The terms virtual reality (VR) and augmented reality (AR) get thrown around a lot. VR headsets, like the Oculus Quest or Valve Index, and AR apps and games, such as Pokemon Go, are still popular. VR and AR two different concepts, with characteristics that distinguish one from the other, but they look similar. And as these technologies develop, they naturally bleed into each other.
What is virtual reality?
VR headsets completely take over your vision to give you the impression that you’re somewhere else. The HTC Vive Cosmos, the PlayStation VR, the Oculus Quest, the Valve Index, and other headsets are opaque, blocking out your surroundings when you wear them. If you put them on when they’re turned off, you might think you’re blindfolded.
When the headsets turn on, however, the LCD or OLED panels inside are refracted by the lenses to fill your field of vision with whatever is being displayed. It can be a game, a 360-degree video, or just the virtual space of the platforms’ interfaces. You’re taken visually to wherever the headset wants you to go—the outside world is replaced with a virtual one.
What is augmented reality?
AR is one of the biggest technology trends, and it’s only going to get bigger as AR-ready smartphones and other devices become more accessible around the world. AR can make us see the real-life environment right in front of us—trees swaying in the park, dogs chasing balls, or kids playing soccer—with a digital augmentation overlaid on it. A pterodactyl might be seen landing in the trees, the dogs could be mingling with their cartoon counterparts, and the kids could be seen kicking past an alien spacecraft on their way to score a goal.
Considering the advances in AR technology, these examples are not that different from what might already be available for your smartphone. AR is readily available and being used in myriad ways, such as in Snapchat lenses, in apps that help you find your car in a crowded parking lot, and in a variety of shopping apps that let you try on clothes without even leaving home.
Maybe the most famous example of AR technology is the mobile app Pokemon Go, which was released in 2016 and quickly became an inescapable sensation. In the game, players locate and capture Pokemon characters that pop up in the real world—on your sidewalk or in a fountain.
The eLearning industry is all about making use of advanced technologies to enhance the learning experience. In the end, the aim is to make learning an easy, enjoyable task. Achieving that target without incorporating the latest technological tools is virtually impossible in the digital era.
Thus, augmented and virtual reality have slowly but surely been edging into the eLearning sector. These techniques have been warmly accepted by modern learners because of the many benefits they offer. If you are still unaware of these trending alternate reality technologies, then here are the five benefits of using them.
1. Make the eLearning process engaging and exciting.
Engaging online learners within the eLearning environment is one of the biggest hurdles eLearning professionals face.The use of augmented and virtual reality makes eLearning programs more innovative and enjoyable.
2. Create scenarios that otherwise are impossible to create.
Augmented and virtual reality technologies have added another dimension to the field of eLearning. They take online learners to another world and allow them to gain experience without any risk. This technology also enables organizations to incorporate environments that would be too costly to recreate in the real world.
3. Focus on a practical approach rather than theory.
The existing education system focuses more on theory than practical approach. That is the reason why people tend to forget rotely learned concepts so easily. On the contrary, augmented and virtual reality make learning a practical experience. And experiences are what stick with online learners and enable them to recall the information for later use. Some concepts that in theory appear to be dry fail to catch online learners’ attention for more than 15 minutes.
However, AR and VR can make them more interesting by adding practical application and immersion to eLearning. This also helps online learners to appreciate the importance of concepts and ideas instead of merely brushing them off as theoretical knowledge that has no correlation with their work duties or responsibilities).
4. Encourage online learners to learn from their mistakes.
Incorporation of alternate reality technologies into the learning environment removes any doubts from the minds of online learners. With these technologies, online learners are able to try out their own ideas and reach their own conclusions. This also ensures that the lesson learned sticks with them and creates an emotional connection.
5. Allow for self-guided exploration.
Augmented and virtual reality technologies can create a safe environment for online learners to experiment and try things that would otherwise be impossible.
The power of alternate reality technologies make eLearning more engaging and productive. As the technology evolves, so too will the applications in eLearning. That’s why it’s essential for eLearning pros to keep up with cutting-edge tech and think of new and innovative uses for modern applications.
The Great Depression of 1929-39, the OPEC oil price shock in 1973, the Asian credit crisis in 1997, and the Great Recession of 2007-08 — these are just some of the most distressing downturns in economic history, and the current pandemic is adding to this list.Apart from these crises, businesses — however small or big — are continuously struggling with the ever-evolving technology. Companies need to deal with disruptive innovations, dynamic consumer likings, pricing, quality, and a high degree of satisfaction in user experience.Such risks arising out of unpredicted conditions coupled with traditional trade risks put a business on tenterhooks with the obvious threat of going into oblivion and give them no choice but to strive for excellence and agility to survive.
