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Thursday, November 1, 2012
D&D Monster Study Proves Eyes Have It
sciencehabit writes with this excerpt from Science: "The dungeon is pitch black ? until the dungeon master blazes a torch, confirming your worst fears. A Beholder monster lurches at you, its eyeballs wriggling on tentacular stems. As you prepare to wield your Vorpal sword, where do you focus your gaze: at the monster's head or at its tentacle eyes? Such a quandary from the role-playing game Dungeons & Dragons may seem like a meaningless trifle, but it holds within it the answer to a tricky scientific question: Do people focus their gaze on another person's eyes or on the center of the head? In fact, a father-son team has used D&D monsters to show that most people will look to another creature's eyes, even if they're not attached to a head."
#imagreatist Healthier Choices! | Greatist
This week, greatists from around the web made some killer?choices for their fitness, health, and happiness. We went straight to the source ? Twitter and Facebook ? for some awesome #imagreatist posts!?From home-workouts to fruit-infused water, standing desks to Tough Mudders, we?re inspired by all the small choices that are making a huge difference.
What #imagreatist moment are you most proud of? Share with us in the comments below or join us on Twitter?@greatist.
Source: http://greatist.com/health/imagreatist-healthier-choices/
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The hurricane Sandy business interruption conundrum | www - Artemis
The issue of business interruption and contingent business interruption insurance losses is becoming a major conundrum when it comes to estimating the total insured loss caused by hurricane and post-tropical storm Sandy. Business interruption claims can take weeks to develop, longer to be reported and quantifying the actual exposure is tricky. Add to that uncertainty around whether insurance policies include business interruption and the insurance and reinsurance industry has a job on its hands.
Reports that came out yesterday and today from various market observers suggest that business interruption will be a real issue from Sandy. The problem with business interruption is that there are so many unknowns that the claims total from BI can very quickly escalate. How business interruption is written into insurance policies is a factor, as some may exclude BI resulting from a government induced shutdown of New York, some insurers policies may exclude BI unless it is contingent on actual damages from an event. Flood applicability to BI claims is also a potential contractual issue in insurance policies. Contract technicalities can make a big difference to BI claims, so expect there to be disputes and much uncertainty over the level of business interruption losses from Sandy.
Dan Gerber, from law firm Goldberg Segalla, commented; ?Sandy will likely cause significant business-interruption losses. The key issue will be determining applicable coverage for these claims and appropriate restoration periods. Two key issues insurers will be looking at are causation and calculation of damages. They will examine whether the damage resulted from flood, often an excluded loss, or wind and wind-driven-rain. Additional coverage may be implicated if a sewer backup of some sort occurred during flooding.?
?In the aftermath of Sandy, a number of complicated issues will arise when insurance companies assess the level of pay-out they are facing on business interruption claims. These include: is the lost income claimed based on historical figures or figures in the post-damage community; and did the market circumstances change after the disaster that would have rendered the business more valuable and profitable if it had been open??
?When assessing loss of profits for a business, it is vitally important that accurate calculations are made, so a forensic accountant should be engaged at an early stage to work through the problem and analyze the expenses as they are being incurred.?
?Business interruption insurance requires a suspension or interruption to the insured?s business to trigger coverage, and most courts have ruled that the cessation of business must be total, not merely a slowdown or decrease in expected profit, unless the policy specifically provides otherwise.?
?Ultimately, businesses want their claims adjusted timely and accurately, and insurers will want complete information from insureds. To achieve this, it is important that appropriate financial models are in place, that claimed losses are carefully documented, and that claims are carefully investigated to ensure they are covered by the policies in place.?
Fitch Ratings said in a release late yesterday that business interruption from Sandy could cause big losses for the insurance industry. Fitch expects that flooding from excessive rainfall and high storm surge will be a substantial component of damages from Sandy, in addition to damage from the storms strong winds. They stress that it is important to note that homeowners? policies cover wind losses, but generally do not cover flood losses. Conversely, many commercial policies cover both wind and flood losses, as do crop insurance policies. This complication can add to the delay in calculating an overall industry loss for the event.
