logical progression without the need for additional courses.

This ease results in greater comprehension and requires less management from instructors. There are also monitoring tools enabling instructors to see when someone is having difficulty, and via chat, offer assistance when its needed most of all.

Feet on the ground

Planning on-site training for product launches and partner conferences isnt easy. It can take months of work to coordinate and the high cost of travel and accommodations can also make expenses soar.

Virtual IT labs produces dramatic time and cost savings over the traditional approach. And remember, an IBM study found every dollar invested in online training creates $30 of productivity value.That said, its no surprise virtual event training continues to grow in popularity.

Still, many companies see a benefit to large scale, face-to-face gatherings. Once again, with the cloud and virtual training, the need to ship gear, set up and handle logistics is greatly reduced, as are the related costs. And with an internet connection, not only are resources for instructors and training coordinators just a click away, those who cant attend in person can still join in the excitement.

Prepare the sales

When training ends, you can help prepare your sales team and partners to capitalise on opportunities with proof-of-concepts (POCs) and trials that are equally powerful. After all, the right virtual IT labs system can leverage your resources for sales enablement as well.

For starters, that means the ability to provide demos that offer that same hands-on experience. You can also allow them to deliver easily accessible, full-featured test drives and POCs via email. One person can create a template for all sales members and partners, which when updated, ensures everyone is working from the latest approved versions.

This 'build it once'approach means fewer hours and resources are required to construct environments, and they can be customised and spun up in moments.

Some solutions provide visibility into POC usage as well. Through this, sales teams can understand which prospectss are using their software, what features got their attention, what they may have overlooked or where they may have run into difficulty. Then the sales team can step in to offer assistance or use these analytics to close the deal.

Its really all just a part of preparing sales, and with the cloud and virtual IT labs, youll always have resources at the ready to help you make a splash and drive ROI.

About the author

Zvi Guterman is CEO of CloudShare

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How to drive ROI with cloud-based training - Training Journal

The prime objective of the Sales Performance Management Solutions Market report is to help the user understand the market in terms of its definition, segmentation, market potential, influential trends, and the challenges that the market is facing. This research is conducted to understand the current landscape of the market, especially in 2019 up-to the forecast year 2025.

The readers will find this report very helpful in understanding the Sales Performance Management Solutions market in depth. The data and the information regarding the market are taken from reliable sources such as websites, annual reports of the companies, journals, and others and were checked and validated by the industry experts. The facts and data are represented in the report using diagrams, graphs, pie charts, and other pictorial representations. This enhances the visual representation and also helps in understanding the facts much better.

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The Sales Performance Management Solutions Industry report provides a basic overview of the industry including definitions, classifications, applications and industry chain structure. The Sales Performance Management Solutions industry analysis is provided for the international markets including development trends, competitive landscape analysis, and key regions development status. The Global Sales Performance Management Solutions Industry focus on Global major leading industry players, providing information such as company profiles, product picture and specification, capacity, production, price, cost, revenue and contact information. Upstream raw materials and equipment and downstream demand analysis are also carried out.

Global Sales Performance Management Solutions Industry 2019 Research report is spread across 95 pages and provides exclusive vital statistics, data, information, trends and competitive landscape details in this niche sector.

Inquire more or share questions if any before the purchase on this https://www.orianresearch.com/enquiry-before-buying/749228

Top Players in Sales Performance Management Solutions market are:- Oracle IBM Xactly SAP Synygy Netsuite

Firstly, this report focuses on price, sales, revenue and growth rate of each type, as well as the types and each type price of key manufacturers, through interviewing key manufacturers. Second on basis of segments by manufacturers, this report focuses on the sales, price of each type, average price of Sales Performance Management Solutions, revenue and market share, for key manufacturers.

Development policies and plans are discussed as well as manufacturing processes and cost structures are also analyzed. This report also states import/export consumption, supply and demand Figures, cost, price, revenue and gross margins. Third by regions, this report focuses on the sales (consumption), production, import and export of Sales Performance Management Solutions in North America, Japan, Europe, India, Southeast Asia and China.

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With tables and figures helping analyze worldwide Global Sales Performance Management Solutions market, this research provides key statistics on the state of the industry and is a valuable source of guidance and direction for companies and individuals interested in the market.

Finally by applications, this report focuses on consumption and growth rate of Sales Performance Management Solutions in major applications.

The study objectives of this report are:-

To analyze global Sales Performance Management Solutions status, future forecast, growth opportunity, key market and key players. To present the Sales Performance Management Solutions in United States, Europe and China. To strategically profile the key players and comprehensively analyze their development plan and strategies. To define, describe and forecast the market by product type, market and key regions.

