I ALWAYS JOKE that being in the jewelry business is like being in the mafia. Once you get in you can never get out! I was brought up in the business: My family had a jewelry store, and my father actually started at the age of 20 as a jewelry sales rep on the road. Through the decades, our industry has seen many changes, but one side of the business that has not evolved is the role of the road rep the salesman or woman on the road for manufacturers or brands. The way my dad sold 40 years ago is still how many salesman sell today. Show up to a retail store, show your product, write an order and move to the next store. I believe the COVID-19 outbreak will force road reps to change. Theyll need to reinvent themselves if they want to continue and succeed. Sales reps can no longer sell the way they used to. In order to be successful, they must transition to become specialized inventory, sales and marketing consultants. As retailers begin to reopen, they must be stricter than ever to make sure they have the right product, vendors and turn. Here are some ways sales reps will evolve:

I personally love data and run it all day long. Data never lies! For sales reps to make recommendations on what product the retailer should purchase, they have to know the data. What are the top sellers? What have jewelers sold and not replenished? What has the retailer special ordered but never stocked? Data brings a new level of sophistication to the selling process. The days are over when retailers are open to looking at only what is new for the season. They want to know how well your product turns, what has proven to sell across the U.S., the age of the current inventory.

Sales reps need to tell retailers whats special about their products. The job isnt over once you write the order. Without a story or a reason to sell, why would a sales associate show your product over another vendors? The two ways I recommend streamlining this to the sales teams are to either set up a Zoom sales training session or have the brands marketing department develop a training program that can be emailed to the retailer. If retailers dont see a good turn on the products you sold them, it is 100 times harder to sell the retailers on why they should keep the products rather than return them. Remember the next time you write an order that the stores sales team needs information and training to sell.

I think weve all been surprised at how productive online meetings can be on platforms such as Zoom. We all know, especially for sales reps with larger territories, that you can connect with more retailers than ever by using Zoom or another meeting platform. Prior to the COVID-19 pandemic, it was very hard to see retailers multiple times in a year. But now you can make up for this lack of visits with online meetings. They dont have to be long to be productive. A quick 30-minute Zoom session can include information on topics such as marketing tools, product performance data and on-hand reports. Another productive medium of remote communication is via SMS messaging. According to Mgage, the average response rate for a text message is 45% versus an email response rate of 6%. Text messages could consist of videos showing new products, a simple Hey, how are you? or even no business, just a funny image to brighten the day.

We have seen retailers compete with online ecommerce sites by transitioning to virtual sales calls. My hope is that we see manufacturer reps adapt to this new way of doing business. It will result in better sales for all.

Excerpt from:
Welcome to the New Age of the Jewelry Sales Rep - INSTORE MAG

The half-cent sales tax that generates tens of millions of dollars for the Fort Worth Police Department is on the ballot in this months election. Voters will have the power to end the tax or renew it for another 10 years.

The fate of the Crime Control and Prevention District tax is on the ballot as Proposition A for the July 14 election. Early voting goes until July 10.

The CCPD was established in 1995 in response to high crime rates, according to the city. It provides more funding on top of the $267 million in the current police budget. According to the city, the tax generated about $80 million in the 2019 fiscal year.

The tax was renewed for five-year terms in 2000, 2005, 2009, and 2014. However, it has come under renewed scrutiny with the racial justice protests following the killing of George Floyd. Fort Worth protest group Enough is Enough is calling for an end to police funding from the CCPD.

Sgt. Manny Ramirez, the president of the Fort Worth Police Officers Association, said the funding is vital to keeping the city safe. He pointed to the community programs it funds, like positions for neighborhood police officers who attend community meetings.

Calls for defunding the police departments around the nation, those should not project onto Fort Worth, because we are very, very different and were very unique, he said. Weve done more with less for a long, long time.

Some have criticized the CCPD for funding programs they say have nothing to do with crime prevention. Equipment replacement, like getting new vehicles and motorcycles, takes up the biggest chunk of the funding.

Ramirez said equipment upgrades are necessary for crime prevention, too.

Whenever you look at the tools of the job, the tools of policing, the more police vehicles that we can purchase, the more officers we can put out on the streets, the more recruit classes that we can fund, those all go towards making our community safer, he said.