Fitch said that there is the potential for significant business interruption (BI) and contingent business interruption (CBI) losses related to the flooding as the affected areas work to restore power and resume operations following the storm. Sandy has impacted a wide variety of businesses in densely populated areas, including retail, corporate offices, transportation, manufacturing, and energy plants, many of which will have BI policies or clauses in their policies and now good reason to claim on them.
Fitch ratings explain:
Extensive BI and CBI losses were experienced by the insurance industry last year in both the Japanese earthquake and tsunami and Thailand floods, as they accounted for a considerable portion of commercial and industrial losses. Fitch also notes that these events demonstrated the extent to which BI and CBI losses have been underestimated in the modeling and underwriting of risks.
In order to incur a BI or CBI loss, an insured must suffer an actual loss of income from the suspension of operations. In the case of BI, the interruption must be due to physical loss or damage to its own property as a result of a covered cause of loss. A BI claim can also be triggered if the work location is not accessible due to a ?civil authority? order telling people to stay out of an area. CBI provides an additional protection that covers loss of income when the insured?s operations are disrupted by a supplier and covers the same perils as the main policy of the insured. However, the majority of companies do not purchase CBI policies.
Coverage typically begins following a waiting period, most often 72 hours, and continues for the length of time it takes to repair, rebuild, or replace the damaged or destroyed property with reasonable speed and similar quality. Thus, the ultimate insured losses from BI and CBI will be partly predicated on the speed with which businesses resume operations. It is also important to note that the vast majority of BI and CBI coverage purchased in the U.S. is included as part of the insured?s property policy, and are thus included within the overall property policy?s coverage limits.
Alex Denslow, a partner at law firm CMS Cameron McKenna agrees and is quoted in the Post Magazine here saying that insurers may struggle to define causes of damage, which could confuse BI claims. ?Damage has been caused as a consequence of wind, water, snow, fire, inland flooding and storm surge. Insurers will need to check policy coverage carefully to determine the scope of cover,? he said. ?As in the case of the New Zealand earthquakes, there may be practical difficulties for adjusters in determining the cause of loss due to inability to access areas that may be affected.?
Also in their regular legal update emails CMS Cameron McKenna said; ?Insurers will need to consider whether their policies cover business interruption as a consequence of government action or as a preventative measure, or whether business interruption is contingent on material damage.? They mention the tourism industry as a prime example of one hit by Sandy and facing business interruption issues.
Reinsurance payouts could increase due to these business interruption claims as some will likely trickle through to be dealt with by reinsurers, although again contract wording will matter and disputes are possible. For catastrophe bonds, generally business interruption and contingent business interruption are included as part of an ultimate net loss or industry loss total so many have some exposure to this. It does raise into question how qualifying losses are calculated for cat bonds given the length of time it can take for interruption claims to fully develop. Hence the calculation methodology documentation is so important in cat bond, and ILW, transactions as it defines how long the gap between event and calculation report can be.
So, business interruption is likely to prove a conundrum for insurers, reinsurers and anyone assessing the extent of the insured loss from Sandy. Loss development could go on for some time, similar to that seen in Thailand and New Zealand where loss estimates rose months after the events. It?s important that the industry continues to look at ways to better understand business interruption and tries to develop new tools to hedge this risk explicitly as that would help to avoid any confusion caused by policy wording.
