How To Translate Customer Wants into World Class Sales Excellence. The Seven Customer Rules and the Sales Roles that support Sales Excellence.

Translating Customer Wants into Sales Excellence
The three customer wants revealed during our Customer-Selected World Class Sales Excellence studies are more than a wish list. They are a mandate and a challenge to you. Your customers' hierarchy of wants drives their expectations and demands of vendors, and it should drive your company's responses, too.

Most important for our purposes here, the fact that your customers want substantiated value in return for their investments, solutions rather than products and services, and the opportunity to outsource their non-core activities should also shape your approach to selling.
When we identified the three customer wants during our studies, we reached something of a defining moment ourselves. Now that we knew what customers wanted to accomplish, we were able to ask them the next logical question: "How do you want salespeople to support you in pursuit of your goals?"
Of course, in terms of generating results that are statistically valid, our job was not quite as simple as asking customers a single question. We needed to define and focus a series of questions. We had to ask them properly, as well as interpret and record answers. In addition, we had to determine the "share of wallet" that each respondent awarded each salesperson, and correlate their answers against the purchasing behavior.
This work entailed sorting and coding hundreds of thousands of responses of business customers into what turned out to be fifteen categories. Then, those categories were reduced to those that are directly applicable to salespeople, and within their control. Next, they were weighted to ensure that they were statistically significant, because there is no point in devoting time and effort to developing sales skills that are not capable of creating a substantial result. Ultimately, seven factors were revealed, factors that business-to-business customers believe define the world-class salesperson.

The seven factors that business customers most often identified offer us two major insights: the behavioral rules that they expect salespeople to adhere to, and the corresponding professional roles, and the associated skills, that they expect salespeople to embody. These are the seven customer rules and the sales roles that support them:

Rule #1: "You must be personally accountable for our desired results." The best salespeople, and those to whom customers award the largest portion of their business, take personal responsibility for the customer's results. Of course, these salespeople neither do all of the work that is required themselves, nor are they directly employed by their customers. But they do act as the single point of contact for the customer and they ensure that customers buy the best solutions and achieve the value they expected. They act as business agents—that is, surrogate managers—who are responsible for every aspect of the relationship between the buyer and seller, especially the achievement of solution benefits.

Rule #2: "You must understand our business." This rule flows logically from the first: in order to personally manage a customer account, salespeople must understand the customer's business. This requires a deeper understanding than the qualification profile that most salespeople use to identify prospects. It means understanding how the customer's business works—its competencies and business strategies and organizational culture. It means understanding the customer's customer. It means seeing the customer's business as its CEO sees the business.

Rule #3: "You must be on our side." Although customers have little or no control over what happens to their purchases within the seller's company, the seller's internal processes, such as design, manufacturing, and logistics, can have a tremendous impact on the results they obtain. For this reason, customers expect salespeople to be their representatives within the seller's organization. The best salespeople ensure that the solutions that their customers have purchased move through their own companies as required and promised. When necessary, they manipulate their own company's systems to see that the customer is properly served. They also act as the voice of the customer, keeping their company informed of the needs and desires present in the marketplace. They are advocates and expediters, representing the best interests of the customer throughout the sales engagement and within the seller's organization.

Rule #4: "You must bring us applications." Customers want salespeople who think beyond features and benefits to applications. They want to know how to use products and services to achieve their goals, and they want to be sure the solutions they buy can be properly implemented in their unique environment.
That's why the best salespeople act as consultants, assisting customers in their quest to capture the promised value of features and benefits through effective application.

Rule #5: "You must be easily accessible." Global is local in today's transnational, 24/7 business-to-business environment. This ongoing expansion of corporate boundaries has been accompanied by a corresponding growth in customer demand for local, accessible sales representation. Today's best salespeople are travelers who leap geographic, political, and cultural boundaries to instantly relieve customers' stress.