Table of Contents-

Executive Summary1 Sales Performance Management Solutions Market Overview2 Global Sales Performance Management Solutions Market Competition by Manufacturers3 Global Sales Performance Management Solutions Production Market Share by Regions4 Global Sales Performance Management Solutions Consumption by Regions5 Global Sales Performance Management Solutions Production, Revenue, Price Trend by Type6 Global Sales Performance Management Solutions Market Analysis by Applications7 Company Profiles and Key Figures in Sales Performance Management Solutions Business8 Sales Performance Management Solutions Manufacturing Cost Analysis9 Marketing Channel, Distributors and Customers10 Market Dynamics11 Global Sales Performance Management Solutions Market Forecast12 Research Findings and Conclusion13 Methodology and Data SourceContinued

List of Tables and Figures

Table Sales Performance Management Solutions Key Market Segments Table Key Players Sales Performance Management Solutions Covered Table Global Sales Performance Management Solutions Market Size Growth Rate by Type 2014-2025 (Million US$) Figure Global Sales Performance Management Solutions Market Size Market Share by Type 2014-2025 Figure Cloud Figures Table Key Players of Cloud Figure On-Premise Figures Table Key Players of On-Premise Table Global Sales Performance Management Solutions Market Size Growth by Application 2014-2025 (Million US$) Figure Incentive Compensation Management Case Studies Figure Territory and Quota Management Case Studies Figure Sales Planning and Monitoring Case Studies Figure Sales Pipeline Management Case Studies Figure Sales Forecasting and Sales Performance Analytics Case Studies Figure Sales Training and Coaching Case Studies Figure Others Case StudiesContinued

About Us:Orian Research is one of the most comprehensive collections of market intelligence reports on the World Wide Web. Our reports repository boasts of over 500000+ industry and country research reports from over 100 top publishers. We continuously update our repository so as to provide our clients easy access to the worlds most complete and current database of expert insights on global industries, companies, and products. We also specialize in custom research in situations where our syndicate research offerings do not meet the specific requirements of our esteemed clients.

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Sales Performance Management Solutions Market 2019 by Type (Cloud, On-Premise), by Application (Incentive Compensation Management, Territory and Quota...

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In an area of skills shortages is it better to hire qualified candidates or upskill your own? Billy MacInnes reports

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Read More: Cisco Datapac Fujitsu longform Renaissance skills gap Tech Data Academy training

Skills and training are huge issues for channel partners and their customers. Its not an exaggeration to say that the IT industry has suffered from an enduring skills gap for many years. So how do Irish channel partners ensure they have the requisite skills and training to support their sales and support activities in a market where many complain it is hard to find the right people? And if they have them, how do they retain staff that are in demand elsewhere?

Compounding the stresses of skills shortages for Irish companies is the presence of larger multinationals that can offer bigger salaries to potential recruits that have the requisite skills. How can channel partners compete with them for staff and how can fend off advances from multinationals for those they already have? Would it make sense for channel partners to devote more time to training staff straight from college via apprenticeships and graduate programmes?

The skills gap is a major issue across the IT industry, Whitson acknowledges, citing research from Cybersecurity Ventures which estimated there would be a global shortage of 3.5 million cyber security experts by 2021. Future growth and success for Irish channel partners is going to be dependent on coming at the problem from a different angle, he argues. Youll need to be smart and canny if you want to compete.

As a distributor, Tech Data provides training and skills development at a number of levels. It offers vendor-certified technical and sales training that enables partners to keep their key skills sharp. Whitson claims this is especially important in emerging areas of technology, such as IoT, analytics, and machine learning. With these next-gen solutions, you are all selling into the line of business and need people who can sit down with the board and translate how the technology helps them to transform. For this, you need individuals with a highly valued skill set, he says.

The companys Practice Builder Programme is designed to help channel businesses transform themselves around the latest technologies and high-growth markets. For example, Tech Data might help a traditional reseller to make the shift to becoming services-led. We aim to help the partner develop a unique value proposition that fits with where they want to take their business, he states. The distributors accelerator programmes are designed to plug partners into channel programmes and develop specialisation around a particular vendor technology.

Channel partners can also use Tech Datas professional services expertise and resources to plug their skills gaps. Whitson claims partners can use Tech Datas extensive resources and contract in our experts and tools for projects as and when they need them. That means they can keep overheads down, while staying nimble and flexible.