The CCPD also gives 6% of its funding to community groups with similar goals. One group that got funding is the domestic violence prevention nonprofit Cheryls Voice, founded by LaTasha Jackson-McDougle.

Jackson-McDougle said at first, she was skeptical about getting rid of the CCPD tax.

I was kind of like, What the heck is wrong with you people? We need this, all these organizations need this, she said.

Now, she said she wants to see it voted down, reworked and put back on the ballot in November.

The police department already has, like, $267 million. This is just saying, no, you cant have the extra $80 million. We need to sit down and figure out what more can we do with this 80 million, Jackson-McDougle said. Not saying they cant have some money, but $80 million is a lot.

She said she wants to see more money going to social workers and nonprofits. Some should also go towards police training and mental health resources for officers themselves, she added.

City officials have said they will look to move around some of the CCPD funding in the upcoming budget cycle, to give more money to community groups, as well as the police departments mental health crisis intervention teams.

At a City Council work session in June, Mayor Betsy Price said to expect a lot of redirection of those funds.

You have to remember that if we dont pass CCPD, we do not have that money in our budget. If it fails, the money just goes away, Price said, addressing the public.

If the CCPD gets voted down, its current term will end on September 30, but the city can collect the tax through December. The tax could be put back on the ballot in November, according to a city spokesperson.

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Voters Will Decide The Fate Of The Sales Tax That Helps Fund Fort Worth Police - KERA News

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

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Education & Training Market by regions, type and application with sales and revenue analysis report and forecast to (2015-2027) - WhaTech...

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Sales Training Market Repository of Analysis, Information for Every Facet of the Industry Bulletin Line - Bulletin Line

A healthcare professional, an international English teacher and an artist with military experience what do they all have in common?

They all found their way into careers in tech sales.

Unlike for many professions, theres no singular path into sales. Its blend of career growth potential and translatable skills make it an attractive option for both recent college graduates and working professionals eyeing a career change. Wondering what to do with that philosophy, psychology or English degree?Hop on the phone, and turn those communication skills into commission.

Excelling in sales, however, is another story. It takes more than the gift of gab or the ability to strike a gong (although more power to you, if thats your jam) to rake in commission.

With the rise insales technology, the profession has only become more competitive and data-driven. Hitting quota requires mastering email cadences, customer research and complex CRM systems. In some cases, a salesperson might have to play the parts of engineer, marketer and customer support on a call to explain the nuances of a complicated product to a customer.

But mastering those skills can lead to an array of job options, whether thats as an account executive closing deals, an account manager working with existing customers or a sales enablement lead coaching others to success.

We spoke with three salespeople about the paths they took to get into sales, and how theyve found success.

Selam Degefu, Account Executive, Intercom:I was working in healthcare and had applied to work for the Centers for Disease Control and Prevention, only to find out that they had discontinued the project I wanted to work on. Without that job, I didnt want to be working in healthcare much longer. That was when my mentor brought up the idea of working in tech sales. I didnt even know what the job involved, but after doing a little more digging, I became interested. I liked that there was an opportunity for growth, which was something I didnt have in the healthcare field.

Andrae Washington, Sales Enablement Lead, Onna:My first experience in sales came in 2016, when I was living in Shanghai, China. I was helping to run an English tutoring company with a group of other expats, and we had to get parents to invest in the company. The process was like raising a seed funding round. Then I moved back to the United States in 2017.

I wanted to get into tech, but I didnt have any connections. Sometimes this job traffics in a space that minorities arent connected to. Most of my friends are lawyers, accountants or doctors. Im educated, I have military experience, but I would never have traveled in the tech circle. Thats when I connected with SV Academy, which helped me get my foot in the door at my first company, Sisense.

Danielle Ruffin, Sales Consultant, Kin Insurance:I taught English at a university in South Korea for 10 years before moving back home to Chicago, where my skills werent as in-demand. So, I bought a car on Craigslist and started delivering groceries. I turned that into a mini business and went from delivering groceries to packages to doing paratransit. By the end of 2019, I just wasnt seeing any real growth, so I started looking at other options. Thats when I came across re:Work, a nonprofit that specializes in helping people from disadvantaged communities like mine find opportunities in tech sales.

