World War Iphone Alliance Code 2S2D3T China

World War Iphone Alliance Code 2S2D3T China. My country is China and alliance code is 2S2D3T. I only will add Chinese Flag. Chinese Brothers and Sisters, please add me and let's form a powerful World War alliance. If you are not Chinese flag, will consider adding you into alliance as well but you must be of high level and a player with integrity and play fair. I don't like players who keep sanctioning other world war players and also those who keep farming especially farm on low level or inexperienced world war players. ATM is definitely welcome, please send me a link and I will definitely welcome your generosity. Once again, please add my World War Iphone Alliance Code 2S2D3T and flag is China.
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World War Iphone Alliance Code 2S2D3T China.
World War Iphone Alliance Code 2S2D3T China.
World War Iphone Alliance Code 2S2D3T China.
World War Iphone Alliance Code 2S2D3T China.
World War Iphone Alliance Code 2S2D3T China.

10 Tips for Effective Time Management

10 Tips for Effective Time Management
Does having "too much to do and not enough time to do it" sound familiar? If so, it's time to work smarter, not harder so you can increase productivity decrease stress and have more time for fun! Leading Brisbane recruitment-to-recruitment company, Galaxy Recruitment offers the following tips to help you get the most out of your time.

1. Set Goals and Plan
As the old saying goes, "by failing to plan, you plan to fail". Set your goals and develop a realistic plan for your direction.
2. Prioritise and use a To-Do list
Differentiate between the urgent tasks that produce short-term outcomes, and the vital tasks that produce long-term outcomes. Rank your priorities by numbers, colours, or symbols - use a system that suits you.
3. Learn to say "no"
It's a small word, yet many people find it extremely difficult to say "no"! By saying "yes" to everyone just to please them, you may end up overcommitting and letting them down instead. If it helps, remember to phrase your response so that you are saying "no" to the project and not the person. e.g "No, I can't take this project on right now. I simply don't have the bandwidth to complete the task properly."
4. Delegate
If you can, delegate routine activities that aren't part of your core competency. Remember you are delegating, not abdicating!
5. Avoid procrastination
Procrastination usually sets in when a task is perceived to be difficult to achieve. Try breaking your task into smaller milestones that you can satisfy systematically. Crossing off these smaller tasks as you complete them helps you make track of your progress and keeps the end outcome within sight.
6. Be flexible
Be realistic about your goals and allow time for interruptions, distractions and the unplanned "emergency" - they are inevitable.
7. Plan around your "Prime Time"
If possible, plan your tasks in accordance with the the time of the day that you perform at your peak. If you're a "morning person" plot your work schedule around fulfilling the challenging tasks during the day, and the more routine aspects of your work such as data entry, responding to emails or making telephone calls during the afternoon. If you're more of an afternoon or "night owl" reverse the order.
8. Keep a journal with you at all times
Always be ready to write down your best ideas in an instant - you never know when a killer idea might strike! Your journal should also be used as a goal-tracker that you can go through weekly to make sure you are on track.
9. Reward yourself
When you meet your goals and objectives, be sure to celebrate your success and achievements. A bit of positive reinforcement now and then serves to remind you why you are doing what you do for a living.
10. Effectiveness over efficiency
Although you should aim for both outcomes, try not to bog yourself down in processes if they add no value to the outcome. In the scheme of things, completing tasks effectively is much more important than doing things quickly.
Source: Galaxy Recruitment

SA Median House Prices (December Quarter)

The latest South Australia median house prices for December 08 is up. Overall, both metropolitan and regional areas have dropped in prices. With the worldwide economy deteriorating and the Australian economy moving into recession, house prices will continue to drop.

Government unveils $42 billion economic stimulus package

MORE than 10.6 million Australians will receive cash bonuses under a $42b Government plan to boost the economy.

As the Reserve Bank prepares to announce another cut in official interest rates this afternoon, the Government has released details of its plan to support up to 90,000 jobs. It also revealed a $22.4 billion fiscal budget deficit will blow out to $33.3 billion by 2009-10.

Under the economic stimulus package:
FROM March, families eligible for Family Tax Benefit Part A will receive a $950 Back to School Bonus for each eligible child.One-off $950 payments will also be made to: AROUND 1.5 million single-income families who receive Family Tax Benefit Part B; FARMERS and rural-dependent small business owners receiving exceptional circumstances assistance;YOUTH Allowance, Austudy, Abstudy and Education Entry Payment recipients;FROM April, workers earning up to and including $80,000 will get a $950 tax bonus;THOSE earning $80,000 - $90,000 will get $650;PEOPLE earning between $90,000 - $100,000 will receive $300.