They can contract in Tech Datas portfolio of services across a number of different technology areas. Partners just need to sell the service, Tech Data will manage the implementation. This gives them the opportunity to test the waters in a new area, grow business and build revenue, until such time that they can justify bringing their own resources on-board. We also have fully formed solutions that partners can sell. For instance, our IoT team has developed its own solutions catalogue, and we also have cybersecurity and audio-visual solutions ready to go.

But what about retaining staff? Its simple, Whitson remarks. Provide them with an enjoyable, rewarding environment where they not only can be successful, but also see their success celebrated. This of course requires great leadership from those at the top. The big question then becomes, how do you create an environment that nurtures great leadership? That is a whole separate subject.

The increasing need for talent and high-quality skills development has important implications for the Irish labour market supply, OMalley warns. Improved and industry-specific skillsets are key to engender a more efficient workforce, which supplies businesses demands. Businesses are also under pressure to try to attract and retain talent with core technology skills, such as AI, cloud and Blockchain.

He argues it is fundamental that people who were not previously able to enter the workforce can now participate and upskill. Fujitsu places a big emphasis on building the skills pipeline by encouraging students to get involved at an early age through our involvement with local schools and in an advisory capacity on education and training, OMalley reveals.

It is also important to look beyond the traditional education sector and make people aware of the possibility that conversion and reskilling programmes and continuing professional development are pathways into ICT that must be explored.

The vendor has a strong network of channel partners in Ireland and it works closely with them so the company is well-placed to discuss how industry and employees can stay relevant and equipped in todays world of radical change. OMalley says that one of the things we are currently sharing with our partners is the importance of trust in terms of attracting and retaining talent. Fujitsu recently published a report entitled Driving a Trusted Future in a Radically Changing World, which found that people are less trusting of organisations than they were five years ago. If companies dont remedy this trend, they will fail in attracting and retaining skilled workers, he warns.

The gap in skills and the shortage in availability of skills are ever present throughout the IT industry, Conway admits, adding the issue is particularly challenging when it comes to cyber skills. The main challenges concern the availability of relevant and current skills, the ability to recruit skilled people and the ability to retain skilled people when recruited.

When it comes to availability of skills, Conway believes this is partly because the relevant skills are difficult to teach and without significant work experience, the individuals who come out of the training processes are inexperienced and unable to deliver the service levels to the necessary extent. He recounts presenting to a group of post graduate cyber students outlining the industry and how it was structured, covering users, channel, distribution, vendors and consultants. When I asked what sector most of these soon to be graduates and specialists in cyber wanted to get into, the overwhelming majority wanted to be consultants, he recalls. So the channel still has some way to go in persuading students that it provides a good career path for them.

One way to do this, Conway suggests, is to take on paid interns as part of their college courses, as Renaissance has done, because it gives them a huge opportunity to develop their experience so that they are employable. Our focus when taking on interns is that when they finish with us their CV and experience has built up to a degree where they are employable. To achieve this aim, the distributor ensures they get actual real brand accreditations and experience, so they work on live and relative technologies deployed out in the field.

This is something that colleges will need to look at, he believes, by changing their focus from some of the more theoretical elements to actual practical real life elements in order to turn out more rounded graduates better equipped for the market. This can be done through intern programmes or else changing the curriculum.As for recruiting skilled people, Conway says the challenge needs to be addressed by making the channel more sexy if that is possible and perhaps by the channel reaching out to the colleges to be part of the programmes. He wonders whether the industry needs a body to focus on delivering these skills or if vendors should deliver appropriate, and free, training and accreditations. The obstacle of having to pay significant sums for these accreditations is challenging. The vendors who embrace education and training are, for the most part, the most successful. Sadly, everything is now done by spreadsheet and sometimes all that reveals is the cost, not the value, of training and education.

Kavanagh makes the significant point that competition for talent is something everyone is experiencing, not just in the IT industry but far beyond, with companies in all sectors becoming increasingly digitalised and in need of specialist skills. And when it comes to Ireland, success can bring its own problems. In many ways Irelands economic success is a driving factor behind this due to current high levels of employment, he observes.

From Ciscos perspective, in terms of attracting and retaining staff, the focus is on making the company an inclusive and diverse place to work, where people are excited by the work they are doing, being flexible to the demands of modern life and making people feel like they are contributing to society. This makes us a better company, a better global competitor and a better corporate citizen.

Like a number of other respondents, he makes the point that an obvious solution to the challenge of skills shortages is to expand the existing talent pool by upskilling those who are willing to learn, regardless of their background. Cisco has done this by extending its Networking Academy programme to make digital skills training accessible to everyone in Ireland by offering entry level courses through Irelands libraries. Since 1999, more than 21,600 students in Ireland have completed Networking Academy courses through 26 academies, and 89% of them have obtained jobs or gone on to further opportunities as a result.