Ive always had an interest in sales and had applied to sales jobs in the past, but I wasnt even able to get an interview. So, I applied to re:Work and entered the sales training program in 2020. Its an eight-week program, but I was able to get my first interview with a company in the third week and my first job offer by the fourth.

Washington:Whenever youre on the phone, you should always understand what the customers goal is for the conversation and what you want from them. When you think of how to position your company, its helpful to know what they think about the product. If they think were an e-discovery tool and Im trying to sell them the e-discovery solution, I dont want to talk to them about our enterprise search function and confuse them. Conversely, if they dont think we can do e-discovery and thats what they want, then what I need to do is educate them. When youre describing the product, try to keep it open-ended so that you dont close off opportunities.

Degefu:My manager says its like going to the doctor. The doctor wont just look at you and prescribe medicine, he asks you how youre feeling, where the pain is, and what you are there to fix. Its the same in sales. In order to solve a complex problem, we have to understand what the customer is even trying to solve and why they need to solve it. You need to start with a good discovery. I also like to ask customers what other solutions they have tried. Once you understand the issue, then you can prescribe the solution with your product.

Ruffin:The first step is understanding the product yourself. I know its rudimentary, but for something like insurance, which is very complex, being able to understand it enough that you can explain it carefully takes time. I found listening to how other people explain it to be very helpful as well. Most of my customers have no background in insurance, so I try to keep it as simple as possible and use concrete examples.

Washington:If youre in the marketing or business intelligence space, the ability to write even a little bit of SQL can be huge for leveraging analytics. But the most important thing is to commit to being an expert in the one tool thats going to bring you the most success. If you start at a company as a BDR and they have Sales Loft or Outreach, immerse into the training videos and learn the tips and tricks to customize the system. At the highest level, most of those tools are similar. So if you can become an expert in it, you can bring that value to your next job.

Degefu: Understand how to use Salesforce, at least at a very high level. Youre going to use Salesforce or a similar CRM whether you end up as an SDR, an account executive or customer success manager. You cant avoid it. The other thing is to understand how to use email cadences. Every company uses a different tool, but if you understand how to create an opportunity with email cadences, thatll help you be successful.

Ruffin:Learning email sequences and having a cadence of messages that you can set over the next seven days is huge. It keeps my name in front of them and makes sure that we stay top of mind throughout the sales process. Its also important to spend time learning about your CRM, and how you can use it to make your job easier. We dont have direct phone numbers, so Ive learned to use the notes section to flag customers who are mine. I also live and die by setting follow-up tasks in our CRM, which helps me simultaneously take on more leads and manage existing ones.

Degefu:Listening, more than anything, is what sets you apart from other salespeople. Are you quick to talk about your product, or are you listening to what the customer is saying? I always try to recap the conversation to make sure that I was fully listening. If I missed something because I was thinking about an exciting deal or solution, the recap creates an opportunity to circle back and make sure I have all the information I need.

Washington:If youre a BDR or an AE doing outbound sales to generate your business, its important to have soft eyes. You need to be able to look at someones LinkedIn and see how their skills and resume all connect together for an opportunity. You need to be able to listen to them on a call and figure out what their problem is and how you can solve it. No one is ever going to tell you the exact things you need to check off your list to qualify as an opportunity, so you have to connect the dots on your own. Then you have to be able to paint a picture for them of how your product can solve it.

Ruffin:Its important to understand that youre going to be in this constant state of evolution, and being comfortable with that growth. In tech, its kind of a given that things are not going to be the same a year from now or even a month from now. As a salesperson, being able to take constructive criticism, incorporate that into your process and evolve is so important.

Ruffin:Its always a challenge to find that pipeline stability. My target is to take anywhere from nine to 12 leads a day, which keeps my pipeline full while also giving me enough time to help everyone else in my pipeline. Then Ill look at my pipeline and see if there are any customers who I havent had any connection with for more than 30 days and mark them as lost. Marking my lost leads and maintaining a clean workflow keeps my head on straight and allows me to keep moving. I try to do that every week.

Washington:Theres more than one way to hit quota, but the three most successful ways Ive seen are the dog method, the product expert strategy and leaning on what you know. The dog method is like, Im hitting quota even if I need to burn through 75 contacts before lunch and another 75 after lunch. Then theres the product expert strategy, where you understand the product so well it gives you immediate credibility. The third way, which is what I did, is to lean on what you know. Once you get a deal, reverse-engineer all the steps you took to get that deal and do that again. And lean into the messaging and process your team gives you to start.

