Tag: spent

  • 7 Things To Do Over Christmas To Make Your 2013 Sales Great

    7 Things To Do Over Christmas To Make Your 2013 Sales Great

    Cracking 2013 Sales: 7 Quick-Start Hacks

    Got a handful of free days over the break and want to turn them into a sales win‑machine for 2013? This guide gives you the low‑down in bite‑size chunks that even a sales rookie can swallow, sprinkle in a dash of humour, and leave you feeling ready to knock those targets out of the park.

    Tip 1: Crunch Your Numbers

    Before you can wow anyone you’ll need the hard facts first:

    • Identify a realistic sales target – whether it comes straight from the boss or you’ve cooked it up yourself.
    • Calculate average order value – grab last year’s revenue and divide it by the number of orders. That’s your “average” playground.
    • Figure out how many orders you’ll need – a quick division of the target by the average will give you the order count you’ll have to hit.

    No need to be a genius calculator; a rough estimate is better than none at all. You can always fine‑tune later.

    Tip 2: Anticipate Existing Customer Spend

    Now look backwards at what your loyal customers bought in 2012.

    • Use 2012 spend as a baseline – if repeat business is your bread and butter, this gives a solid starting point.
    • Don’t go wild on optimism or doom – keep your expectations close to the golden mean; it’ll save you from empty promises.
    • Subtract this figure from your total goal – the remainder is what you’ll need to generate from fresh customers.

    Tip 3: Separate Your New Business

    Time to figure out the “fresh‑face” part of the plan.

    • Calculate new client spend – pull 2012 data for each new customer and average it out.
    • Find the new client count needed – target minus existing spend divided by that new‑client average.
    • Keep adjusting as you learn – the numbers can shift, but you’ll get better with every tweak.

    Tip 4: Map Your Activity

    Numbers alone aren’t enough – you’ve got to turn them into action.

    • Track the conversion ladder – from phone calls to meetings, meetings to quotes, quotes to closed deals.
    • Set activity targets – e.g., “300 calls a month” or “10 quotes per week” to hit your revenue brick.
    • Gauge your confidence level – the clearer the path, the easier the climb.

    Tip 5: What’s Your ‘Stretch’?

    Once you’re comfortable with the 100 % figure, it pays to aim higher.

    • Re‑run the numbers at 120 %, 150 %, and 200 % – see what that extra push looks like.
    • Escalate the activity accordingly – those higher targets might mean an extra handful of calls or follow‑ups.
    • Celebrate the “sale‑lounge” of success – directors love the talk of “surpassing” goals.

    Tip 6: Break Them Down

    Gross targets can feel abstract. Break them into bite‑size daily, weekly, monthly, and quarterly chunks.

    • Quarterly review – know what the big picture looks like at a glance.
    • Monthly sprint – frame your goals in a 30‑day sprint.
    • Weekly focus – think of a 7‑day “goal block.”
    • Daily grind – set “today’s mission” to keep momentum steady.

    When you slice the numbers, they bite a lot easier. The only shock you might hit is if you discover the workload slack increases, but that’s a good thing – you’ll have an early checkpoint to adjust.

    Tip 7: Work on Yourself

    Nothing beats a motivated, confident sales rep. Keep the engine revved up:

    • Maintain a positive mindset – turn objections into opportunities.
    • Re‑energise with self‑care – a quick walk or a coffee break can reset clarity.
    • Track personal progress – see how each action feeds into the big picture.

    Drop yourself into the 2013 groove early, and you’ll stay ahead of everyone else – because momentum matters.

    Ready to crush 2013? Channel this plan, tweak it to fit your style, and watch your pipeline grow. Need a hand fine‑tuning your numbers or building a new prospect strategy? Drop me a line. Good luck, you’ve got this!

  • How good is the quality of your firm’s turnover?

    How good is the quality of your firm’s turnover?

    Business owners consider turnover as a fundamental metric for the growth of their firm. However, beyond this surface-level figure lies a deeper narrative that distinguishes one company from another.