Kavanagh adds that Cisco places a big emphasis on recent graduates too, giving them opportunities through our long-standing partnerships between our Galway R&D centre and local universities.

The problem with a lot of recruitment strategies in the Irish tech sector, including the channel, is the emphasis on recycling talent in the existing pool, OConnor argues. If we are to sustain a successful indigenous technology industry long term and remain competitive for the global technology organisations that Ireland seeks to attract and retain, the focus needs to be on widening the talent pool. This can happen in a number of ways, she adds, such as collaborating more closely with the education sector, encouraging more women into technology roles and enabling skills conversion programmes for people who have trained and/or worked in other areas.

She describes technology as a great enabler that allows people to work from any location. Opening up the regions to more technology employment will help to alleviate the skills gap and provide more opportunities for businesses to grow and regions to thrive, OConnor suggests. Datapacs Network Operations Centre, for example, is based in Enniscorthy. This gives our team the opportunity to achieve world-class accreditations, work on highly innovative projects and provide the highest levels of client support, while still enjoying the many benefits of living in the South East, she says.

Datapac also places a huge focus on collaboration with local schools and third level institutions. The company has employed more than 160 third level students on its work placement programme to considerable success for both parties. Students gain practical, hands-on experience working across the business and many have gone on to Datapacs graduate programme and ultimately built successful careers with the company.

Most recently, we have hired 10 graduating students from Carlow IT on our graduate programme, she reveals. To make this a success, weve worked very closely with the graduates and colleges to ensure they are developing the right skills and are able to make a positive impact. Datapac has made a considerable investment in consistent, structured mentoring and two-way feedback with the students and relevant contacts within the colleges. This collaborative approach ensures the investment is worthwhile for the students and graduates, the colleges, and for Datapac, she claims.

The company also works closely with local schools, particularly Transition Year students, to provide taster sessions of what it is like to work in a technology company, including career talks with various team members and senior engineers.

While the primary goal of our work with schools is to encourage students from all backgrounds to tick technology related courses on their CAO applications, OConnor remarks, were also finding some students are choosing to join the workforce after school to work with a company like Datapac to gain real experience and find an alternative path to a successful career should they choose it.

Encouraging diversity and inclusion is also crucial. She says that Datapac has developed policies which have allowed us to take a lead in this area. We have a programme that enables senior leaders in the company, including myself, to mentor female business colleagues, providing them with strong role models and empowering them to succeed at Datapac. The company continually hones its approach, looking at all aspects of the business. Even our job descriptions are carefully worded to encourage a diversity of applications for each position, she states. Our policies are working. A significant proportion of our workforce is female and this increases further at management level.

Read More: Cisco Datapac Fujitsu longform Renaissance skills gap Tech Data Academy training

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Finding the right fit - TechCentral.ie

No gas to buy. No engine noise because, well, theres no engine. And hardly any maintenance.

Those are just some of the advantages to owning an electric vehicle, a choice that more people are making.

Sales of electric vehicles and of hybrids, which run on gas and battery, are expected to comprise more than 20 percent of annual vehicle sales in 2030, according to the Edison Electric Institute, an association that represents electric companies.

If youre in the market for an electric or hybrid vehicle, heres a run-down of questions and answers that could weigh into your decision:

1. What are the cost benefits of driving an electric vehicle?

In Florida, it costs about half as much to drive an electric vehicle as one that runs on gas, according to an online tool by Energy.gov. In a recent check, regular gasoline cost $2.35 a gallon in the state while an e-gallon cost $1.09. An e-gallon measures what it costs to drive an electric vehicle the same distance as a similar vehicle that runs on gasoline.

Electric vehicles also have fewer moving parts so maintenance costs tend to be lower, according to a report by the Southern Alliance for Clean Energy, an organization in Knoxville, Tenn., that promotes responsible energy choices. The electric vehicles primary part is the shaft, which requires little or no maintenance. The batteries are sealed and are maintenance free, although life of the batteries is limited and they require periodic replacement.

2. What are consumers concerns about buying electric vehicles?

Affordability is the biggest issue, but some say thats a misconception.

Electric vehicles start at about $37,000, including cars such as the Hyundai Kona Electric, the Chevy Bolt and Kia Soul Electric. The Teslas latest Model 3, which include autopilot, enabling your car to steer, accelerate and brake automatically, costs $39,500, according to a Tesla blog post in April.

