By Colleen Stanley
Even expert salespeople buckle in difficult promoting situations—getting shielding with clients who problem them on expense or too fast caving to strain. these are examples of the fight-or-flight response—something salespeople discover ways to stay away from after they construct their emotional intelligence.
Studies have proven that emotional intelligence (EI) is a sturdy indicator of luck. In Emotional Intelligence for revenues good fortune, revenues coach and professional Colleen Stanley exhibits how heavily EI is tied to revenues functionality and the way salespeople can sharpen their abilities to maximise effects. Readers will discover:
Emotional intelligence performs a necessary function at each level of the revenues strategy, from company improvement to last the deal. whilst consumers can get product details and cost comparisons on-line, the real differentiator is the power to deftly remedy difficulties and construct relationships—EI territory!
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Extra resources for Emotional Intelligence for Sales Success: Connect with Customers and Get Results
Later, the research concentrated on papers targeting typical retail problems, such as data accuracy, inventory visibility and other logistics challenges. A new perspective came from the study of papers dealing with business IT and contingency theory. The involvement in the ECR Europe community was critical to obtain first hand information from practitioners (Activity 2). In several dialogues and meetings, the author deepened his understanding of business practices and current challenges in the retail and consumer goods industry.
Research Framework and Design 19 step 1: Identifying and staicturing problems and their potential solutions that are relevant to business reality Empirical social sciences Formal sciences r^ Step 2: Identifying and interpreting theory and hypotheses of the empirical social sciences relevant for the targeted problem Step 3: Identifying and specifying formal scientific procedures that are relevant for the targeted problem LI T Step 4: Identifying and assessing the relevant application context i r-M Step 5: Deriving rules and models T Practice •—I Step 6: Testing rules and models in the application context i Step 7: Documenting research results and consulting of practitioners Figure 6: Integrative research procedure In the first part of the research process (steps 1 to 4), a mix of qualitative research methodologies is used.
4, there are almost no existing academic sources that investigate the topic of this thesis. The focus on the case study method seems therefore to be most appropriate for this research project, as this methodology is recommended for researching topics in new areas (Eisenhardt 1989). The external validity of qualitative studies is sometimes considered to be limited. It is true that 2. Research Framework and Design 21 case study research is not able to give statistical generalisation, hence the external validity comes from analytical generalisation (Gassmann 1999).