Degefu:If your quota is $300,000 for the quarter, you just have to make sure that every week youre bringing in $25,000. So using an Excel doc or whatever you can to keep track of your pipeline each week helps. If you miss your goal, then you know you have to make up for it next week. Good reporting will also help, so you dont have to go through all 100 reports every day. If you do miss your quota, understand that its normal early on and that it takes time to learn the software. Give yourself a grace period and learn from people who always hit quota.

Day in the LifeWhat Does a Customer Success Manager Do?

Degefu:I started at Intercom as a sales development rep, and then I moved on to be an account manager and then an account executive. What helped me find success was having a growth mindset and being able to adapt to change. You have to be up for the challenge. I was always ready to learn from every project that they gave. I always raised my hand to work collaboratively with product marketing and other teams outside of my role. If you have to go above and beyond your role, do it. Thats how you set yourself apart from others.

Washington:Lean into what youre good at. Im good at research, so I researched the hell out of these companies and who I was talking to so that the messaging felt targeted to that person. I did that at scale, so all I needed to do is call them when they opened the email. Its also helpful to have a mentor. They dont need to be someone whos 25 years older than you, they just need to have more experience in the industry and are at a different company. I can bounce ideas off my mentor and get honest feedback that I might not get in the workplace. That ability to be transparent and have a sounding board is so valuable in this career.

Ruffin:I reached out to my HR manager and mentioned that I would like to have someone as a partner or mentor to help as we transitioned to working from home, and they set me up. Its been so helpful to have a partner to answer my questions, listen to my calls and tell me how I can save time or relay the information more succinctly to the customer. There have been times during this journey where Ive felt defeated, and my mentor has been able to give me some outside perspective, tell me that theyve been through the same thing and offer some tweaks.

Degefu:When I first went to interview for Intercom, I did a tour and was so struck because I didnt see one person who looked like me. The good thing was that they were open to making the team more diverse, and they ended up hiring more African Americans. Id say, speak up if youre noticing your team isnt diverse, or ask why? Theres nothing wrong with asking what we can do to attract more individuals who look like us in the recruiting pipeline. The tech industry needs diversity. The other thing you can do is look for teams that are more diverse with whomyou can share your experiences.

Washington:If you experience a microaggression or feel frustration, dont be afraid to stand up for what you believe in and what it is you think hurts you. It will only be to your disadvantage if you dont. You have to let it out in a professional way, whether thats to your mentor or someone at the company so that you can get counsel on how to move forward with it. If you just carry it, then its going to fester and then youre going to be perceived as the problem.

Ruffin:I spent 10 years of my adult life in a country where I looked different, spoke a different language and acted differently from the people around me, so its not uncomfortable for me to be in situations where I stand out. I was aware that Im older than most people in this industry, that Im female and Im not the same color as other people working in this industry.

I would say what makes tech special is that theres a progressive, forward-thinking way of doing things that transcends the product and gets into how we treat each other. Within my office, Ive been pleasantly surprised at the effort and genuine care that has been put into diversity, unity and inclusion. Diversity and inclusion is a core pillar of our culture, and its not something special that we do only on Fridays or something like that.

Checking Back In7 Ways to Make Sales Follow Up Emails More Effective

Responses have been edited for length and clarity.

Read more from the original source:
How To Get Into Sales: The Sales Career Paths Of 3 Pros - Built In

She recently launched the Gigamon Playbook for the channel.

Gigamon has promoted Larissa Crandall, who was senior director of Americas channel, to vice president of worldwide channels and alliances.

Gigamons Larissa Crandall

Crandall led Gigamons North American enterprise channel business to double-digit growth. As VP of worldwide channels and alliances, she is responsible for driving global channel strategy. She will collaborate with the companys various go-to-market (GTM) and corporate teams to ensure a channel-first approach.

Gigamon delivers unified network visibility and analytics on all information in transit.

Crandall tells us she will also lead the alliances team, working to develop and grow partnerships. This will be a priority for Gigamon.