In comparison, the average cost of a new gas-powered car in the U.S. was $37,400 as of August 2019, up 2 percent from a year ago, according to Kelley Blue Book.

But concerns over the cost of electric vehicles compared with traditional vehicles, their driving range and lack of readily available charging stations were the biggest obstacles named by about 1,600 car shoppers in August survey by Autolist.com, a vehicle sale and research site.

Some consumers have range anxiety, the concern the vehicle will run out of juice before it can be recharged. But an increasing number of charging stations is expected to ease that concern.

Were on the very tip of the disruption curve. Were going to see very rapid growth in this technology as more people get comfortable with it, said Stephen Smith, executive director of the Southern Alliance for Clean Energy, which advocates for electric vehicles and offers test drives at special events.

Florida Power & Light Co. recently announced its planned installation of more than 1,000 electric vehicle charging stations at parks, tourist destinations and large workplaces in its service territory, which is half the state. And in July, Florida Gov. Ron DeSantis announced plans to increase charging stations along major roads and highways in the state.

In Florida and nationwide, charging stations can be found online at ChargePoint.com or Greenlots.com.

3. What do drivers say about their electric vehicle experience?

Citrix Systems, a technology company, has had electric vehicle charging stations at its Fort Lauderdale, Fla., headquarters since 2013.

The company has four stations with plans to add more because the number of employees who drive electric vehicles continues to grow, said Chris Fleck, vice president and technical fellow at Citrix, who drives a Tesla Model 3.

What I like about (my Tesla) is the safety, convenience, and acceleration. The overall experience is just incredibly good, Fleck said. But what really impresses this technologist is that his Tesla receives software updates every month.

Tesla added Sentry Mode, for example, to help protect against break-ins and theft. Cameras used for the autopilot feature record activity around the car when it is parked. Lights flash, the stereo goes full blast, and a screen message lets the intruder know hes being recorded.

Rafael Santoni, marketing systems analyst at Citrix, is so enthusiastic about the Tesla that he founded the Tesla Club of South Florida, which holds educational events on electric vehicles.

Santoni, who has owned many cars and motorcycles, said his Model 3 is the best vehicle for long-distance driving. He uses the autopilot feature most of the time on a trip. I can pay attention to the details because the car is doing a lot of hard work, he said.

He has driven his Tesla to California, to Philadelphia and to Toronto, and he says he has had no problem finding Tesla charging stations along the way.

Santoni, who saved for two years to buy his Tesla, said his only cost beyond purchase has been $3 to occasionally refill the windshield wiper fluid.

Fleck notes with his Model 3 that you dont even have to bring it in for regular service. When he was having a problem with the cars electronic glove box, Teslas repair team came out and fixed it while I was in the office.

4. How does a hybrid compare with an electric vehicle?

Some consumers prefer hybrid vehicles, which are powered by battery some with plug-in options, and a gas-fueled engine.

Toyota has been banking on that customer preference and has been rolling out hybrid versions of its popular models including the Camry, Rav 4 and Corolla. The latest hybrid models are the 2019 Rav 4 EV and the 2020 Corolla EV.

Toyotas plan is to put our effort into hybrid and plug-in hybrid. It negates range anxiety, said Pete Friedland, manager of sales training for Southeast Toyota Distributors, part of Deerfield Beach-based JM Family Enterprises.

The company said its hybrid sales in South Florida have increased 6 percent over a year ago.

Friedland said car shoppers usually ask questions about charging a hybrid, not understanding that the hybrid charges itself as it is driven. Toyota hybrids have regenerative braking. When you use the brakes, the motors turn into (electrical) generators, using the forward motion of vehicle to charge the battery, he explained.

Consumers also are often concerned about how long the hybrid cars battery will last. Friedland noted that Toyota recently announced it will be offering a 10-year or 150,000-mile warranty on its hybrid batteries, which could help allay that concern.

Friedland said price of a hybrid is becoming less of an obstacle for car shoppers as the option has become less.

The 2020 Corolla EVs price begins at $23,100 while the gas-fueled Toyota Corolla LE prices start at $20,050.

5. How does driving an electric vehicle help the environment?

The Southern Alliance for Clean Energy sees electrification of the transportation sector as a very large piece of the puzzle to protecting the environment, said Smith, the groups longtime executive director.

Transportation is the largest source of carbon dioxide pollution in the U.S., according to the Environmental Protection Agency. Electric cars also could reduce the nations dependence on foreign oil and petroleum.