Rule #6: "You must solve our problems." In yesterday's sales world, the closing of the sale marked the end of the sales engagement and the salesperson's responsibilities. Today, the closing of the sale simply marks the end of the beginning. Customers expect salespeople to not only solve their problems during the transaction itself, but throughout the full term of the business relationship. The best salespeople act as troubleshooters who realize the inevitability of problems and, instead of hiding from them, commit to solving them quickly and effectively.

Rule #7: "You must be innovative in responding to our needs." Because change is the only constant in today's business-to-business environment, your customers expect you to respond with proactive and continuous innovation to their spoken and unspoken needs. To meet this demand, the best sales professionals are adopting the role of the innovator, acting as the point person in this effort and, as the closest customer contact, being the first to recognize and react to new business opportunities.

How To Translate Customer Wants into World Class Sales Excellence. The Seven Customer Rules and the Sales Roles that support Sales Excellence.

3 Hierarchy of Customer Wants. How to What Your Customers Want. The demand for Substantiated Value. The demand for Solutions. The demand for Outsourcing.

The Hierarchy of Customer Wants

While the barriers to putting customers first can appear daunting, salespeople have no choice but to overcome them. To become truly effective as a salesperson and win favorable customer decisions, your strategic focus must be customer-driven. After all, no matter what drives you and your company, it is the customer's decision to buy that drives sales and corporate success.

This also means that the customer's best interests come before your personal goals and your company's goals. This voluntary, but nevertheless rigorous, commitment to the customer's best interests is one of the integral components of a profession. All professionals in the formal sense of the word—doctors, lawyers, accountants, and so on—are expected to adopt and exhibit this characteristic (and are censured if they do not). If sales is to become a profession, salespeople must make the same commitment.

In order to become a customer-centric salesperson, you first must see the world from your customer's perspective. You need to know what your customers are hoping to accomplish as well as why your customers are looking to you for help. This knowledge provides the foundation that defines and supports the roles, behaviors, and skills you need to master to become an effective salesperson. The specific details of customer knowledge will, of course, vary by the individual customer and industry. But in generic terms, all of the answers that the business customers we've surveyed over the past fourteen years have given us follow one of three common themes. These themes fit into a hierarchy of wants that encompasses what business customers look to salespeople and vendors to provide.

The hierarchy of customer wants is like a pyramid with three ascending levels. The base of the pyramid is the fundamental want that underlies everything customers seek from sellers: the demand for substantiated value. Businesses seek a return on every investment they make, and to be of value, these returns must be tangible as well as measurable in financial terms. The second customer want resides in the middle of the pyramid, supported by the demand for value: the demand for solutions. Customers do not relate to value—cost savings and/or increased revenues—in terms of products and services. Instead, they think in terms of solutions and how those solutions enable them to resolve problems and/or capture opportunities. At the peak of the pyramid is the third customer want: the demand for outsourcing. Outsourcing is the most sophisticated expression of the customer desire for solutions. It requires that vendors actually take ownership of, execute, and manage a portion of the customer's business.


Want #1: "We Want Substantiated Value"
Your corporate customers express success in financial terms, such as revenues, net income, operating expenses, and net earnings. They must be able to judge the value of the products and services you are trying to sell them in those same terms. Further, they do not want anecdotal proof of value, such as case studies of your existing customers. Nor do they want generic proof of value, such as studies that compare the performance of your existing customers against industry averages. They want a customized, quantified return on investment (ROI), and more often than ever before, they want you to guarantee that they will attain the ROI specified. They want substantiated value.

The customer demand for substantiated value is being driven by two growth trajectories. First, it is growing as the products and services you are offering your customers become more sophisticated, and the impact of your offerings on your customers' businesses becomes more difficult for customers to understand on their own. Second, it is growing because of economic conditions. Corporate spending has been reduced and increasingly more carefully scrutinized since the evaporation of the "irrational exuberance" that drove corporate performance at the turn of the century. Since 2000, both of these trajectories have joined to create a nearly unanimous customer demand for proven, tangible value in business-to-business transactions.