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Source: http://www.artemis.bm/blog/2012/10/31/the-hurricane-sandy-business-interruption-conundrum/
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Disney to make new 'Star Wars' films, buy Lucas co
People walk past a fountain showing the Yoda character from the Star Wars movies outside of Lucasfilms headquarters in San Francisco, Tuesday, Oct. 30, 2012. The Walt Disney Co. announced Tuesday that it was buying Lucasfilm Ltd. for $4.05 billion. (AP Photo/Jeff Chiu)
People walk past a fountain showing the Yoda character from the Star Wars movies outside of Lucasfilms headquarters in San Francisco, Tuesday, Oct. 30, 2012. The Walt Disney Co. announced Tuesday that it was buying Lucasfilm Ltd. for $4.05 billion. (AP Photo/Jeff Chiu)
FILE - In this Oct. 15, 2011 file photo, "Darth Vader" accepts the Ultimate Villain award from "Star Wars" creator George Lucas during the 2011 Scream Awards, in Los Angeles. A decade after George Lucas said "Star Wars" was finished on the big screen, a new trilogy is destined for theaters after The Walt Disney Co. announced Tuesday, Oct. 30, 2012, that it was buying Lucasfilm Ltd. for $4.05 billion. (AP Photo/Chris Pizzello, File)
FILE - In this Feb. 26, 2012 file photo, George Lucas arrives at the Vanity Fair Oscar party in West Hollywood, Calif. A decade after George Lucas said "Star Wars" was finished on the big screen, a new trilogy is destined for theaters after The Walt Disney Co. announced Tuesday, Oct. 30, 2012, that it was buying Lucasfilm Ltd. for $4.05 billion. (AP Photo/Evan Agostini, File)
FILE - In this Feb. 17, 2012 file photo, George Lucas arrives at the 43rd NAACP Image Awards in Los Angeles. A decade after George Lucas said "Star Wars" was finished on the big screen, a new trilogy is destined for theaters after The Walt Disney Co. announced Tuesday, Oct. 30, 2012, that it was buying Lucasfilm Ltd. for $4.05 billion. (AP Photo/Matt Sayles File)
In this publicity photo released by Disney, Robert A. Iger, left, chairman and CEO, The Walt Disney Company, and George Lucas, chairman and founder, Lucasfilm, sign the agreement for The Walt Disney Company to acquire Lucasfilm Ltd. on Tuesday, Oct. 30, 2012, in Burbank, Calif. The Walt Disney Co. announced today that it was buying Lucasfilm Ltd. from George Lucas for $4.05 billion. The deal brings Lucasfilm under the Disney banner with other brands including Pixar, Marvel, ESPN and ABC, all companies that Disney has acquired over the years. (AP Photo/Disney, Rick Rowell)
LOS ANGELES (AP) ? A decade since George Lucas said "Star Wars" was finished on the big screen, a new trilogy under new ownership is destined for theaters after The Walt Disney Co. announced Tuesday that it would buy Lucasfilm Ltd. from him for $4.05 billion.
The seventh movie, with a working title of "Episode 7," is set for release in 2015. Episodes 8 and 9 will follow. The trilogy will continue the story of Luke Skywalker, Han Solo and Princess Leia beyond "Return of the Jedi," the third film released and the sixth in the saga. After that, Disney plans a new "Star Wars" movie every two or three years. Lucas will serve as creative consultant in the new movies.
"I'm doing this so that the films will have a longer life," Lucas, the 68-year-old creator of the series and sole owner of Lucasfilm, said in an interview posted on YouTube. "I get to be a fan now ... I sort of look forward to it. It's a lot more fun actually, than actually having to go out into the mud and snow."
Disney CEO Bob Iger said Lucasfilm had already developed an extensive storyline on the next trilogy, and Episode 7 was now in early-stage development. He said he talked with Lucas about buying the company from him a year and a half ago, but they didn't decide on a deal until very recently as Lucas set in motion his retirement.
"The last 'Star Wars' movie release was 2005's 'Revenge of the Sith' ? and we believe there's substantial pent-up demand," Iger said.
The blockbuster deal announced Tuesday will see Disney pay half the acquisition price in cash and half in newly issued stock. The company expects it to add to earnings in 2015 and said that as an example of its earnings power, Lucasfilm made $550 million in operating income the year "Sith" came out. Along with the cash, Lucas will end up owning about 40 million Disney shares, which is about 2.2 percent of the 1.83 billion shares that will be in circulation when the transaction closes. Disney did not say when that would happen.