Coastal states such as Florida, with beaches to protect, should be particularly concerned, Smith said. If youre opposed to offshore drilling, you should be driving electric, he said.

He said driving an electric vehicle is like a triple play: It protects the environment, helps solve the energy crisis and ultimately lowers the cost of vehicle ownership and maintenance. Smith said more consumers are now able to find used electric vehicles or hybrids, which typically cost less than new.

While theres still a long way to go before electric cars are dominant enough on roads to alleviate harmful emissions, Smith says individual actions matter.

Every time you drive an electric car when its not burning a gallon of gas, it makes a difference, Smith said.

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Electric cars: 5 things to know before you buy - Dayton Daily News

Why is onboarding important? Imagine having a salesperson that is not all the great but has to remain on the sales team because of the close relationship they have to a few customers. Onboarding can come into play here as a tool that could have prevented the hiring of this salesperson or as a way of getting the replacement ready.

What if you hire someone from another dealership or industry and they bring bad habits to the table? Onboarding can be used to establish loyalty to the dealership and brands represented by the dealership.

Youre not going to take and salesperson that youre going to hire, give them the keys to a truck, give them a customer list and say, go for it, says Kyle Schneider, used equipment manager, Stotz Equipment (2013 Dealership of the Year). This is your opportunity to sit down with them, teach them what you want them to do and how to do it, and why your company does things the way they do.

Communicating and providing training to new staff is important if you want to have a successful team and dealership, but you also dont want to overwhelm them. This is where setting up an onboarding process can help. Slowing things down and defining your dealerships guidelines for the onboarding process are crucial to successfully onboarding new salespeople.

During the 2019 Dealership Minds Summit, Mark Kreps, vice president of sales, RDO Equipment and Kyle Schneider, used equipment manager, Stotz Equipment, discussed how their respective dealerships approach the onboarding process.

Onboarding is not a magician. You need to make sure that it starts with the hiring process. You have to decide on the candidate, and you have to make a plan Mark Kreps, RDO Equipment

Over the last few years at RDO Equipment, the onboarding process has been slowed down allowing the team to take their time and make sure the right people are hired. While the hiring process is not part of the onboarding process, it is part of getting the right person onboard, says Kreps.

Onboarding is not a magician. You need to make sure that it starts with the hiring process. You have to decide on the candidate, and you have to make a plan.

At RDO Equipment, candidates start with a phone interview conducted by the HR specialist. The specialist takes notes and send those notes to the appropriate team members who decide which candidates will move to the next phase. Once the initial group is narrowed down, personality profiles are worked up for all candidates. This group then will meet with the hiring manager and potentially other people at the dealership, doing anywhere from 2-3 interviews.

Once the field is narrowed down more, the final step in the interview process is a panel interview. This consists of 4 or more people from the dealership interviewing the candidate at the same time. We do this because you dont know what kinds of person you are dealing with until you put them under some pressure and ask the right questions, says Kreps.

In order to speed up the interview process and get an idea of which sales staff candidates are worth moving forward with, RDO Equipment has two questions they like to ask:

1. Tell me about your major purchases youve made in the last 3 years. Tell me what the most favorable purchase you made was and what the least favorable purchase you made was.

2. Tell us what you know about RDO Equipment Co.

For RDO, this process has two benefits: one, it makes the candidate feel like theyve accomplished more if they make it through the entire process and get the job. Two, it gives RDO confidence and the feeling that the right person was hired.

The main goal for RDO is to eliminate panic hiring. A lot of us say that were going to wait for the right candidate, but it seems like sometimes we take the guy thats probably the best of the worst, says Kreps. Being able to slow the onboarding process down and hire a strong staff of people has made the overall hiring and onboarding process simpler and has allowed RDO Equipment to bring on people they are confident in.

We look at onboarding as we have systems in place to do all the nuts and bolts of training But youre hiring people that are going to represent you and youre hiring people in an industry where there is such a deep attachment to that person you hired. You better make it right because if not, its going to cost you a lot of money.

At Stotz Equipment, the main goal of onboarding is to establish ground rules and create good habits. It also poses an opportunity to get rid of any bad habits before they can have any negative impact on the dealership, says Schneider. To accomplish this, Stotz starts with the basics, which includes going over company values and company vision and showing the difference that one individual can make in the lives of their customers.

Its important that, as you do your onboard training, youre teaching your new salespeople the exact things you want for the dealership, says Schneider.