    While two firms within the same industry may show similar turnover figures, the underlying dynamics of their revenue streams can be vastly different. The quality of turnover is an important differentiator between companies that might look similar at first sight.
    Shaped by many different factors that go beyond mere numerical elements quality turnover also embodies elements of sustainable growth, customer loyalty, innovation capabilities and strategic decisions of the firm’s leadership. Let us list a number of dimensions that have an influence on the overall revenue quality of a business.
    First, the origin of turnover shows crucial insights into a company’s customer acquisition strategies. Turnover derived from extensive marketing campaigns may lead to immediate results but could lack the longevity that is typically the result when you have sales by organic customer referrals. When lots of marketing money is spent to acquire new customers, the customer acquisition cost (CAC) is high. Newly acquired customers will boost turnover in a given year, but the question remains how long those customers will remain a client. In other words, will the marketing dollars lead to a higher turnover in the long run? A lot will depend on the repeat purchases of those new clients which are dependent on the ‘value for money’ that one gets from buying the product or service.
    Second, the composition of turnover also reflects the innovation capabilities and product diversification power of a company. Revenue derived from cutting-edge products signals market relevance and adaptability, whereas reliance on outdated offerings can render a company vulnerable to obsolescence. Striking a balance between innovation and legacy products is crucial, ensuring sustained revenue streams. A simple question to answer is what percentage of turnover comes from products that the company did not offer five years ago. A percentage of approximately 20% typically shows a healthy balance where the firm knows how to balance selling older cash cows and new high-potential products.
    Next to this, the distribution of turnover across high-margin and low-margin products will affect the profitability of a company. Ideally, the firm is selling only the products with the highest margin. Reality, however, is not so straightforward. Sometimes, a mix between ‘razors’ and ‘blades’ is needed. Some firms have products with a low margin (the ‘razors’) that they need to sell in order to sell complementary products with high margins (the ‘blades’). Think of Pepsico with Sodastream. Selling the Sodastream water maker will be a low-margin sale, but they need to do this to take high margins on the flavors and CO2 cilinders.
    Also, the number of products contributing to turnover is a factor to take into account. A high product count may lead to operational complexity, potentially impeding agility, and efficiency. However, a very low product count might create concentration risk, exposing the company to vulnerabilities arising from market disruptions or competitor innovations. Finding the right balance between diversity of products and simplicity in the operations is crucial. The number of products that make up the total turnover is to some extent industry dependent, but it is still a factor to consider. Less products will typically increase the operational efficiency, leading to a better overall margin per product.
    Besides, firms should measure which part of turnover comes from ‘easy-to-serve’ and ‘difficult-to-serve’ customers as it determines the scalability of the turnover. If turnover grows with 20 percent, but all growth comes from customers that need a lot of aftersales attention, you can raise the question if this is a positive thing as it will require extra resources such as potentially more FTEs at the customer success team.
    Lastly, there is the predictability of turnover to consider. Do we serve clients that will come back next year or are these one-off sales? Ideally, you have a high rate of recurring revenue as the cost to serve those clients is likely to decrease the year after.
    A high-quality turnover will be the result of the relationship between many different factors such as strategic choices, innovation efforts, the quality of the firm’s processes, and the efforts to be highly customer focused. As companies strive for sustainable growth, they should not merely have turnover as a KPI but also look at its building blocks that determine the overall quality of a company’s turnover.

  • Working‑Day Shopping Won’t Get You Fired, Tribunal Rules

    Working‑Day Shopping Won’t Get You Fired, Tribunal Rules

    Spending short periods of time shopping or browsing online during work hours is not a sackable offence, a UK judge has ruled in a case that awarded an employee more than £14,000 in compensation.

    The Surprising Tale of a Fired Accountant and Hidden Spyware

    The Incident That Shook a Small Firm

    In July 2023, Ms A Lanuszka was let go from a modest accountancy firm called Accountancy MK. The reason she gave to the boss, Ms Krauze, was that the computer at work suddenly began tracking every website she visited. The list of sites turned out to be odd – Rightmove for property listings, Amazon for street‑shop stuff, but mainly everyday browsers. Nobody had told Lanuszka that her computer would be spying on her.
    The paperwork from the company says she was only using the machine for an hour and 24 minutes over two days. The company says that was “excessive” and a reason to fire her. But a tribunal judge found that the claim was wrong. She was basically whistle‑blowing about the hidden tech when she was shut down.

    What The Tribunal Actually Saw

    Past Work History

    Lanuszka started at the firm in 2017. A few years later, in 2021, the company underwent a brand‑change, with a new contract name: Accountancy MK. She had never had a bad review or any warning card on her file before.

    Time Online Was Not Bad

    Over two days, she logged on to the internet for 1 hour 24 minutes. About two‑thirds of that time was for something useful. She was learning Excel to help with spreadsheets and performing accounting‑related tasks. This is the sort of “learning” that a boss would be happy about. The rest was for general, harmless browsing.