The Government will also: INSTALL free ceiling insulation in 2.7 million homes;CONSTRUCT 20,000 public and social housing dwellings and 802 Defence houses;DOUBLE the rebate to landlords who install insulation in rental properties to $1000 INCREASE the Solar Hot Water Rebate from $1000 to $1600;SPEND $850 million on fixing roads, building boom gates for rail crossings and building community infrastructure such as town halls, libraries and sport centres.

Schools will also benefit: ALL 9540 Australian schools will receive up to $200,000 for maintenance and building works; EVERY primary, special and combined Prep - Year 12 school will receive money for large-scale infrastructure such as libraries and multi-purpose halls;ABOUT 500 new science laboratories and language learning centres will be constructed in high schools.Meanwhile, businesses will be eligible for a share of $2.7 billion worth of investment tax breaks. Prime Minister Kevin Rudd and Treasurer Wayne Swan will hold a press conference this afternoon to discuss the plan and the budget and economic outlook.

Avoiding the Blame Game Between Sales and Marketing

Avoiding the Blame Game Between Sales and Marketing
by Anneke Seley
coauthor, Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology

One of the strategic prerequisites of Sales 2.0 — the use of innovative sales practices enabled by technology — is the alignment of sales and marketing. Organizations often have different executives with separate goals, perspectives, and compensation-plan objectives running sales and marketing. This can lead not only to internal unrest but also to negative customer experiences or perceptions of your company, not to mention poor sales results. Those companies that engineer their organizations to guarantee sales and marketing cooperation, however, achieve both competitive advantage and improved revenue.

One company that exemplifies a high level of collaboration between sales and marketing is newScale (link to newScale.com), a company that offers IT service catalog and service portfolio management software solutions. This is due to the close working relationship and shared compensation-plan targets of the company’s EVP and head of sales, David Satterwhite, and VP of marketing, Mark Hamilton. Their partnership commitment is so strong that they not only co-develop integrated programs and practices, but they also make presentations as a team. These executives’ dedication to collaboration, elusive in many companies, earned them a market-leading position in its field, with more than 1.5 million users worldwide, including 20 percent of the Fortune 50.

David and Mark are evangelists of sales and marketing communication and collaboration at the top level.

They make it a priority.
Both believe alignment has a critically positive impact on both top- and bottom-line results and frees them to focus on making their numbers. They also stress that it is a prerequisite to a healthy and productive company culture.
David and Mark maintain their commitment to alignment by considering each other members of their management teams, attending the other’s management meetings, and holding weekly one-on-one meetings or phone calls. They treat the annual marketing plan as a customer proposal, with sales being the customer, and share staffing and head-count planning.

They develop shared rules of the road.
This includes assuming a positive rather than adversarial intent on the part of the other department, which they model at the highest level, and recognizing that they have a shared ultimate metric of success — revenue growth — on which compensation in both sales and marketing is based.
David underlines the importance of upbeat psychology, as well as personal relationships, in business. By coaching his sales team to give marketing staff the benefit of the doubt when something goes wrong and by helping them resolve conflicts through trust, he avoids hours of management “therapy” and keeps his group focused on sales effectiveness and efficiency.

They leverage each other’s strengths.
David contributes his sales instincts for what produces revenue, understands what motivates his customers to buy and his sales team to sell, and has highly developed skills negotiating and winning deals. Mark is expert at operations, systems, and processes, distilling and analyzing complex concepts, and seeding and growing markets.

They collaborate on designing and implementing sales tools and technologies.
Price lists, closed-loop lead processes, weekly sales tips, win/loss programs, and continual surveys of marketing-program effectiveness are some of the tools the company developed that have passed the sales “sniff test.” Because they are designed by both sales and marketing, they actually get used.
Mark describes the difficulty he faced getting newScale’s sales people to report on lost deals. Sales people like to celebrate successes, not dwell on failures. By documenting the deals they haven’t won, sales people may feel they bring attention to their weaknesses in sales process or skills. When he asked his marketing group to call “lost” customers, though, Mark uncovered a solution to the problem of engaging the sales team. The calls revealed that many customers weren’t lost at all, as they weren’t happy with their chosen alternative solution to newScale’s product. Though newScale’s sales team didn’t win these sales initially, these customers became part of the pipeline a second time through Mark’s calling program. The sales group happily adopted the program when they understood it as a sales campaign that could unearth recycled, newly qualified leads.
Mark also recognized an opportunity to improve lead qualification and pipeline building using products from Genius.com (link to genius.com), but he wouldn’t dream of signing up to try them without running the idea by the manager of David’s deal-development team. Genius’ products truly support a Sales 2.0 (link to phoneworks.com/sales20) collaboration between marketing and sales by allowing reps in both departments to track and act on important data on potential customers (such as who is responding to e-mail messages, and what web pages they are looking at right now and for how long). By including the sales team in the evaluation and decision-making process, Mark succeeded in bringing a valuable sales tool into the company that is enthusiastically embraced by the lead qualifiers.