The dictionary meaning of agility is quickness, dexterity, alertness, swiftness, responsiveness. While there isn’t a single comprehensive definition vetted by everyone, some authors defined agility as one of the key organizational characteristics that need to be mastered to stay adaptive and competitive in turbulent markets. In the context of the current pandemic and the uncertainty it brings, it calls for an organizational response to the unproductive environment and the ability to convert threats into opportunities. However, the concept of agility was mainly associated with manufacturing industries that too around managing demand-supply variation.
To cope up with a turbulent environment, organizations should have the ability to anticipate the direction and degree of change in a proactive manner. As such, organizational structures should be designed so that they permit greater agility, through flexible response. Enablers like leadership, strategy, people, and business processes play an important role in developing organizational agility. These enablers need to work in cohesion to enhance the agile components of the organization.
The prevailing VUCA (volatility, uncertainty, complexity, and ambiguity) conditions trigger dynamic and continuously changing environments, impacting the organizations. As a response, organizations need to develop the ability to innovate and acquire new knowledge so as to achieve agility for survival. The strategy around flexible HRM empowers organizations or firms to respond to external customers, competitive positions, technology selection and dissemination, creativity, and cycle time reduction. The focus in this paper is on the intangible resource (i.e. human resource) and the important flexibility dimensions of human resource management (HRM).
HRM strategy on agility
The HRM strategy should support reactive agility (organization’s responsiveness), proactive agility (organization’s effectiveness), and innovative agility (organization’s resourcefulness). HRM strategy is required to support the ever-dynamic market so that organizations can respond and achieve decent performance. Organizations paying attention to the HR strategy have been proved more profitable than others.
The key attributes of agility in an organization that HRM should try to focus on and promote in the organization through key leaders are tabulated below. This is not a comprehensive list but can be developed depending upon the organization. As a next step, one should have measures in place around these attributes so that agility can be assessed if not measured. All key frameworks like BEM/EFQM, CMMI, or BSC aim at providing resilience to organizations; therefore, while developing any such framework these attributes can be guiding points.
Image source: The KPI Institute
The challenge to organizations today is how to imbibe and implement agility drivers and later how to judge the organization’s agility. One possible approach is to develop an agility maturity model in line with a capability maturity model in template form. The template itself needs to be dynamic and able to change with environmental factors. The table above is just guidance to look around such agility drivers so that it can be helpful in developing the template.
Strategic HR plays an important part to ensure that the people in the organization understand and support such agility adoption.In fact, the versatility and the adaptive skills of a person are assessed even as early as the talent acquisition stage as this is an important dimension when recruiting an individual into the organization. The employees’ performance management system (PMS) developed by HR should pay greater attention to agility factors in a person rather than just task accomplishment levels. To conclude, understanding and navigating the complex eco-system in which organizations operate is crucial; at the same time, HR should play a bigger role in developing an agile workforce that can’t be just left to line functions.
Needless to say, innovation has become a necessity for organizations. Innovation influences a firm’s performance and helps them to gain a competitive advantage and become market leaders. Companies claim to exert tremendous efforts in embracing innovation, yet many still do not have a clear innovation strategy and are unable to clearly align it with their overall business strategy. Some would opt to just embed it within their values or cultures, or as a business attribute, without having a clear plan and system for its effective implementation.
PwC’s Innovation Benchmark (2017) showed that 54% of the surveyed companies (>1200 respondents) reported that they are struggling in bridging the gap between business strategy and innovation strategy. Companies would make enormous investments in innovation, however, they do not see the returns from these investments. This is mainly because there is no alignment between their innovation strategies and their business strategies.
There is no such thing as the “right innovation strategy”. Companies need to determine and create their own innovation strategy to fit their business needs such as business strategy, culture, and organizational structure. But why would companies go through all this hustle? Why is there a need for companies to create an innovation culture when they may already have a strong business strategy in place?
The answer is simple: it helps companies to have successful innovation management. Innovation strategy aids organizations to know whether there is a need to innovate, to what extent, and in what areas. Accordingly, a company’s innovation strategy should be communicated across their organization; all the way from the CEO down to the most junior person in the workplace.