Youre not going to take and salesperson that youre going to hire, give them the keys to a truck, give them a customer list and say, go for it. This is your opportunity to sit down with them, teach them what you want them to do and how to do it, and why your company does things the way they do Kyle Schneider, Stotz Equipment

Once the basics about the dealership have been covered, the onboarding process shifts into covering processes at Stotz. This includes processes for inventory, sales, rentals, training, commissions, expenses and marketing. For inventory, they go over the ordering process, finding a product and marking inventory. For sales, processes include:

A lot of this seems redundant, but especially if you bring in somebody from another dealership or another industry whos been in sales every one of us has a different process and we need to teach them so they can succeed within the organization, says Schneider.

At Stotz Equipment, one thing all salespeople go through is a gross margin exercise. This is because salespeople do not always know the difference between gross margin and markup. Kyle Schneider, used equipment manager, has experienced this first hand, having once had 4 salespeople in for training and getting 3 different answers in this exercise.

Its shocking to me in terms of all the training that Ive done, how many salespeople come in and this is one of the most challenging things for them to do, says Schneider. Not only that, but its also shocking how many people dont know how to trade a gross margin and they just do a markup.

With this exercise, the salespeople go over how Stotz likes to do the math, so they all end up with the same gross margin numbers in the end. Doing this exercise ensures that salespeople are on the right track and that the business Stotz wants is being created.

Salespeople need to have knowledge of the dealership, the products and the customers in order to be successful. Providing this knowledge is important to Stotz Equipment and the best way to do so is through open and continuous communication. Because of this, communication is one of the biggest things emphasized during sales training, says Schneider.

To showcase the importance of communication and how much it effects dealership performance, Stotz Equipment created the Stotz Circle of Success. This circle is applied to all departments of the dealership and is used as both a training tool and as a way of showing an employees growth. At the center of the circle is communication because everything should start there and then branch out. Along with communication, Stotz emphasizes the significance of people, which includes dealership employees and customers.

Other aspects of the Circle of Success are process, customer satisfaction, profit and growth/market share. Having profit leads to growth in the salesperson and market share. This, according to Schneider, is what brings customers back to the dealership. If you have the process and the people and youre communicating, you should have customer satisfaction. This, in turn, should lead to profit, which we all want.

The Stotz Circle of Success is empathized through the training process. According to Schneider, salespeople need to communicate and go through this circle in order to continue to grow as a company and as individuals.

Click to enlarge

For Stotz Equipment, training new salespeople is an important and continuous process. Early on, much of the day is committed to training which starts as soon as possible so new staff knows what is expected of them. The first week for new people is hard, says Schneider, but it gets easier and managers have meetings with new employees after 60 and 90 days of employment. These meetings allow them to check in and to go over some basic training again as a refresher.

At the end of the day, its important to Stotz that all opportunities to talk with or coach a salesperson are used, says Schneider. Were making sure were pushing them to become themselves so that they can do better for not only Stotz but for their own personal wellbeing as well.

Related Content:11 Best Practices for Onboarding New EmployeesRDO Equipment Northern Agriculture, Fargo, N.D.[Podcast] Our Dealer Story: Stotz Equipment Part 1[Podcast] Our Dealer Story: Stotz Equipment Part 2Dealership of the Year: Stotz Equipment

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Executing the Onboarding Process Successfully - Farm Equipment Publication

Marketresearchnest.Com Global Career Training Market Report 2019, Competitive Landscape, Trends and Opportunities New Report to Its Research Database.

The report mainly studies the size, recent trends and development status of the Career Training market, as well as investment opportunities, government policy, market dynamics (drivers, restraints, and opportunities), supply chain and competitive landscape. Technological innovation and advancement will further optimize the performance of the product, making it more widely used in downstream applications. Moreover, Porters Five Forces Analysis (potential entrants, suppliers, substitutes, buyers, industry competitors) provides crucial information for knowing the Career Training market.

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Major players in the global Career Training market include:

Office of Workforce Opportunity

CareerSource Broward

Career Step

The Balance

Opportunity

360training.com, Inc.

Job Service North Dakota

Reading Area Community College

Workforce Connections

Geographically, the report includes the research on production, consumption, revenue, market share and growth rate, and forecast (2014-2026) of the following regions:

United States

Europe (Germany, UK, France, Italy, Spain, Russia, Poland)

China

Japan

India

Southeast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam)

Central and South America (Brazil, Mexico, Colombia)

Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria)

Other Regions

Browse Full Table of Contents And Data Tables At

https://www.marketresearchnest.com/Global-Career-Training-Market-Report-2019-Competitive-Landscape-Trends-and-Opportunities.html

On the basis of types, the Career Training market is primarily split into:

Type 1

Type 2

Type 3

On the basis of applications, the market covers:

Healthcare Programs

Administrative Programs

Technology Programs

Continuing Education Programs

Other

Purchase Report Copy @

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Chapter 1 provides an overview of Career Training market, containing global revenue, global production, sales, and CAGR. The forecast and analysis of Career Training market by type, application, and region are also presented in this chapter.