As customer requirements and economic conditions change, the old way of selling — independently of or in contradiction to marketing efforts — doesn’t work. Sales 2.0, the evolution of the sales function, includes rethinking sales strategy, people, process, and technology. With a business strategy that emphasizes sales and marketing alignment and collaborative planning and execution, companies will stay competitive and achieve sales success.

Anneke Seley is the CEO and founder of Phone Works, a consultancy that helps large and small businesses build and restructure sales teams to achieve predictable, measurable, and sustainable sales growth. As the 12th employee at Oracle, she designed the company’s revolutionary inside sales operation. Her book, Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology, is available at online retailers including amazon.com, bn.com, booksamillion.com, and borders.com. For more information, visit www.sales20book.com.

Customer Experience and Satisfaction Key for Marketers in 2009‏

Companies Missing Big Opportunity to Turn Customer Pain Into Competitive Gain, Says CMO Council Report

Despite overwhelming agreement on the importance of customer experience and word-of-mouth, senior marketers admit their companies are failing to take decisive, company-wide action to integrate customer voice and experience into key business and marketing processes, according to a new study by the Chief Marketing Officer (CMO) Council.
Sponsored by Satmetrix, the Net Promoter Company, the study, titled "Giving Customer Voice More Volume," revealed that a surprising 58 percent of the 480 executives surveyed said their companies do not compensate any employees or executives based on customer loyalty, satisfaction improvements or analytics. Some 38 percent said their companies have no programs in place to track or propagate positive word of mouth among customers. In addition, only 29 percent said their companies rate highly in their ability handle and resolve customer problems or complaints.

The CMO Council study underscores critical deficiencies in the way companies measure, optimize and leverage customer experience to drive loyalty, improve brand value and increase business performance and growth, including:

-- Insufficient availability and aggregation of real-time customer
experience data across touch points that should be shared across the
organization

-- Poor use of customer interactions to collect insights and intelligence
or maximize up-sell and advocacy opportunities

-- Lack of Internet processes and systems to track online word of mouth
and drive customer advocacy

-- Intermittent or deficient monitoring of customer experience that fails
to provide true and timely insights into problems and opportunities

-- Too few compensation programs tied to customer experience, loyalty and
satisfaction gains

"Customer experience is one of the most critical determinants of brand strength and business growth. Yet, most organizations and senior marketers suffer from major blind spots and gaps in the way they interact, handle and respond to customer issues or problems," said CMO Council executive director Donovan Neale-May. "CMOs must assume ownership for the customer experience and establish enterprise-wide measures and disciplines to ensure continuous improvement. We are missing a major opportunity to turn customer pain into competitive gain at every touch point through better use of web and contact center technologies and processes."

Customer listening, learning and leveling are critical qualities that need to be part of an institutionalized corporate culture, notes the CMO Council. Yet, survey data demonstrates that most companies are not taking advantage of these opportunities to drive company-wide performance improvement and business growth. Instead, most companies treat customer interactions around service situations and incidents only as a problem that needs quick resolution:

-- Only 38 percent of companies gather customer insight from customer
engagement situations.

-- Just 32 percent look for ways to turn problems into new sales
opportunities, and only 15 percent introduce new products or services to
further monetize the relationship.

-- Merely 17 percent use the opportunity to identify and cultivate
potential customer champions and advocates.

While companies have a long way to go in turning detractors into brand advocates, senior marketers are clearly aware of the importance of customer experience. In fact, 83 percent of respondents said it is either "essential" or "increasingly important" in driving brand advocacy and business performance. In addition, 84 percent said positive customer experiences and word of mouth have helped their brands and businesses grow. There were 44 percent of respondents who admitted that high-profile negative customer experiences had at some time compromised their brands.

Only 31 percent rate their company's commitment to customer listening highly, but another 35 percent say it is "getting better." Although 34 percent of respondents said their companies have made no changes to the way they track and analyze customer experience in recent years, it can be seen as a positive development that 45 percent of respondents say their companies have taken steps to better integrate and analyze customer data. Another 39 percent said they have increased personalization and intimacy in their customer communications, 20 percent say they have embraced intelligent Internet analytics and 18 percent are capturing real-time information at the "point of pain."

"Companies must become more sophisticated and committed to both leveraging customer experience as a key business metric and instituting company-wide processes that drive improvement," said Laura Brooks, Ph.D. and vice president of research for Satmetrix. "The Net Promoter Score has been proven to be the most reliable customer metric for business growth, but measurement is not an end in itself. Companies need to commit themselves to understanding the key determinants of their score and continuously strive to improve their customer experience competitiveness." Brooks is co-author, with Satmetrix CEO Richard Owen, of a new book, titled "Answering the Ultimate Question," that offers a new operating model for NetPromoter success.