My top priority right now is to continue to support our partners during these uncertain times with demand-eneration programs, financial solutions, training and joint ecosystem-stacked solutions to help our partners navigate and thrive in our new normal, she said. Growing our ecosystem and alliances to build better together solutions for our partners and customers will also be top of the list, while partner experience will continue to be at the core of how we enhance our channel program.

Crandall recently launched the Gigamon Playbook for the channel, building creative demand-generation programs, and supporting training and enablement initiatives. As the pandemic unfolded, she worked on financing options for partners.

She also worked with Gigamons partner community to support customers in various ways.

In the last few months, the world has seen unprecedented change, which has forced Gigamon, like everyone else, to adapt and shift to the new normal, said Doug Woodley, Gigamons senior vice president of worldwide sales. Amid these challenging times, Larissa has played an integral role in providing our partner ecosystem with the solutions they need, including creative demand-generation initiatives and financing options. We look forward to seeing her grow in her new role, and are excited to see the continued growth and success of the Gigamon channel program.

Prior to joining Gigamon, Crandall was senior director of global channel sales at Scalr. Before that, she was Kasperskys senior director of channel sales for the Americas.

At Gigamon, she played a key role in doubling the companys channel team. This led to more revenue, channel-initiated business and community alignment.

Excerpt from:
Gigamon Promotes Kaspersky Vet to Lead Channels and Alliances - Channel Futures

CCPA enforcement began on July 1, 2020 and many businesses are still ramping up their compliance efforts. These efforts include meeting the CCPAs requirement to provide privacy training to all employees who either handle consumer inquiries or who are responsible for CCPA compliance. To maximize the value of CCPA compliance efforts, businesses should address the training requirement at the outset of the compliance process.

Too often, as companies begin to tackle their obligations under a new privacy law, the natural inclination is to turn immediate (and sometimes exclusive) attention to amending their privacy policies. This focus on external disclosures is not surprising, as privacy regulations are principally about providing transparency to consumers, and the privacy policy is the primary mechanism by which companies accomplish these goals. Additionally, an updated privacy policy is sometimes the only piece of tangible work product a company can point to when trying to justify the time and expense of reviewing its data practices.

However, as many privacy professionals have learned in the post-GDPR worldand much to the chagrin of budget-conscious business managersbusinesses must expend considerable effort before they can put pen to paper on a new privacy policy. The biggest to-do is data mapping (i.e., documenting the what, where, who, why, and how of the data collection, use and sharing in the business). Data-mapping involves answering, among other questions, the following:

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To answer these questions accurately with a view towards updating disclosures, businesses need to engage employees at multiple levels of the organization. Although most employees will have no experience with interpreting privacy regulations, many will have the critical knowledge necessary to map the personal information that flows through every aspect of the business accurately (e.g., website visitor data, customer data, HR, payment card information). Although data-mapping can be a herculean exerciseespecially for large, complex organizationsdoing so efficiently and cost-consciously is critical in our data-driven economy.

While the importance of data-mapping message has propagated, what many businesses have yet to embrace is that to map data efficiently, businesses should begin with effective privacy training. Although the CCPA requires that businesses adopt some form of formal privacy training, training often appears as the very last item on compliance to-do lists. Training is generally thought of as a perfunctory check-the-box item and not a useful or worthwhile investment. This relegation is unwise. Organizations should, instead, make training the first compliance requirement they address because it can make addressing data mapping and all other CCPA requirements (including updating a privacy policy) easier and more efficient. And training can also help a business become more privacy forward in an environment marked by both increased consumer awareness of data privacy and regulatory complexity.

Training business managers and other employees makes addressing all of the other CCPA requirements easier and more efficient. The core requirement under the CCPA, and privacy laws like it, is accurate disclosure of the types of personal information collected by a business, the use of that information, and the types of third parties with whom a business shares or sells that information. As businesses address these disclosures, the language in the CCPA, as any new law or regulation would tend to do, demands the interpretation of ambiguities such as: what qualifies as personal information and what does it mean to sell it? As many privacy professionals understand, the meanings of these terms under the CCPA do not align with their plain meaning. Unless a business trains their employees before asking them to participate in a data mapping exercise, these employees are likely to confuse concepts and definitions, provide incomplete categorizations and descriptions, and may need to update their data maps later to supplement or correct their initial feedback. Without training to understand what qualifies as personal information under the law, addressing disclosures and updating privacy policies can become more costly, inefficient and less accurate.

