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	<title>Interpersonal Business &#187; Sales Strategies</title>
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	<link>http://www.interpersonalbiz.com</link>
	<description>A Sales, Marketing and Management Letter by Keenan Longcor</description>
	<lastBuildDate>Wed, 01 Feb 2012 18:18:01 +0000</lastBuildDate>
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		<title>“THE MISCONCEPTION OF FOCUS ON SALES GROWTH versus PROFITIBILITY”  Vol. LXXXV</title>
		<link>http://www.interpersonalbiz.com/2012/02/%e2%80%9cthe-misconception-of-focus-on-sales-growth-versus-profitibility%e2%80%9d-vol-lxxxv/</link>
		<comments>http://www.interpersonalbiz.com/2012/02/%e2%80%9cthe-misconception-of-focus-on-sales-growth-versus-profitibility%e2%80%9d-vol-lxxxv/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 18:18:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Profits]]></category>
		<category><![CDATA[Sales Growth]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=319</guid>
		<description><![CDATA[Business owners for generations have gotten caught up in the “romance” of sales growth while taking their eye off of profitability.  Big egos always have and always will compromise solid business practices.  Businesses will continue to fail or underperform, not from market conditions, a poor economy or steamy competition.  They will continue to underachieve by pretending to be something they are not in these very difficult times.]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>“THE SEARCH FOR PERFECTION IN SELF AND OTHERS” Vol. LXXXIV</title>
		<link>http://www.interpersonalbiz.com/2012/01/%e2%80%9cthe-search-for-perfection-in-self-and-others%e2%80%9d-vol-lxxxiv/</link>
		<comments>http://www.interpersonalbiz.com/2012/01/%e2%80%9cthe-search-for-perfection-in-self-and-others%e2%80%9d-vol-lxxxiv/#comments</comments>
		<pubDate>Sun, 01 Jan 2012 23:11:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Staff]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Challenge]]></category>
		<category><![CDATA[Contest]]></category>
		<category><![CDATA[Perfection]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Progress]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=312</guid>
		<description><![CDATA[We have all grappled with our own expectations relating peak performance for ourselves and others, but we can only hold others to a level of performance consistent with our own in order to sustain credibility.  This said, as managers we can never completely understand or assimilate peak performance until it has become fully exhibited, comprehended, and established.  We can’t always sustain a standard of peak performance from all of those with whom we come in professional contact.  We can expect a commitment to progress in each and every professional relationship we maintain, including the professional relationship we have with ourselves.  ]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2012/01/%e2%80%9cthe-search-for-perfection-in-self-and-others%e2%80%9d-vol-lxxxiv/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“DO YOU REALLY MEAN CHANGE?”  LXXXIII</title>
		<link>http://www.interpersonalbiz.com/2011/11/%e2%80%9cdo-you-really-mean-change%e2%80%9d-lxxxiii/</link>
		<comments>http://www.interpersonalbiz.com/2011/11/%e2%80%9cdo-you-really-mean-change%e2%80%9d-lxxxiii/#comments</comments>
		<pubDate>Tue, 01 Nov 2011 17:51:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[Inspiration]]></category>
		<category><![CDATA[Objectivity]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=296</guid>
		<description><![CDATA[These are challenging times for American Business.  Change is in the air; are we inspired or threatened by this prospect?  More importantly, if we truly have bought in, do we really mean it?  It is much more common to fight for ones comfort zones than to truly embrace change.  Three questions come in to play for effective change.  Is the inspiration behind this change consistent with the current evolution in the marketplace?  Does this new objective inspire and renew you?  Finally, and perhaps most significantly, is this a concept you can personally endorse and sell as if it were your own?  These are the key elements of sound and productive change.]]></description>
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		<title>“IS YOUR ORGANIZATION USER-FRIENDLY?” LXXVII</title>