Want #2: "We Want Solutions, Not Products and Services"

Your corporate customers are not the least bit interested in buying your products and services. They are interested in operating as efficiently as possible, in fulfilling the needs and demands of their own customers to the best of their ability, and in meeting their corporate growth and financial targets. Your customers' desire for your products and services extends only as far as those products and services can help fulfill these goals. This is the reality that lies behind the second "want" that business customers have articulated in surveys: the demand for solutions.

Some observers see the customer demand for solutions as one that has only recently emerged, but this is not a new phenomenon. Business customers have never been interested in buying products and services. They always made purchases in order to solve problems and capture opportunities. Their interest in solutions, however, is often obscured by their behavior and by the accepted sales wisdom that developed around it.

Take a copy machine, for instance. When the toner cartridge is depleted, the customer buys a new one. He buys it based on product attributes—availability, life of the product, price, and quality. But he actually wants copies, not toner. He knows he cannot get the copies he needs without it. Since the customer already knows that a toner cartridge is the right solution to the problem, you can focus solely on its attributes and win the sale.

But what happens when the solution is not so evident? Say the customer is opening a new office and needs to properly equip it. He could buy a copier or a scanner or an all-in-one printer. He could buy a high-output machine that will be shared on a network or provide smaller machines on each desktop. He could buy outright or finance or lease. All of these alternatives add complexity to the customer's decision. Unless he is an expert on document handling, he probably does not understand the many different solutions available or even the different kinds of document services his office will require. If you call on this customer and attempt to sell him a copier based on its attributes, you are not addressing any of these issues, and therefore are unlikely to win the sale.

In addition to the complexities that arise when the customer's problem is difficult to clearly define, buying decisions also become harder as solutions become more sophisticated. Technology is always advancing, and the number of options that sellers offer customers tends to grow over time. The more choice the customer has, the more difficult the buying decision. Buying decisions also become harder as customer constraints increase. Business customers, especially senior executives, have greater spans of responsibility than ever before. They have less and less time to make more and more decisions, often on issues with which they are not fully conversant. They do not have the time or expertise needed to immerse themselves in the details of your products and services. They need to think in terms of solving problems and/or capturing opportunities. In these situations, customers want salespeople who think along these same lines, rather than in terms of features and benefits. They look to salespeople as consultants and advisors who can guide them through the maze of alternatives to the best solution.

By and large, business-to-business salespeople and their managers are well aware of the demand for solutions. In Business Challenges survey, we interviewed more than ninety senior sales executives from business-to-business sellers located around the world. We asked them, "How will salespeople have to change or develop in the future in order to help drive company growth?" The answer given three times more often than any other, by more than 60 percent of the executives, was "more competence 'consulting.'" They want to develop sales forces that are able to sell solutions. They want salespeople who are experts at sales strategies such as consultative selling and solution selling.
"The sales professional will have to become more competent in the issues that our customers are grappling with," Jack Luker, VP of Sales at Xpedx, explained to us. "Customers are demanding solution-based value propositions that bring measurable value to their bottom line. Product features and benefits are still important, but the thrust of our propositions today must be based on a more elaborate set of value drivers. The ability of the sales professional to rise to this expectation can be a key differentiator."

Basically, your customers want to partner with suppliers who demonstrate a comprehensive understanding of their business and who are capable of solving their problems. Selling discrete products and services isn't enough to fulfill this demand. Instead, your customers are searching for vendors who can apply, implement, and manage solutions to their problems. Major business-to-business sellers already recognize this customer need, but as yet, most have not yet been able to fully satisfy it.

Want #3: "We Want to Outsource Everything Except Our Core Competencies"
Your corporate customers are in the midst of the largest jettisoning of business processes in history, and they are searching for vendors they can trust to execute a wide variety of activities ranging from accounts payable to research and development. These customers are following the lead of highly successful companies such as Beaverton, Oregon–based Nike, Inc., the world's leading shoemaker, which garnered widespread attention as an outsourcing pioneer.