    The Boss Was Nodelled

    Ms Krauze used the same company laptop for non‑work things too. She didn’t have a clear rule saying “no personal use?” Because of that, the machine that tracked her was the same machine that recorded the boss’s private trips. So Ms Klrauze didn’t have an “all‑or‑nothing” policy that said everything was off the books, they were just allowed to separate business hours from breaks.

    Diary Claims That Didn’t Hold

    When Ms Krauze handed in diaries that were supposed to show a long‑standing problem with Lanuszka, the judge saw these diaries were actually written in 2024, after the dismissal. They were then “back‑dated” to 2022 and 2023. That throws a big red flag into the mix because it looks like data may have been manipulated.

    Why It Looks Like a Pretext for a “Dismissal Seat”

    The tribunal concluded that the timing of the dismissal was engineered to avoid giving Lanuszka the legal protections that come after two years of service. In the UK, once an employee has worked for two years, they are entitled to a “full protection” model of unfair dismissal remedies. So firing her before she reached that threshold, especially right after a new sister of the boss moved permanently to the UK, looked suspicious.

    The Judge’s Take

    Judge Michael Magee sat at the decision in Bury St Edmunds, a fair and roughly neutral court. He pointed out that there wasn’t a clear rule in the company forbidding personal internet use. In fact, Ms Krauze herself used the work computer for many personal tasks.
    He also said that the recorded time was “not excessive.” The employee’s usage was short and mainly for learning. He clarified that no prior disciplinary card had been given to Lanuszka. A quick look at policy statements, or the lack of them, suggested there was a gap in the system that the boss could not justify dismissing.

    Why All This Matters

    For Employers

    It shows it is crucial to have a clear IT policy and workplace usage rules. Employers must clearly spell out:

  • What counts as “business use”
  • When it’s okay to use a laptop for personal stuff
  • When a discipline might happen and why
  • Missing or vague guidelines open the door to accusations like “I was fired unfairly.” And guessing about the lack of a policy can lead to a loss of trust, legal trouble, and bad gossip. Use a simple, friendly rule that says:
    Personal use is allowed during lunch breaks, commutes, or after work, as long as it’s a quick swipe.Employers should put any such policy into a written handbook and let everyone sign it. It keeps all parties on the same wavelength and protects the company from a lawsuit.

    For Employees

    If you’re in a role where technology is tracked or you suspect that computers may be spying on you, ask:

  • Is there a policy on data collection?
  • Who owns the files recorded by the system?
  • When do you have the right to own privacy?
  • Knowing the answer protects you. Even if an employer doesn’t enforce a rule, you still have rights from the law. If you are told you are being fired for “Internet use,” you must know whether the time is truly excessive or if the company has a policy that forbids personal browsing.

    Shine Light on The Illegal Tale

    The tribunal found that the personal browsing was short and mainly for continuing learning. That is not an excuse for firing. In addition, the boss’s own personal use suggests a lack of consistency. And the diary records were smudged with timelines that were forged in the last year. This is suspicious behavior.
    Moreover, the timing of the dismissal seconded by a business move that cut off her future protections, it goes back to the two‑year rule – a step that the boss looked to avoid. This added another layer that could turn an “expunge” into an unfair dismissal.

    So What Should You Do?

    For Business Owners

  • Create an IT use policy. Keep it short and simple, put it in a handbook.
  • Enforce it consistently. If your boss uses the computer for personal surfing, correct them and talk about the rule.
  • Keep past emails or diary records that show potential issues. Ensure they truly reflect past events, not make a phone item later and back‑date it.
  • For Employees

  • Keep a log of your activity. Record any unusual equipment setups or any promises the boss makes about Wi‑Fi.
  • If you notice surveillance tools being installed, take screenshots or record a date stamped record.
  • If you are warned about personal browsing, ask for written policy references. If there isn’t anything, contact a union or lawyer for clarifications.
  • A Word of Caution for Everyone

    The Lanuszka case is a reminder among Brits that rule‑making matters. Having a wrong policy or not clearly communicating the policy is like having a “draft law” that can be used against that employee. In that case, you have the opportunity to show that you followed the correct city or local guidelines. For your business, it’s not just about compliance, but about showing fairness. Longevity of a relationship is built on trust and the idea that if an employee isn’t clear about a policy, they are going to be at risk they have no job safety net.
    The case also reminds the city that under UK law, two years of service is a de facto threshold for bonuses, benefits, and legal remedies. Firing before this moment can look like a direct attempt to avoid the law and is sometimes taken as an example of status wrongdoing.
    Finally, a clear communications move goes a long way: ask people to confirm the policy, talk through how often they will check usage, and politely refer to the employee handbook. That can avoid odd events like the one raised by Ms. Lanuszka. It will keep the business polite, the employee safe, and the law satisfied.