		<link>http://www.interpersonalbiz.com/2011/05/%e2%80%9cis-your-organization-user-friendly%e2%80%9d-lxxvii-2/</link>
		<comments>http://www.interpersonalbiz.com/2011/05/%e2%80%9cis-your-organization-user-friendly%e2%80%9d-lxxvii-2/#comments</comments>
		<pubDate>Sun, 01 May 2011 20:28:40 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Sales Staff]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Accountability]]></category>
		<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Objectives]]></category>
		<category><![CDATA[Perceptions]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=244</guid>
		<description><![CDATA[Those who’ve survived in business have done so by never deviating from their model of insuring a positive and rewarding customer experience.  Now’s the time to analyze just how user-friendly your company is.  Make sure everyone on your staff understands their importance in the total “sales process.”  Create a customer experience mission statement, including minimum standards of performance, and then provide the training to fulfill the objective. It’s time to dazzle the marketplace.]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“TENURE vs. MERIT” Vol. LXXVI</title>
		<link>http://www.interpersonalbiz.com/2011/04/%e2%80%9ctenure-vs-merit%e2%80%9d-vol-lxxvi/</link>
		<comments>http://www.interpersonalbiz.com/2011/04/%e2%80%9ctenure-vs-merit%e2%80%9d-vol-lxxvi/#comments</comments>
		<pubDate>Fri, 01 Apr 2011 18:23:57 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Entitlement]]></category>
		<category><![CDATA[Loyalty]]></category>
		<category><![CDATA[Merit]]></category>
		<category><![CDATA[Tenure]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=225</guid>
		<description><![CDATA[Each member of your staff must carry their own weight within your organization.  Long-term employees have advantages in that they understand the history of your company and have valuable relationships that contribute to the whole.  They can also feel “entitled” to their position solely on the basis of longevity.  Managers have the responsibility to maintain the best person for the job or they become part of the problem.  All members must bring merit to their profession as well as to the company – no one member is more important than the organization as a whole.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/04/%e2%80%9ctenure-vs-merit%e2%80%9d-vol-lxxvi/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“QUALITY vs. QUANTITY – FINDING BALANCE” Vol. LXXV</title>
		<link>http://www.interpersonalbiz.com/2011/03/%e2%80%9cquality-vs-quantity-%e2%80%93-finding-balance%e2%80%9d-vol-lxxv/</link>
		<comments>http://www.interpersonalbiz.com/2011/03/%e2%80%9cquality-vs-quantity-%e2%80%93-finding-balance%e2%80%9d-vol-lxxv/#comments</comments>
		<pubDate>Tue, 01 Mar 2011 18:22:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Capacity]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Quantity]]></category>
		<category><![CDATA[Technology]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=219</guid>
		<description><![CDATA[With the advances in technology, it’s more important than ever to find balance; we can have too much of a good thing.  Capacity is now the issue, as well as keeping an eye on quality over quantity.  Representing too many factories dilutes your ability to maintain quality relationships with not only your staff, but also with the factories, that will survive in tougher times.  ]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/03/%e2%80%9cquality-vs-quantity-%e2%80%93-finding-balance%e2%80%9d-vol-lxxv/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“UNEXPECTEDLY LOSING YOUR JOB” Vol. LXXII</title>
		<link>http://www.interpersonalbiz.com/2010/12/%e2%80%9cunexpectedly-losing-your-job%e2%80%9d-vol-lxxii/</link>
		<comments>http://www.interpersonalbiz.com/2010/12/%e2%80%9cunexpectedly-losing-your-job%e2%80%9d-vol-lxxii/#comments</comments>
		<pubDate>Wed, 01 Dec 2010 17:35:52 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Loss of Job]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Job Loss]]></category>
		<category><![CDATA[Reality]]></category>
		<category><![CDATA[Rebuilding]]></category>
		<category><![CDATA[Success]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=190</guid>