If your customers believe the key to success is focusing all of their efforts and resources on core competencies, what does that mean for all of the other activities they conduct in the process of doing business? Rather than leave those activities starved for attention and hobbled, the logical answer is to outsource them to vendors who see them as core competencies. Thus, the race to capture leadership in the arenas defined by core competencies has also helped create and accelerate the customer demand for outsourcing non-core activities.
Your customers are able to fulfill this demand with ever increasing ease. Advances in information technology have created bridges over geographic boundaries, both enabling and encouraging the outsourcing demand. The digital revolution and global networks allow customers to send their processes, and obtain the products and services needed to execute them, anywhere in the world.

The billions in outsourcing dollars all come from a single source: business customers who want to be able to focus on what they do best (whether it be development, production, distribution, sales, or service), lower their costs, and enhance their productivity. In this process of focusing, they are seeking to outsource everything that is not central to their business, and to do so constructively and at the most cost-effective price.

3 Hierarchy of Customer Wants. How to What Your Customers Want. The demand for Substantiated Value. The demand for Solutions. The demand for Outsourcing.

Characteristics of Financially Troubled Organizations. 3 basic "financial pathologies" that are present in their boardrooms.

Characteristics of Financially Troubled Organizations
Organizations that are financially troubled fail to prosper because one or more of three basic "financial pathologies" are present in their boardrooms:
1.    All forest—no trees
2.    All trees—no forest
3.    Management of incremental financial events

In the all forest-no trees pathology, the board wants the big picture but doesn't want to be bothered with the day-to-day details of financial management. "Details are what management does," says the all forest-no trees board. A global understanding of what the organization is trying to accomplish is not accompanied by respect for the planning and implementation of actions that will make the goals happen. Also lacking is an assurance that the critical financial responsibilities of the organization are being handled properly on a daily basis.
For example, the board understands the big-picture results of declining investment earnings because of stock market losses. However, having not come to grips with its full responsibility in the trees arena, it doesn't consider whether the organization's financial managers have taken steps to ensure that the pension fund is properly capitalized. In fact, this issue is never discussed. The frame of the puzzle is assembled, but the pieces cannot possibly fit into a whole.

In the all trees-no forest pathology, which is perhaps the most prevalent of the three pathologies, the board lacks a clear understanding of the organization's overall strategic financial goals and objectives and concentrates only on the details of day-to-day management. During board meetings, simple agenda items degenerate into 45-minute conversations on such subjects as "how to reduce receivables." Board members appear to be itching to come to work and actually run the organization. Without an aerial strategic financial vision, the puzzle pieces have no frame. Board members and management cannot possibly interact in an intelligent and systematic way to establish and meet financial objectives.

Some portion of U.S. organizations exhibit the third pathology—management of incremental financial events. Like the second pathology, it is characterized by the absence of a comprehensive strategic financial road map that describes what the organization is trying to accomplish and how it will get there. Opportunities and problems are isolated from one another and considered to be truly separate, unrelated issues. Every financial event is handled in an incremental way.

For example, perhaps an organization needs to achieve ten major goals in the course of a fiscal year to meet its overall financial target. Aboard that addresses financial events in an incremental fashion cannot articulate the overall objective. As progress or lack of progress toward reaching each of the ten goals occurs, the board judges the events separately. Project A should have generated $2 million of cash flow but comes in at just over $1 million. "Not bad," says this board, "It's pretty close to the target." Next, project B brings in $3 million instead of $5 million. "Still not too bad," says this board. The problem is this: If each program sequentially underperforms, and no actions are taken to balance the equation, there is simply no way to achieve the overall financial target.

Characteristics of Financially Troubled Organizations. 3 basic "financial pathologies" that are present in their boardrooms.