The deal includes Lucasfilm's prized high-tech production companies, Industrial Light & Magic and Skywalker Sound, as well as rights to the "Indiana Jones" franchise. Lucasfilm will continue to be headquartered in San Francisco's Presidio park, and employees are to remain in their current locations. Disney has its headquarters in Burbank, Calif., near Los Angeles.
The deal brings Lucasfilm under the Disney banner with other brands including Pixar, the Muppets, Marvel, ESPN and ABC, all companies that Disney has acquired over the years. Coincidentally, Lucas created Pixar as a division of Lucasfilm to develop computerized filmmaking techniques before he sold it to Apple's Steve Jobs, who later sold it to Disney.
Twitter went wild with the news as fans speculated on mash-up titles for future movies, using the hashtag "DisneyStarWars." Among the amusing attempts were "When You Wish Upon a Death Star" and "Bambi Wan Kenobi." ''Star Wars," ''LucasArts," ''Disney," and "Indiana Jones" were all trending topics on Twitter after the deal was announced late Tuesday afternoon.
Fan club co-founder Ming Pan, a graphic designer in San Francisco, said he was glad audiences would get another "Star Wars" movie but worried whether the franchise would thrive after Lucas passes the torch.
"It's something that I thought may happen down the line, but I just didn't expect it to happen while Lucas was still alive because he has always expressed such a tight control over the 'Star Wars' license," Pan said.
Lucas was hailed as a cinematic visionary when the original "Star Wars" came out in 1977. But he had become an object of often-vicious ridicule by the time he started releasing 3-D versions of all six films in the franchise this year.
Die-hard fans had been vilifying Lucas for years, convinced that he had become a commercial sell-out and had compounded his sins by desecrating the heroic tale that he originally sought to tell.
They railed against him for adding grating characters such as Jar Jar Binks to the prequel trilogy, which Lucas directed and which came out from 1999 to 2005. They attacked him for tinkering with the original trilogy that spanned 1977 to 1983, too. Revisions in special editions and home video releases ? such as making the Ewoks blink and having a green-skinned alien named Greedo take the first shot at Han Solo in a famous bar scene ? were treated as blasphemy.
The criticism grated on Lucas, who vowed never to make another "Star Wars" movie.
"Why would I make any more when everybody yells at you all the time and says what a terrible person you are?" Lucas told The New York Times earlier this year.
"Indiana Jones and the Kingdom of the Crystal Skull," the fourth film in another lucrative franchise, subjected Lucas to even more barbs when it came to theaters in 2008. Fans of those films were especially outraged about an opening scene that featured Indiana Jones crawling into a lead-lined refrigerator to survive a nuclear bomb blast.
Lucas was fed up by the time he released "Red Tails," a movie depicting the valor of African-American pilots during World War II, earlier this year. He told the Times he was ready to retire from the business of making blockbusters and return to his roots as a student at University of Southern California's film school, where he once made a movie about clouds moving in a desert.
Kathleen Kennedy, the current co-chairman of Lucasfilm, will become the division's president at Disney and report to Walt Disney Studios Chairman Alan Horn. She will serve as executive producer for the new movies. Directors for the new movies have not yet been announced. The movies are destined to be live action, not animated, Iger said.
In the YouTube video, Lucas said the decision to continue with the saga didn't contradict past statements.
"I always said I wasn't going to do any more and that's true, because I'm not going to do any more, but that doesn't mean I'm unwilling to turn it over to Kathy to do more," Lucas said.
He said he has given Kennedy his storylines and other ideas, "and I have complete confidence that she's going to take them and make great movies."
Kennedy added that she and Lucas had discussed ideas with a couple of writers about the future movies and said Lucas would continue to have a key advisory role. "My Yoda has to be there," she said.
