It's currently March 06, 2016 at 08:08AM
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Sunday, 6 March 2016
Saturday, 5 March 2016
Friday, 4 March 2016
MARKETERS NEEDED URGENTLY (lekki - Ajah) Salary + Commission
Location: Lagos Lekki - Ajah
Fee: 20,000 + commission
Send your cv to info@gigastreamsconsulting.com
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SALES HEALTHCARE ASSISTANT IN A PHARMACY NEEDED IN MABGORO, MAGODO AND OGUDU
REQUIREMENTS
1. The desired candidate must have an experience of minimum one year.
2. The desired candidate must have an SSCE, OND, or a PROFESSIONAL CERTIFICATION.
JOB SCOPE
· Accepting prescriptions for filling by Retail Pharmacists
· Giving advice to customers regarding which products are the best for their needs
· Handling prescriptions that will be filled by pharmacists
· Accepting payment for goods and services by a variety of payment methods and preparing sales invoices
· Keeping track of inventories and supplies
· Restocking shelves
· Taking payments for prescriptions and other goods
Skills required
· Accurately conveying details to other individuals
· Awareness of others and understanding of their actions
· Excellent communication and customer service
· Fully participating in the listening process and comprehending various points being made
· Interest in assisting other people
Show interest? Send your cv to info@gigastreamsconsulting.com OR click the Apply
Show interest? Send your cv to info@gigastreamsconsulting.com OR click the Apply
Follow us on our social media to get more offers like this.
Facebook : https://www.facebook.com/giga.streams/
Twitter: https://twitter.com/Gigastreamscons
See 7 Habits of Remarkably Authentic Brands
Consumers have trust issues with brands. They are skeptical of brand messaging and instead often turn to their peers to inform purchase decisions. They also want honest relationships with the brands they support.
Indeed, 63 percent of global consumers said in a survey that they would buy from a company that they consider to be authentic over all other competitors. Consumers will reward the companies that communicate honestly about their products. They'll shun those that do not.
So, what makes for an authentic brand? How can your brand become more authentic? Here are seven habits of remarkably authentic brands.
1. Listen to your customers.
Your customers are talking about your brand online. Word-of-mouth has expanded to social media, and customers are voicing their opinions about your products. Find out what your customers are saying!
Social listening can help your brand learn how customers use your products post-purchase and what they like and dislike about their touch points with your brand. Some 83 percent of consumers said in a survey that they like it when a company responds to them on social media. So, join the conversation and "like," "comment" and "share" positive submissions. Also, do your best to accommodate the negative consumers.
2. Let go of who you think you are.
When you start listening to your customers on social media, you might just learn something. While your brand may see itself in a certain way, the millions of photos that customers post online may not be reflecting your brand message. Customers can do a lot to shape and enhance your brand lifestyle. Don’t be afraid to let go and collaborate with customers to build a stronger and more authentic brand.
3. Stand behind your values.
In the outdoors industry, you hear a lot about representing “the tribe” and how outdoor brands cater to the values of their community. In particular, you hear about brands wanting customers to believe in what they stand for, not just to buy their products.
What this often means is that brands position themselves behind causes their community supports. Some 64 percent of survey respondents have cited shared values as the main reason they have a relationship with a brand. Clearly stating your values is a mark of brand authenticity.
4. Be honest.
Authentic brands represent their products in a truthful way. Some 91 percent of customers said in a survey that they believed that brands should represent their products honestly. What this means is that you don’t deceive your customers with distorted reviews and product images.
Offer transparency by displaying customer-created photos collected from social media on your product pages directly, next to your stock images. That will give your customers a greater sense of transparency and trust.
5. Personalize your outreach.
Show your customers that you care about their needs. Seventy-three percent of consumers said in a survey that they preferred to buy from brands that use personal information to make their shopping experiences more relevant.
With today’s technology, you can upsell customers based on what they have bought in the past. Offer complimentary product discounts through package inserts, Instagram display ads or a tailored email marketing campaign.
6. Embrace your story.
Chances are, you have a powerful story line that you are not putting to use. It might be an amazing founder’s story or simply a declaration of why you believe in the brand you represent. Whatever it is, consumers want to know why you care about your brand.
If they find why you care compelling, you might convince them to care as well. Everything is about building a brand story, a story that your customers can see themselves in.