Addressing disclosures and updating a privacy policy are not the only instances where training can be useful. Another CCPA pain point is the Do Not Sell requirement. The Do Not Sell rule requires businesses that sell personal information to provide consumers with a mechanism to opt-out of such sales. This requirement has led some businesses across industries to change their business practices to avoid making sales as defined under the CCPA. Otherseven in cases where required by the CCPAhave opted not to include the Do Not Sell button on their websites or mobile apps, and in certain industries, such as digital advertising, businesses have questioned whether the requirement spells the end for some of their core products and services. Needless to say, determining if a business sells personal information under the CCPA (and implementing Do Not Sell compliance for consumer requests if it is selling) should not be taken lightly, and certainly should not be taken with an incomplete or inaccurate understanding of how a business shares personal information. As with disclosures, without proper training before being asked to participate in a data mapping exercise, most employees are likely to provide incorrect or incomplete information to their in-house or external lawyers. This kind of garbage-in, garbage-out mapping may result in longer, more costly compliance reviews and, even worse, an incorrect or incomplete analysis.

Training early in the compliance process can also help make a business and more critically, its workforcemore privacy forward overall. While the GDPR and CCPA have dominated privacy headlines, there are no fewer than 24 states in the US seeking to pass CCPA-like comprehensive state privacy laws. And non-EU foreign privacy regimes will likely come into focus for many businesses as the dust continues to settle on the GDPR. Privacy compliance is here to stay, and many data privacy management principles and practices that business managers and employees are encountering with the CCPA will be relevant under other state and foreign privacy laws. Training enables business managers and employees to develop foundational knowledge that will make the learning curve less steep when tackling future laws, and makes a business more proactive and less reactive in its approach to privacy.

An effective privacy training program balances relevant, engaging and practical content that (1) meets the minimum compliance requirements, (2) educates its audiences with a view towards addressing privacy compliance holistically, and (3) reinforces a privacy forward business culture; in each case without consuming too many resources (e.g., cost or time) or creating administrative burdens (e.g., scheduling issues). At one end of the training spectrum are customized privacy training programs that can be tailored at the industry, company, and even department levels. Privacy professionals at law firms are best suited to deliver these programs to increase the benefit these programs can bring to an overall privacy compliance exercise. For businesses with fewer resources, there are also excellent free training resources such as http://www.ccpafreetraining.com that can provide a solid foundation for helping businesses comply with the CCPAs training requirement.

Early #CCPA training can develop foundational knowledge that will make learning curve less steep when tackling future #dataprotection laws. #respectdata Click to Tweet

Training is unfortunately too often an afterthought. But when properly implemented, it can make any businesss journey through CCPA compliance much more efficient and prepare the business to manage the rapidly changing and complex privacy regulatory landscape. Training should not be the last compliance item a business tackles. It often should be the first.

Here is the original post:
Education Before Implementation: The CCPA Requirement That Should Be First on Your List, Not Last - CPO Magazine

Global AR Training Simulator Software Market Research Report 2020 accountable for its research which provides a top to bottom evaluation of this market so far as sales and developing business sector. The AR Training Simulator Software report comprises business overview, product offering, revenue share, strategies, and service offering of these prominent players. This report covers several vital regions from the global AR Training Simulator Software industry. International market trends are examined with currently available data regarding the amount of both AR Training Simulator Software businesses and their market share. The report discusses how recent advances in economy, ethical troubles, and also the challenges and hurdles which could restrict the AR Training Simulator Software market.

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Top Manufacturers (2020-2025):

Amazon Web Services Parallel Mimic Technologies PTC Upskill Inglobe Technologies Humai Technologies SimX Imaginate Optech4D

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By Types:

On-premise Cloud-based

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Large Enterprises SMEs

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Global AR Training Simulator Software Market Overview

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Marketing-strategy Analysis, Distributors/Traders

Economy Effect Facets Diagnosis

Industrial Chain, AR Training Simulator Software Best Sourcing Strategy and Down-stream Buyers

Market Contest by Players

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Competition In this section, many global AR Training Simulator Software industry-leading players have been studied depending on their company profile, product portfolio, capacity, price, price, and earnings.

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