The scope of the "Star Wars" universe is staggering with hundreds of books, comics and other storylines that Lucasfilm has approved.
In May 1991, author Timothy Zahn's "Heir to the Empire" took up the story of Luke, Leia and Han five years after the events in "Return of The Jedi," which hit theaters in 1983. The characters go on to fight remnants of the evil Empire, marry, have children and battle a new crop of Force-powered enemies.
Season 5 of the animated series "Star Wars: The Clone Wars" is currently airing on Cartoon Network.
To date, the "Star Wars" movies have grossed $4.4 billion, and even years after the last film, the franchise continues to make money from merchandising. Disney's chief financial officer, Jay Rasulo, said that this year alone, "Star Wars" is on track to generate $215 million in licensing revenue. He added that, adjusting for inflation, the latest three releases in theaters would have generated $1.5 billion each at the box office today.
Disney plans to make movies, games and TV shows and expand on "Star Wars" theme park attractions that are already present in parks in Anaheim, Calif., Orlando, Fla., Paris and Tokyo.
Disney chief executive Iger, a former weatherman who rose through the ranks of ABC, has orchestrated some of the company's biggest acquisitions, including the $7.4 billion purchase of animated movie studio Pixar in 2006 and the $4.2 billion acquisition of comic book giant Marvel in 2009.
Jobs bought Pixar from Lucasfilm in 1986 for about $5 million and later sold it to Disney. When that happened, Jobs became Disney's largest single shareholder with a 7.7 percent stake. Those shares are now held in a trust.
Disney shares were not trading with stock markets closed due to the impact of Superstorm Sandy in New York. They closed on Friday at $50.08, near its 52-week high of $53.40. Shares are up 34 percent so far this year.
___
Associated Press writers Michael Liedtke and Garance Burke in San Francisco, and Christy Lemire and Alex Veiga in Los Angeles contributed to this story.
___
Online:
Lucas YouTube video: http://bit.ly/T2VE6f
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Shop Online For Boat Parts and Supplies
In the perfect world, the life of a boater is spent enjoying the water on as many days of the boating season as possible. Boat maintenance and upkeep are necessities as important as monitoring the tides and focusing on the catch of the day. Despite clear skis and calm waters, the headaches associated with boat maintenance can put a damper on even the sunniest summer day. Save valuable time and money by shopping online for boat parts and supplies because less time tracking down the just the right parts means more time spent enjoying the water.
The online venue for buying boat parts and supplies covers a broad spectrum. From the small bait and tackle store down the street, to marine superstores supplying everything from a flush kit for an outboard to the motor itself, the internet hosts sites with thorough inventories from stores all over the globe. Search engines for locating parts, price comparison charts, and fast and secure payment options are as simple as the click of a few buttons. Shop early or late; the internet doesn't close at the end of business. With valuable internet tools such as online pre-season boating checklists, maintenance calendars and complete manuals and parts lists, preventative maintenance is made simpler. In the matter of a few days, the right parts are delivered to your door.
Finding the right boat parts can be a difficult and frustrating process. Driving from hardware stores to marine stores takes time. Along with finding the right part in stock, the process involves reading labels, comparing prices and ensuring the parts will fit. With any luck at all a store clerk or cashier leading you in the right direction can be helpful. However, what happens when the most well-intent clerk leads you in the wrong direction? Spend more time on the water than in the stores shopping for boat parts and maintenance supplies by shopping on the internet. Let the internet's resources and vast selection of stores work for you.
The internet has made the life of a boater easier and more convenient. The weather forecast for the day, the week, or even the month is available at the touch of a finger. Tide charts, marine warnings, and calendars marking the official start of boating season can be easily examined. Taking advantage of all that the internet has to offer boaters in regard to shopping online for boat parts and supplies is a great asset to the enjoyment of recreational boating, water sports and boating professions.