7. Make every day matter.
Remember that consumers are interacting and buying from brands each and every day. When it comes to being authentic, you need to be consistent. You should actively work to ensure that every interaction a customer has with your brand leaves a positive vibe. You don’t get to take a day off representing your brand. Create great marketing collateral that reflects your authentic brand voice and stay attentive, and helpful, to your customers.
Thursday, 3 March 2016
See 3 Ways to Turn Your Dumb Job Into a Dream Job
Employees know far less about employer expectations than their managers may realize -- an October report from Gallup of 1,000 employed adults found that only about half of the employees surveyed had a clear understanding of what was expected of them at work.
That means that fully half of employees are unsure about their career development. They don’t know if they’re on the right path or what they need to do to succeed in their roles.
And that makes for a bleak picture, which highlights a disconnect in today’s workplaces. Because, when leaders and employees aren’t communicating properly, goals are unclear, progress stalls and objectives aren’t reached.
Here are a few steps to get employees and managers on a clear path for professional development, for the sake of the employee and the company:
1. Focus job descriptions.
Start at the very beginning. Setting employees up on a fulfilling career path starts with the job description. Most employers approach the job description as a list of requirements or only an ad to sell their company culture. But that description really serves as an employee’s first introduction to a new role. Think of it as the entry point to the performance management process.
There's good reason to do that. Some 85 percent of candidatessurveyed by CareerBuilder in 2015 said that clearly defined job duties and responsibilities positively influenced their decision to apply. But, first, the description needs to accurately represent the position; otherwise, new employees will be set up for failure. They will think they were hired to do one thing, but their managers will expect them to do another.
And that's a recipe for disaster: Before the new hire even starts the job, he or she is already on a different page than management.
How to fix it: Take the time to understand the job before writing the description. Ask managers what they expect from the candidate, and inquire from current employees what they need on their team. Use these responses to draft a description. Then, put yourself in the place of the new hire reviewing it. Does the description accurately reflect the responsibilities of the job? Is it focused? Are the expectations clear?
2. Create and evaluate job families.
With an accurate job description in hand, employees can start the job knowing what is expected of them -- but do they know where they’re going? Do they understand future expectations or how to advance down their career path?
In a 2015 SHRM survey of 600 employees, 83 percent said career advancement was important or very important to them, but only 20 percent were very satisfied with how their company was addressing this need.
And that begs the question: If employees don’t know what is expected from them, how can they know how to advance?
While some employees may not be growing as much as their managers expect them to, some managers don’t recognize when their employees are taking on more responsibilities. In fact, 2014 research from theOffice of the Future found that 41 percent of administrative professionals surveyed said they felt that their job description had become inaccurate, given their new duties.
How to fix it: Use "job families" to show employees a clear career path and to help managers recognize when employees are ready to move up. Job families are groupings of similar jobs, showing their inter-relationships and structure in terms of their responsibilities, pay and advancement.
Job families detail what is expected from employees at each level, what requirements are needed and how to progress along a given career path in an organization.
Also encourage HR and managers to create job families that accurately reflect development within the company. If these groupings are already in place, review them to make sure they are clear and correct. When developing these structures, focus on what people do at each level, not their job titles.
Above all, make these career paths transparent and accessible for employees. Share your company's job families, explain them and make them available on the HR platform employees regularly use.
3. Align personal and organizational goals.
Job families help employees know what to do to reach the next level of their career. They can help employees set goals -- but do these goals align with their managers' goals? What about the goals of the organization overall?
Probably not. The Gallup survey found that just 32 percent of respondents said their manager helps them set performance goals. In addition, a 2015 survey of North American employees conducted by Achievers found that 61 percent didn't even know their company’s mission, and an additional 57 percent said they weren't motivated by that mission.
How to fix it: Managers need to help employees set goals that align with the company’s mission and objectives. First, review the company mission and vision with employees. Remind them of what they are working toward and how their job contributes to this overall purpose. Then, have managers and employees set goals together, with the mission as a focal point.
Sharing these personal goals with the whole team can keep employees and managers focused, suggests research from the Dominican University of California: Study participants who wrote down their goals, shared them with others and sent weekly updates to friends were 33 percent more successful in meeting these objectives, on average.
In addition, a 2015 report from Bersin by Deloitte suggested that high-performing companies should make individual work goals public for all to see. Sharing goals can help keep employees and managers on track, accountable for their performance and ultimately on the same page.