4 Key Control Points of Financial Management. Financial Leaders Guide to manage effective Capital Management Cycle.

Control Points of Financial Management

Financial leaders coordinate four variables throughout the capital management cycle: cash, profitability, debt, and capital spending. A description of these points of control and their relative relationships follows:

    Cash: How much "free cash" should be on the balance sheet? Remember, creditworthiness is highly dependent on liquidity, and cash is a direct source of capital, especially in the not-for-profit environment.

    Profitability: Profitability from operations must be sufficient to support the required amount of debt capacity and ensure appropriate liquidity. The appropriate level of debt and cash will determine long-term profitability requirements.

    Debt: Debt should be governed by the following philosophy: Not too much, as everyone knows, but not too little. Unfortunately, this is a concept that is often not sufficiently understood.

    Capital spending: How much capital spending is too much? How much is too little? The answers obviously relate to how profitable the organization is and the appropriate mix of debt and cash. A reminder: how an organization allocates its capital spending dollars can be more important than the absolute number of dollars spent.

Based on its current financial position and external operating environment, each organization has an optimal solution set for these variables. This solution set is the preferred quantitative outcome between and among the points of control. Solving for the solution set through algebraic calculations is not required of senior management. Rather, the management team must ensure that such quantification is accomplished, that the results and interrelationships between variables are well understood by the team and board members, and that the financial performance of the organization is safely managed within identified constraints.

4 Key Control Points of Financial Management. Financial Leaders Guide to manage effective Capital Management Cycle.

Corporate Finance Insight - The Capital Management Cycle or Strategic Capital Cycle.

The Capital Management Cycle
The capital management cycle or strategic capital cycle, a core concept of corporate finance, is the circular path involved in managing the flow of capital from the development of market- and mission-based strategic plans that require funding through financial implementation of selected strategic options and back to the planning process. The capital cycle includes three essential components that are both reinforcing and interrelated:
1. a continuous, integrated, strategic financial planning process that effectively balances an organization's strategies with its financial capabilities;
2. a capital structure process that is appropriate to the organization's current financial and credit position; and
3. a capital allocation process that permits the organization to prioritize capital spending decisions in a manner that will improve the services provided while protecting long-term financial capacity.

Managing the capital cycle is absolutely essential to the positive financial performance of any organizations. Senior leaders must understand how to achieve best practice cycle management and must understand the technical and mathematical relationships between cycle components. Success or failure with one component affects success or failure in other parts of the cycle.

For example, without thorough financial planning, an organization will not know whether it is making the best use of available resources funded and allocated through the capital structure and capital allocation processes. Similarly, without access to required debt and equity capital, ensured through effective capital structure management, an organization's strategic competitive plan is "dead on arrival."

Faced with competitive pressures, organizations may be tempted to leapfrog over cycle steps, moving directly from strategic planning to implementing strategic options, for example. However, the long-term financial success of complex delivery organizations depends on developing and maintaining a financial plan, and carefully and deliberately allocating capital.

To succeed in a competitive environment, the capital cycle must be competently managed. This ensures that the organization is positioned to deliver capital resources when and where they are needed to achieve strategic objectives. It also enables an organization to expand and renew capital capacity. Clearly, the long-term success of any organization depends on its ability to make capital investment decisions that will eventually add to and enhance its future capital capacity.

The management of an organization's credit position is an essential component in the successful management of the capital cycle. Improved creditworthiness provides positive momentum to all strategic plans; deteriorating credit has the opposite effect. Throughout the 1980s and the early 1990s, most companies were accustomed to relatively easy credit and, for most of that period, low-cost debt. As a result, organizational creditworthiness was not a priority concern.

Corporate Finance Insight - The Capital Management Cycle or Strategic Capital Cycle.

Linking Strategy to Operations with the Ability to Respond to achieve Sustainable Long‐term Improved Performance.