The online venue for buying boat parts and supplies covers a broad spectrum. From the small bait and tackle store down the street, to marine superstores supplying everything from a flush kit for an outboard to the motor itself, the internet hosts sites with thorough inventories from stores all over the globe. Search engines for locating parts, price comparison charts, and fast and secure payment options are as simple as the click of a few buttons. Shop early or late; the internet doesn't close at the end of business. With valuable internet tools such as online pre-season boating checklists, maintenance calendars and complete manuals and parts lists, preventative maintenance is made simpler. In the matter of a few days, the right parts are delivered to your door.
The ease and convenience of shopping online for boat parts and supplies online leads the boater in one direction-straight to the dock for more time on the water. Paying a lower cost, a result of easy one-stop price comparisons, equals more money in your pocket. Today's technology offers consumers the opportunity to shop the best selection of products and services at the lowest prices. Spend more time on the water and less time worrying about boat maintenance by shopping for boat parts and services on the internet.
Source: http://www.artipot.com/articles/1419196/shop-online-for-boat-parts-and-supplies.htm
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Novo cautious on 2013 as it awaits new insulin approval
COPENHAGEN (Reuters) - Denmark's Novo Nordisk on Wednesday gave a cautious outlook for 2013, reflecting uncertainty over approval for its new long-acting insulin in the United States and slowing global insulin growth.
The world's biggest insulin producer is currently awaiting the outcome of an assessment from a U.S. expert panel on ultra long-acting insulin degludec, which Novo plans to market under the brand name Tresiba.
Last week, the panel said it would study the heart safety of the drug, stoking concerns that degludec's benefits may not outweigh its potential risks in the eyes of U.S. regulators, who have already delayed a decision on the product.
Novo Nordisk forecast 2013 operating profits and sales growth in high single digits, measured in local currencies.
The group has consistently delivered revenue growth of at least 10 percent and earnings before interest and tax (EBIT) growth of around 15 percent since 2006.
"The impact of that product (Tresiba) on the key U.S. market is very very hard to predict, and our growth outlook had to take that into consideration," Chief Financial Officer Jesper Brandgaard said at a news briefing. "We are leaving ourselves flexibility."
It raised its full-year 2012 outlook after a 40 percent spike in third-quarter core profit beat analysts' forecasts.
"The expectations for 2013 sales could have been a little higher," said Sydbank analyst Soren Lontoft. "The earnings forecast looks fine considering the high costs for the launch of Tresiba in the new year."
Generic competition, government price reforms, a global decline in insulin volume growth and significant costs related to the launch of degludec were also reflected in the 2013 outlook.
"Whilst the 2013 guidance is just broadly in line, this is a preliminary number and we would expect this to be increased at the full-year 2012 results," Jefferies said in a note to clients.
STRONG Q3 RESULT
In the third quarter of 2012, Novo Nordisk reported a 40 percent rise in EBIT to 7.86 billion Danish crowns ($1.37 billion), beating an average 7.23 billion forecast in a Reuters poll of analysts.
The result was driven by a 62 percent jump in sales of diabetes drug Victoza, one of Novo's biggest growth drivers, and a 23 percent rise in modern insulin sales.
Sales rose to 19.85 billion crowns, roughly in line with analysts' average 19.92 billion estimate.
Novo raised its 2012 sales growth forecast in local currencies to 10 to 12 percent from 9 to 12 percent and said it expected operating profit growth of 16 to 18 percent versus 15 percent previously.
Shares in Novo Nordisk rose 0.7 percent by 1200 GMT, against a 0.2 percent fall in the European healthcare sector index and a 0.1 percent rise in the Copenhagen stock exchange's benchmark index.
"The third quarter report was better than we had expected," said DNB analyst Rune Dahl.
Novo Nordisk shares have risen 42 percent since the start of the year, outpacing the European healthcare index which has gained about 12 percent.
Novo Nordisk said it would launch a new share buyback program shortly.
