More business English para Dummies by Varios autores Page B

have a skill, talent, flair, or a special ability for something
generously spending: liberally splurging or consuming
customised: tailored, personalised, custom-made, modified
sought-after: very popular, very much in demand
to expect a great deal: to make great demands, to be more demanding
to dig deep into one’s pockets: to spend a lot of money
to be quite varied: to be very diverse, different, or unlike
to be retired: to have given up work, to have stopped working, to be pensioned off
to cross the 50s threshold: to turn 50, to celebrate one’s 50th birthday
to arise: to surface, to develop, to crop up, to appear, to evolve
sales approach: selling strategy or tactic
independently from: separately from, unrelated to, detached from
distinction: difference, dissimilarity, division, contrast
environment: situation, surroundings, setting, milieu
noticeably restricted: distinctly or markedly limited
to elucidate: to explain, to make clear, to clarify, to reveal
to cater precisely to: to meet, to fulfil, to comply with, to fit
creation: formation, making, establishment, construction
to contribute to: to be a factor in, to play a part in, to play a role in
crowd: group, set, circle, clique
pursued: chased, worked at, aimed at, engaged in
consciousness: mind, thoughts, awareness, memory, cognizance
to tie someone to: to bind someone to, to make someone stay loyal to
to remain: to stay, to keep on being, to continue to be
to regard: to look upon, to view, to see
various: different, diverse, assorted, miscellaneous, choice of
leisure time: free time, spare time, time off
Reactivating jeopardised customer relations
    Reinforce the “strategic points of intersection ” to meet your customer.
    Your sales representative’s lack of emotional immediacy toward the customer may be interpreted as impoliteness and his credibility may be lacking as a result ofcarelessness, especially when promises were not delivered reliably, and his inflexibility may possibly be perceived as lacking in creativity. The customer relationship appears to be “muddled” .
    But what is there to do? Better to play it safe from the start: Take the line of demarcation between your sales organisation and the customer as the starting point, where frictionless interactions are supposed to connect . And occupy this pivotal point not just with one single sales representative, who is only in touch with one single customer. Because you know: a bird can never fly with one wing.
    For the most part, it is better to have a complete sales team in the supplier’s company to communicate on various levels with the buyer’s organisation.
    Establish “strategic points of intersection”:
    Where do the customer’s strengths and weaknesses come into view? Are they in accord with your own company’s?
    Which key personalities in the customer organisation are crucial for the success of endeavouring towards a more solid commitment? Who are the supporters and who is a potential saboteur?
    Who is a high-ranking decision maker in the buyer’s organisation, one who supports the principle of “customer intimacy” and supplies the necessary backing ?
    This is not supposed to mean that the connection simply stands and falls with one such person.
    There can be others, depending on the size of the customer’s company. Please note: Companies with experience in regard to “customer intimacy” are looking to connect to the right teams in the customer organisation straight from the beginning. This will notonly provide the required working environment, but also signals the purest of intentions .
    As soon as a person has taken up a specific position, a constructive and consistent stream of communication needs to commence to cement the ties. Constantly verify whether the demands are being met! Despite the phrase-mongering in many brochures – inspire in your customer the heartfelt notion that he actually does take centre stage!
Secure lasting success
    Please never forget: In this philosophy,