Linking Strategy to Operations with the Ability to Respond

Often performance management is viewed far too narrowly, is that it is just a bunch of dashboard measurement dials plus better financial reporting. It is much broader than that and includes robust integration of typically disconnected information technology (IT) systems. A Forbes.com article described this as “The old model of the enterprise was purely financial, focused on costs…. The modern practice of performance management has replaced this outmoded process with the equivalent of a corporate nervous system that shows what is happening right now in a company and can avert problems in the future.”

Another concern is performance management's name—it is really about performance improvement; this implies the need for analytical support for better decisions—another distinction of performance management. Finally, although performance management's scope is broad, my belief is that its main purpose is strategy execution rather than strategy formulation. Executives are quite competent with the latter, strategy formulation, and they often engage consultants like McKinsey to assist or validate their strategy. Executives' frustration and challenge comes in successfully implementing and managing their strategy. This requires greater linkage of strategy to operations in the top‐to‐bottom direction and the alignment of the work and priorities of the workforce in the reverse, bottom‐to‐top direction.

Almost every conference PowerPoint presentation begins with that almost‐obligatory slide of a circle with arrows pointing into the circle—each arrow representing a pressure. Performance management is about helping executives to understand how to react to these pressures and then to select and take necessary actions. Selecting the right actions and then completing them is the tough part of management. To complicate matters, transforming an organization is somewhat like having heart surgery while running a marathon (except there is no finish line). The goal of sustained long‐term improved performance is a balancing act of many dimensions. One aspect is balancing pursuit of the short‐term goals demanded by external bodies, such as capital market investors, with long‐term strategic objectives.

External forces are producing unprecedented uncertainty and volatility. The speed of change makes calendar‐based planning and long‐cycle‐time planning with multiyear horizons unsuitable for managing. Pursuits in both time frame horizons involve change:
    Short‐term goals require agility to maintain linkage of a constantly adjusting strategy with operational execution while complying with and meeting aggressive performance level expectations of stakeholders (e.g., quarterly financial earnings reports). Stakeholders can include customers, taxpaying citizens, investors, and government regulators.
    Long‐term strategic objectives require continuous innovation, foresight of risk and opportunity, relentless process improvement, an eye on recruiting and retaining a motivated workforce, and leveraging partnerships and alliances of all kinds for interdependent mutual benefits.

Executives are gradually shifting their perception from a common acceptance that their reengineered processes should be sturdy and resilient to a new view that they must be flexible and agile. Along with this change in perception comes one involving an economic structural shift wherein their view of their organization's cost structure, including its employees, as being highly fixed relative to volume is changing to a view that its capacity is variable—that capacity is adjustable in the short term. With uncertainty and volatility rising, there is little choice to think otherwise.

Linking Strategy to Operations with the Ability to Respond to achieve Sustainable Long‐term Improved Performance.

Should You Use an SEO Consultancy or Do It Yourself?

Specialist marketing firms live and breathe search engine marketing and understand fully what it takes to generate traffic for your site and to achieve a top ranking. By investing in the services of one of the many highly skilled SEO consultants available, you can reap considerable rewards, but you need to have the knowledge to choose the company that is right for you. There are a number of companies who will use underhand tactics to attempt to promote your site, or who will not promote your site well at all. You should start with the basics when you approach an SEO company. Ask the consultant to explain the difference between a directory and a search engine (which you, of course, will know after reading this book). Then ask what type of approach will be taken when the company optimizes your site – which should be done within the site's existing structure. SEO consultants should be able to explain to you how the different search engines find their content, and have a good working knowledge of web design and development – including HTML and Flash.

Credible SEO consultants should outline a plan where they will spend time working with you to develop the relevant site keywords and phrases that you expect people to use when searching for you. Consultants should also be skilled in writing quality concise copy. Building link popularity for your site is another important service provided by SEO consultants, as it will boost your ranking on certain search engines – in a nutshell, you should make sure any links you exchange with other sites are relevant and that the consultant does not use automated linking software. Be very wary of consultants who advocate 'spamming' techniques, such as using hidden text on your web pages or submitting your site multiple times over a short period of time. They will only be found out by the search engine in question, and thus run the risk of getting your site banned altogether. Legitimate SEO consultants will work well within the rules set by the search engines and will keep up to date with these rules through industry sources.