Last week, French drugmaker Sanofi forecast 2012 earnings would fall less than expected as cost cuts and demand for diabetes and rare disease drugs cushion the blow from patent expiries.
Also last week, Eli Lilly and Co and Bristol-Myers Squibb Co posted lower-than-expected profits as their former top medicines were pounded by cheaper generics and sales of other products disappointed.
(Additional reporting by Shida Chayesteh; Editing by Charlotte Cooper)
Source: http://news.yahoo.com/novo-nordisk-raises-view-q3-beats-fcasts-071935802--finance.html
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Seven Sales Lessons from the World Series | Sales Training ...
As a life-long San Francisco Giants fan (having grown up in the Bay Area), I was thrilled by the team?s dramatic victory over the Detroit Tigers in the 2012 World Series.
After being down two games to none against Cincinnati in the Division Series and then down three games to one against St. Louis in the League Championship Series, nobody expected the Giants to even make the World Series, much less win it in four straight games. (The hotel in Detroit cancelled the team?s hotel reservations when they were down 3-1 versus the Cardinals.)
And yet, they prevailed. And whether you?re a sports fan or not, there are valuable sales lessons to be gleaned from the Giants? improbable victory. Here are seven:
1. Be confident
?We didn?t let doubt creep in,? said Giants right fielder Hunter Pence. Confidence is as essential in sales as it is on the baseball field. Confidence affects your thoughts, your words and your actions. Doubt and fear are success killers.
2. Be resilient
No team had ever come back from two-game deficit to win three straight games on the road. And few teams have rebounded after trailing a series 3-1. The Giants did both. Largely by treating each elimination game as a fresh opportunity to succeed. Nobody ever said success?in sales, in baseball or in any other aspect of life?was going to be easy. Steel yourself for the bumps in the road and be prepared to bounce back when you encounter setbacks.
3. Take it one day at a time
You don?t win a championship in a single game. And you don?t close a huge deal in a single sales call. It?s a process. Focus and be present. What can you do today to set up your success tomorrow?
4. Work as a team
Baseball is a team sport. And many analysts commented on how well the Giants played together. ?Unselfish? was a word frequently used to described the players. In fact, Game 4?s winning run was scored by Ryan Theriot, whose job as the everyday second baseman was taken by Marco Scutaro?the guy who delivered the hit that drove him in. How can you improve your team? How can you work more effectively with your team?
5. Value your support staff
The Giants took 600 people to Detroit: Not just players and coaches, but also scouts, equipment managers, front-office personnel, families, friends?even minor-league trainers. Because they all had a hand in the team?s success. How well do you support the people who support you? Are you hiring the right people? Training them continually? Appreciating them sufficiently?
6. Get coached to get better
After an impressive 2010 postseason, pitcher Madison Bumgarner struggled in two playoff starts this year, giving up four runs against Cincinnati and six runs against St. Louis, losing both games. Bumgarner responded by watching video of himself and working with coaches to find the problem and correct it. The result of the self-described ?tweak? to his mechanics? Bumgarner pitched seven scoreless innings to win Game 2 of the World Series. Whether you?re a salesperson, small business owner or CEO, a coach can help you get better results.
7. Relax and have fun
Scott Ostler of the San Francisco Chronicle made the point that, ?You can?t get to the top playing tight.? He noted the Giants made deliberate efforts to have fun and stay loose, starting in their dugout before games, ?tossing sunflower seeds and other junk into the air and jumping around like sixth-graders on a Kool-Aid buzz.? A survey conducted by Britt Beemer for American Demographics found that 70.1% of respondents would switch to a different vendor if the company was more fun to do business with. How can you incorporate more fun into your business?
Like baseball, success in sales requires planning, strategy, practice, training, consistent effort and the occasional sacrifice. And when you put everything together, you?ll celebrate more wins!
Source: http://www.doncooper.com/seven-sales-lessons-from-the-world-series/
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