Other key findings of the study include:

-- Nearly two-thirds of companies do not have a formal Voice of Customer
program in place.

-- Only 13 percent of companies have deployed real-time systems to
collect, analyze and distribute customer feedback.

-- While 74 percent say they receive customer feedback via e-mail, only
23 percent say they track and measure the volume and nature of these
messages.

-- Customer voice has gone online, but only 14.5 percent track word of
mouth on the Internet

-- Only 12 percent are using a word-of-mouth marketing platform to drive
online customer advocacy.

Tips on How to Choose A Trade Show Display Company

The backbone of your trade show exhibit displays is the trade show display company which plans and designs your trade show exhibit. You must look for an organization which offers wide range of options for you to choose from. They also assign experts for your project who will take care of every possible factor which can prove to be advantageous for the upcoming trade show.

While opting for a trade show display company you must check that their package offers international services so as to meet your increasing demands. Their package must also be flexible as per your needs. They should be ready to replace your exhibit rentals with custom exhibits whenever you feel like doing so.

Lastly, never forget to compare the prices of different trade show display companies so that you don't end up overpaying for your project.

Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology

What is your sales organization doing about the current economic downturn? What will make a difference for your company? While the economic forecast may be “uncertain,” it is certain that our customers are reducing their budgets and spending more carefully, forcing their vendors to do the same. This economic challenge will accelerate the adoption of Sales 2.0 from a “nice to have” to a “need to have” philosophy. Companies that continue to sell the way they sold in the past will become less profitable or fail altogether. Customer preferences, the ever-rising cost of sales, and the availability of next-generation technologies are making change mandatory for companies that want to outperform the competition and minimize the impact of the economic slowdown.

What is Sales 2.0?
Sales 2.0 is not a new technology. It is the use of innovative sales practices to improve business results, creating value for both the buyer and seller, and is often enabled by Web 2.0 or next-generation technology. Sales 2.0 initiatives typically center on process and customer-engagement improvements to increase sales productivity. Sales 2.0 practices combine the science of measurable, process-driven operations with the art of collaborative relationships, using the most profitable and expedient sales resources required to meet your customers’ needs. The goal of Sales 2.0 is to produce greater, predictable, repeatable business results, including increased revenue, decreased sales costs, and sustained competitive advantage.

Sales 2.0 initiatives require changing mindset and adjusting sales strategies. A relatively simple Sales 2.0 practice involves selling more through video or web conferencing. This can be done by inside salespeople or by field salespeople who perform more of their jobs from their desks. Selling more efficiently should also mean selling more effectively, as many buyers now prefer to meet remotely via conference calls with video or web conferencing, and salespeople benefit from additional selling time that otherwise would be spent traveling. A traditional sales process that included three or four onsite visits might now have zero or just one face-to-face visit. The financial impact of reducing travel expenses can be significant and is easily measured, but the economics of giving your most expensive sales resources — your field salespeople — additional selling time is even more compelling.

Many products and services, especially those of relatively small to average value, can only be sold profitably with a remote or low-touch sales model. The definition of “small to medium orders” is different for every company, but they are generally those that fall into your bottom 50% in value. If ignored, these mid-market customers or transaction types are missed opportunities for organizations that rely solely or too heavily on a field-based sales model. And when they are sold through field sales, these smaller opportunities can derail focus and drain the organization’s profitability.

Another Sales 2.0 practice uses some “science” to accurately capture key market information and metrics such as average sales cycle, average deal size and sales-cycle conversion rates. By using a defined sales process and data analytics, you can determine how your sales force should be structured and which customers and transaction types justify the assignment of field account executives, inside salespeople, channel partners or no selling effort at all. Data analytics in this sense can range from rudimentary (pen and paper) to moderate (spreadsheets, CRM, and most reporting systems) to advanced (dashboards and on-demand sales intelligence). Rather than simply measuring the final result (revenue), a Sales 2.0 approach measures the effectiveness of every stage in your sales process by salesperson, giving managers the opportunity to provide targeted coaching. Data analytics also can be used to correlate and analyze the specific characteristics of your most profitable customers (size, industries, locations, buyer types, etc.) that produce the most revenue and profit. Sales and marketing leaders can then use this information to fine-tune your sales model and activities to ensure the loyalty of your most valuable customers and find more prospects like them.

How do I begin a Sales 2.0 initiative with limited staff and budget?
A key Sales 2.0 tenet involves experimentation, often through testing new process ideas and piloting new technology. Testing a new sales message, pricing options, new technology, or even a new sales process enables the organization to be innovative with minimal risk. Small pilot programs that use minimal resources enable ineffective ideas to fail on a small scale, while good ones can be rolled out more aggressively.

Becoming a Sales 2.0 organization requires that we proactively adapt and continually improve so we can become closer to our customers and weather the economic storm better than our competitors.