Katz, Du Preez, & Schutte (2010) highlighted that innovation strategy can be described in two roles: the first one is an improvement role or, in this case, the “improvement innovation strategy”. The second role is a future business role or the “future business innovation strategy”. For the improvement role, innovation strategy does the following:
Aligns a firm’s objectives with innovation objectives;
Acts as a guide for the type, level, and influence of innovation needed to attain a firm’s objectives;
Allocates a firm’s resources between daily operations and innovation initiatives; and
Creates a road plan for a firm to effectively utilize resources for innovation.
In relation to the future business role, the innovation strategy aids firms to determine when and how to selectively abort the past (such as old methods and actions). This will also enable firms to direct their attention towards future business. In other words, the future business strategy would oblige a company to alter its pattern, position, or perspective strategy, which, in turn, pushes the firm to move from the current business and develop future business.
Consequently, there is no doubt that firms today need to innovate permanently within their organizations. However, they must do so in a strategic way. Here are some ideas on how you can do that within your firm:
Revisit your business strategy and make sure it is updated to your current business context.
Analyze your organization’s assets, competition, market opportunities, and the firm’s culture.
Consider the following components when defining your innovation strategy: type, level, impact, risks, collaboration, place, maturity, resources, and drivers.
Determine the right timing for market entrance in case of product or service innovation.
To sum up, there is no such thing as the perfect innovation strategy. It is a strategic management decision that should be carefully taken by the most senior leaders in the workplace. It has to be shared with each and every individual so that it is reflected right from the beginning of the innovation process. Considering the nine components mentioned above is essential to be able to develop your innovation strategy.
The first four components (type, level, impact, and risk) help the company to have the right blend of innovation needed to bolster the firm’s objectives and goals. As for collaboration (impacts the level of financial and human resources), place (assists the balance between the types of resources) and resources (divides the resources between the daily operations, innovation initiatives, and innovation capability improvement), they provide a guideline of the allocation of resources for innovation. The last two components are drivers and maturity which make the company ready to innovate their future business.
If you are still waiting for the old normal to come back, you will see that almost two years of experiencing the pandemic has forever changed the way people look at sales. Back in the day, businesses skipped the socializing aspect and went straight to selling products or services. However, it seems that building a relationship is more important now than ever as COVID-19 inadvertently transformed sales towards being more human.
LinkedIn report’s State of Sale for 2021states that “70% of the buyers want to continue working remotely half or more of the time in the future.” Remote working, the limited in-person interaction, and the inability to travel had a strong impact on the sales strategy, so revenue leaders discovered the urgent need to shift their strategy by building a more human and personal approach when closing a sale.
Certainly, we are now at the beginning of a Human-to-Human era. So what kind of sales strategies should sales leaders use to increase the sales team’s performance? This article will present seven sales strategies that can be used to outsmart and overcome pandemic challenges.<
Regain and re-qualify your loyal clients
The cost to acquire a new customer is higher than to retain an existing customer. Loyal customers are a source of boosting profits through these challenging times when customers are extremely conscious of their budgets. Companies must have a customer loyalty program for salespersons to use to their advantage.
Having offers like additional discounts, credit card programs, punch cards, and points systems is a good way to incentivize customers. If the customers feel rewarded, they will choose to stay with your business. It also avoids the possibility of them going to other competitors in the market.
A referral program is another fruitful strategy that can bring unlimited opportunities. Customers are more inclined to spread the word and refer your company’s products or services to a friend or family member if there are rewards for doing so. This is also an easy way to keep existing customers and to attract new clients.
Follow up with your customers regularly
As shown in LinkedIn’s report, only 2% of sales are done from the first interaction with a client while 80% of sales occur after at least five follow-ups. In terms of timeliness, 63% of the potential customers are not ready to buy for at least 3 months. Meanwhile, 20% of customers would be more likely to purchase in the next 12 months.
In practice, almost half of salespeople give up after just one trial. However, only 8% of salespeople will try to reach the customer for the fifth time. This means that those who make an extra effort would more likely be the top-performing salespeople in their organization. Following up means building trust and loyalty. This means salespeople need to take time to use various channels such as emailing, calling, and even social media to reach their clients. It cannot be done without a consistent and time-efficient strategy. Nevertheless, a follow-up time-efficient strategy implies efforts, creativity, and a lot of patience.
Use Social Selling like a pro
Salespeople can use Social Selling practices as a tool for building relationships. Social sellers can connect and interact with potential prospects on social media, avoiding spamming. This is a new sales strategy that can focus on presenting your brand and providing solutions to build trust and loyalty.