Chapter 2 is about the market landscape and major players. It provides competitive situation and market concentration status along with the basic information of these players.

Chapter 3 provides a full-scale analysis of major players in Career Training industry. The basic information, as well as the profiles, applications and specifications of products market performance along with Business Overview are offered.

Chapter 4 gives a worldwide view of Career Training market. It includes production, market share revenue, price, and the growth rate by type.

Chapter 5 focuses on the application of Career Training, by analysing the consumption and its growth rate of each application.

Chapter 6 is about production, consumption, export, and import of Career Training in each region.

Chapter 7 pays attention to the production, revenue, price and gross margin of Career Training in markets of different regions. The analysis on production, revenue, price and gross margin of the global market is covered in this part.

Chapter 8 concentrates on manufacturing analysis, including key raw material analysis, cost structure analysis and process analysis, making up a comprehensive analysis of manufacturing cost.

Chapter 9 introduces the industrial chain of Career Training. Industrial chain analysis, raw material sources and downstream buyers are analysed in this chapter.

Chapter 10 provides clear insights into market dynamics.

Chapter 11 prospects the whole Career Training market, including the global production and revenue forecast, regional forecast. It also foresees the Career Training market by type and application.

Chapter 12 concludes the research findings and refines all the highlights of the study.

Chapter 13 introduces the research methodology and sources of research data for your understanding.

Years considered for this report:

Historical Years: 2014-2018

Base Year: 2019

Estimated Year: 2019

Forecast Period: 2019-2026

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Marketresearchnest.Com Is The Most Comprehensive Collection Of Market Research Products And Services On The Web. We Offer Reports From Almost All Top Publishers And Update Our Collection On Daily Basis To Provide You With Instant Online Access To The Worlds Most Complete And Recent Database Of Expert Insights On Global Industries, Organizations, Products, And Trends.

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Global Career Training Market Reports 2019 by Industry Analysis, Research, Share, Growth, Sales, Trends, Supply and Forecast To 2026 - Market Research...

P R E S S R E L E A S E

Stockholm, September 26, 2019

STOCKHOLM, SWEDEN - The Board of Directors of BTS GROUP AB (publ) has today, based on the authorization from the Annual General Meeting on May 15, 2019, decided to carry out a directed new issue of 10,428 Class B shares.

The newly issued shares will be used as part payment for the two previous acquisitions of Polaris Assessment Systems (Polaris) and Swiss Virtual Business School VBS AG (VBS). Of those shares, 6,295 shares are allocated to the seller of Polaris and 4,133 shares are allocated to the sellers of VBS. For more information on these two acquisitions, please see the press releases from February 28, 2019 and July 15, 2019, respectively.

The new share issue relates to final settlements of the initial purchase price of SEK 956,840 (Polaris) and SEK 727,408 (VBS) according to the acquisition agreements, which were also mentioned when the acquisitions were announced. The reason for the deviation from the shareholders' preferential rights is to secure part-financing of the two acquisitions in a time- and cost-effective manner.

The share prices, in accordance with the acquisition agreements, have been determined through a calculated volume-weighted average price per trading day for the company's B-share on Nasdaq Stockholm during a period of 30 trading days before each acquisition, corresponding to SEK 152 per share for Polaris and SEK 176 per share for VBS.

The total number of shares issued before the issue was 19,307,864. After the issue, there are a total of 19,318,292 shares. At the same time, BTS's share capital increases from SEK 6,435,955 to SEK 6,439,431.

For more information, please contact:

Michael WallinHead of investor relationsBTS Group ABmichael.wallin@bts.com+46-8-587070 02+46-708-78 80 19

This information is such information as BTS Group AB (publ) is obliged to disclose pursuant to the Financial Instruments Trading Act. The information was provided, through the above contact person, for publication on 26 September 2019 at 16:00 CET.

About BTS Group AB

BTS is a global professional services firm headquartered in Stockholm, Sweden, with approximately 780 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 learnbest 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.

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, Salesforce.com, 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 http://www.bts.com.

Every care has been taken in the translation of this press release. In the event of discrepancies, however, the Swedish original will supersede the English translation.

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BTS carries out a directed new share issue of SEK 1.7 million as part payment for previous acquisitions - GlobeNewswire