		<description><![CDATA[Using a friend’s loss-of-job experience – he was a casualty of management’s jealousy over his success while the corporation as a whole was failing - the feelings, anxieties, and path to a successful and fulfilling resolution are discussed in three phases.  Phase one’s most devastating emotion is “finding blame,” because it wastes creative potential in finding a solution to the problem.  Phase two involves getting past thinking of our employment as how we are defined by society, then having confidence in “our own advice.”  Phase three comes in accepting reality, then rebuilding by charting the future and sticking to the game plan.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2010/12/%e2%80%9cunexpectedly-losing-your-job%e2%80%9d-vol-lxxii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“CREATING STRATEGIC ALLIANCES” Vol. LXVIII</title>
		<link>http://www.interpersonalbiz.com/2010/08/%e2%80%9ccreating-strategic-alliances%e2%80%9d-vol-lxviii/</link>
		<comments>http://www.interpersonalbiz.com/2010/08/%e2%80%9ccreating-strategic-alliances%e2%80%9d-vol-lxviii/#comments</comments>
		<pubDate>Sun, 01 Aug 2010 14:24:58 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Alliance]]></category>
		<category><![CDATA[Giving]]></category>
		<category><![CDATA[Sharing Strategies]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=147</guid>
		<description><![CDATA[We must rely on others to “scratch our back.”  Effective relationships must include give and take to benefit both parties.  Beware of the “takers.”  Create a core group of strategic alliances with whom you can pool resources to enhance everyone’s success.  It’s time to put egos aside and use collective resources and collaborative effort.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2010/08/%e2%80%9ccreating-strategic-alliances%e2%80%9d-vol-lxviii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“THE IMPORTANCE OF CUSTOMER SERVICE” Vol. LXVII</title>
		<link>http://www.interpersonalbiz.com/2010/07/%e2%80%9cthe-importance-of-customer-service%e2%80%9d-vol-lxvii/</link>
		<comments>http://www.interpersonalbiz.com/2010/07/%e2%80%9cthe-importance-of-customer-service%e2%80%9d-vol-lxvii/#comments</comments>
		<pubDate>Sat, 03 Jul 2010 14:24:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Staff]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Customers]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=144</guid>
		<description><![CDATA[Today’s level of customer service has been reduced to “let’s make it as difficult as possible for the customers so they’ll stop calling to pester us.”  We are so used to not getting a high level of customer service that we, in turn, have lost sight of its high importance.  We need our customers!  It’s paramount today to bring clarity, on a daily basis, to the priority and value of quality customer service.      ]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2010/07/%e2%80%9cthe-importance-of-customer-service%e2%80%9d-vol-lxvii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“MOMENTUM and TIMING &#8211; WHEN YOUR HOT (or NOT)” Vol. LXV</title>
		<link>http://www.interpersonalbiz.com/2010/06/%e2%80%9cmomentum-and-timing-when-your-hot-or-not%e2%80%9d-vol-lxv/</link>
		<comments>http://www.interpersonalbiz.com/2010/06/%e2%80%9cmomentum-and-timing-when-your-hot-or-not%e2%80%9d-vol-lxv/#comments</comments>
		<pubDate>Tue, 01 Jun 2010 23:53:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Challenges]]></category>
		<category><![CDATA[Managers]]></category>
		<category><![CDATA[Momentum]]></category>
		<category><![CDATA[Winner]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=125</guid>
		<description><![CDATA[Everyone wants to be a winner.  Momentum is the gift that makes it simple. While there are no guarantees, great managers can create it!  When "Mo" is in your pocket, the question should be, just how great is your potential, how deep is your well, and how long is your rainbow?!  Also potential for waves of "bad Mo", this is when you earn your stripes as a manager.  Share positive and confident perspective, or who will?  Listen to the same voice that provided confidence in less challenging times.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2010/06/%e2%80%9cmomentum-and-timing-when-your-hot-or-not%e2%80%9d-vol-lxv/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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