    The Bottom Line

    In the last months, we see a lot of judgments that follow the same pattern: The employer’s policy wasn’t clear, the ministry got wrong from the shelf, and the employee’s simple past browsing made him or her the victim of a bad dismissal. That can be avoided big time if both sides are on the same page about expectations and usage.
    When we look at any current situation like Ms Lanuszka and her company, we can ask ourselves:

  • Did I do something wrong?*
  • Did my bosses have a clear rule?*
  • Did the policy sign have lines that say personal use show?*
  • If we see no tracks or no mention, the dismissal can be called “fired unfairly.”
    On the other side, a company will want to keep a short policy, giving the employee some leeway for personal browsing, and all of that will be in a handbook that participants sign.
    That’s what this case helps us realize, and it’s the way we can all learn the lesson to stay safer: Get clarity, keep it simple, be honest.

  • NeoLogic wants to build more energy-efficient CPUs for AI data centers

    When NeoLogic started building its more energy-efficient CPUs for AI servers, folks in the industry told its founders Avi Messica and Ziv Leshem that their idea wasn’t viable.

    “Most of the people that we have met say it’s impossible,” Messica told TechCrunch. “Some of them told us, at the time, that the innovation is impossible because you cannot innovate in logic synthesis. You can’t innovate in circuit design. It’s too mature.”

    Israel-based NeoLogic nevertheless set out to prove them wrong, and the fabless semiconductor startup has been building a server CPU that uses more simplified logic — how a chip processes information — with fewer transistors and logic gates to run faster while requiring less power.

    NeoLogic was founded in 2021 by Messica, CEO, and Leshem, CTO, who together have 50 years of experience in the semiconductor industry. Leshem spent decades working on chip design at companies like Intel and Synopsis, while Messica focused on circuit design and the manufacturing side.

    “We co-founded this company more than four years ago because Moore’s law was dead,” Messica said, referring to the 1960s observation that the number of transistors on microchips doubles every two years.

    Around a decade ago, Messica said, companies stopped trying to scale transistors down in size, because transistors had gotten so small, there wasn’t much more progress to be made there.

    But, he says, NeoLogic wasn’t convinced. The startup is working with two hyperscaler partners on the design of the server CPUs, but Messica would not disclose their names. The company plans to have a single-core test chip by the end of the year and hopes to get its server CPUs into data centers by 2027.

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    Tech and VC heavyweights join the Disrupt 2025 agenda

    Netflix, ElevenLabs, Wayve, Sequoia Capital, Elad Gil — just a few of the heavy hitters joining the Disrupt 2025 agenda. They’re here to deliver the insights that fuel startup growth and sharpen your edge. Don’t miss the 20th anniversary of TechCrunch Disrupt, and a chance to learn from the top voices in tech — grab your ticket now and save up to $600+ before prices rise.

    Tech and VC heavyweights join the Disrupt 2025 agenda

    Netflix, ElevenLabs, Wayve, Sequoia Capital — just a few of the heavy hitters joining the Disrupt 2025 agenda. They’re here to deliver the insights that fuel startup growth and sharpen your edge. Don’t miss the 20th anniversary of TechCrunch Disrupt, and a chance to learn from the top voices in tech — grab your ticket now and save up to $675 before prices rise.

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    NeoLogic recently raised a $10 million Series A round led by KOMPAS VC with participation from M Ventures, Maniv Mobility, and lool Ventures. The company will use the funds to expand its engineering team and continue developing its CPUs.

    The funding round comes as data centers are straining existing energy resources with no relief in sight. The ongoing AI boom has data center power usage expected to double in just the next four years.

    Messica hopes that NeoLogic’s energy-saving potential will help make its server CPUs too attractive for the market to ignore.

    “It affects everything,” Messica said of the potential energy savings. “If you talk about next-generation data centers, it affects the construction costs; it affects the amount of capital that you’ll invest because you can shave off roughly 30% of the cost. And it affects the water usage. It has an impact on society, and basically that was our vision roughly five years ago.”