In times like these, when we are missing face-to-face interaction, social selling should become a priority. Social selling cannot be done without Social Listening. This term refers to using the right tools in monitoring what people are saying on social media about your company, products, or services. In being cognizant of these tools, you can also find valuable opportunities to know what your customers need. Oftentimes, companies will send an email to their customers. However, sending an email will no longer be enough to break the barrier between the seller and buyer. Instead, having a real conversation with your clients can build trust and confidence.
Focus on inbound sales
Inbound sales are defined by Mark Roberge, Advisor at HubSpot as “a scalable sales strategy that focuses on attracting interested prospects to your business and building lasting relationships to help your customers succeed.” The focus is more on quality than quantity. This is also the opposite of outbound sales.
Inbound sales start with defining your Buyer’s journey and understanding their current needs in three main steps: awareness, consideration, and decision. After which, the next step should be focused on identifying leads, connecting with them, exploring their current needs, and advising. From there, inbound sellers should separate the passive buyer from the active buyers and focus more on finding a good fit or ideal buyer. Finally, inbound sales imply writing a personalized presentation adapted to the buyer’s context.
It is now very important to step out of the game when it comes to sales. Sales representatives should become advisors and consultants who can understand the current challenges the customer is facing. By doing so, they should also be translators for the content that is provided on the website of the business.
Create content and provide solutions
Through creating and sharing useful content, social sellers can provide value and interact with potential customers. With the sophistication of interactions today, customers will know genuine intent from just a simple sales talk. If a sales representative is only interested in promoting what he wants to sell and not connecting with the customer, the customer will feel it and refuse any further interaction.
Furthermore, sharing the right content can change up the routine. This will help both customer and seller to also learn something new and useful. Channels such as LinkedIn and other relevant news and articles sites can prove to be useful in this area.
There is a wealth of relevant content that sales representatives can use to reach their clients in a meaningful way while providing information. LinkedIn articles, statistics, and research data that are relevant to your company are important for customers to learn more about your business. Other information such as infographics, videos, and even content on your company’s working culture can be useful in connecting with your customers
Use technology to your advantage
Social sellers should use and master technology to their advantage. Learning how to use various online tools to strengthen their online presence will give them that edge when reaching out to customers. You can utilize technology and boost your sales through various means such as having knowledge in CRM tools, video conferencing software, meeting schedule, content automation, and quote generation.
In an article written for Johns Hopkins Magazine, Patrick Ercolano describes sales as “a struggle for everyone, but it is less so for those who understand it and know how to leverage digital sales capabilities.” This goes to show that there is a need for sales representatives to rethink their strategies within the digital space. Additionally, he mentioned that “digital sales transformation is about making technology focus on the process, so you can focus on the customer.”
LinkedIn also stated this year that 77% of sales professionals are going to invest more in sales intelligence tools. This number shows that CRM System integration is a must. Utilizing sales engagement and sale intelligence software is very useful for building trust with their customer base as well.
Use KPIs to measure personal and departmental performance
There is a need for a rigorous measurement system to improve sales performance. In the past, metrics were more oriented toward measuring individual or team performance. Nowadays, the performance measurement needs to be more focused on customer satisfaction and retention, as well as the tracking of activity quantity.
The most important KPIs to measure customer satisfaction and customer retention are % Customer satisfaction, % Customer loyalty, % Customer satisfaction with service levels, % Customer satisfaction with complaints handling, % Net Promoter Score, % Customer retention, $ Customer retention cost. Meanwhile, the most used activity quantity KPIs used to measure sales performance during this pandemic are the following: # Leads created, # Calls made, # Sent emails, # Follow Ups, # Social Media Connections, # Meetings Scheduled, # Proposals Sent, % Closed Ratio, # Referral Requests, # Attemted Upsells. To see all these documented KPIs, explore SmarKPIs.com, the world’s largest database of documented KPIs.
Satisfied customers mean happy customers and they can become the best advocates of your brand. Considering all these seven sales strategies, we realize that it is time to reconfigure our ways to sell. The sales representative will not disappear and cannot be replaced by any technological inventions because humans need other humans to trust and interact.
If we reconfigure our sales strategy based on building loyalty and trust, we need to be perseverant in following up, mastering social selling and social listening skills. We also need to focus on Inbound Sales by using the best technological advances to our advantage. Finally, if we can do all these and measure our performance, we can outsmart the pandemic challenges.
Executives are familiar with Alfred Chandler, one of the more prominent strategic management scholars, along with Henry Mintzberg. Chandler perceives corporate strategy as the determining factor behind a firm’s long-term goals, after which you allocate capabilities and adapt actions & activities in a fashion that can achieve them in both an effective and efficient way.