An investment in professional SEO consultancy is likely to be cheaper than one month of a print advertising campaign. For your investment your site will be optimized across three to five key phrases. Your contract will probably last from six months to a year, as it will take this long for the optimization to take full effect. Expect your chosen SEO consultants to be able reliably to inform you about the latest rates on all the pay-for-placement engines. If you choose correctly, your SEO consultant can save you a considerable amount of time and effort, and will generate quality targeted traffic for your site.

Watch out for companies that offer guarantees against rankings achieved. Many of these are pretty worthless and generally have a number of 'let-out' clauses. There is no guarantee of success, but there are ways to greatly increase the odds of being ranked highly. The main factor in measuring the success of an SEO campaign is the increase in traffic to your website.

You need to ask yourself a few questions when choosing an SEO professional. Is it the consultant's job to increase your sales? Is the consultant there to increase your traffic, or just to get you a high ranking? Most SEO professionals would agree that they are there to get their client's site ranked highly, and many will state up front that this is their main aim; however, generally speaking the first two options will result as a knock-on effect of having a highly ranked site. What happens if this is not the case? The client will often assume that high rankings will immediately result in extra traffic and additional sales, but in some cases this does not happen, and the finger of blame is pointed. So who is to blame? The answer will lie in what the original agreement and expectations were between the SEO consultant and the client.

There are a number of reasons why sales or traffic might not increase, and these may be the fault of either the SEO company or the client. For example, it would be the SEO company's fault if the wrong keywords were targeted. A client's website may be listed highly but for the wrong keywords and search terms, and therefore would not generate any relevant traffic, or any traffic at all. So make sure you agree on what keywords you are going to use first, to avoid any conflicts later on. There is no real excuse for an SEO professional to target the wrong keywords, especially after having consulted you and doing the necessary research.

There are two immediate ways in which the client could be in the wrong. First, the client may decide that they know best, fail to pay attention to the SEO advice offered, and choose unrelated keywords for the website. It is up to the client to follow the advice of the SEO consultant. Second, a client may have a badly designed site, which does not convert visitors into sales; an SEO consultant can advise on this, but in the end it is down to the client to act and to commission a site redesign.

If you choose to use SEO professionals, be patient with them. You need to remember that SEO is a long-term process, and it will take around six months before you have any real measure of success. If you are not happy with the results after this time, then it is probably time to move on.

Should You Use an SEO Consultancy or Do It Yourself?

Watch Spiderman on Broadway - Spider-Man: Turn off the Dark

Who's your favourite comic superhero character? Superman, hulk or spiderman. I like spiderman. Spider-Man is a unique superhero. Unlike Superman, who has extraterrestrial origins, Spider-Man is quite human. Spiderman derives his miraculous power, thanks to a school visit to a science lab, where he becomes the victim of a genetically altered spider, whose bite suddenly gives him spider-like powers. However, he has in common with Superman, as a successful screen super-hero who is estranged from his peers. With his super strength and agility, he crawls up walls, shoot webs from his wrists and swings from building to building effortlessly. He doesn't leap tall buildings in a single bound, but he can sure climb over them pretty fast. He also possesses a "spider-sense" that warns him of danger.

With well drawn characters, decent script, calculated casting, amazing special effects, and great humor, the Spiderman movie was surely exhilarating , enthralling, exciting, and entertaining for family of all ages. "Spider-man" captures the spirit of the comics perfectly with humor that allows the viewer to gloss over any potential cheesiness to these characters. From beginning to end, the show delivered great action, great effects, and great suspense. After watching Spiderman on comic or movie, try to watch it on Broadway Theatre, New York. The highly-anticipated Spider-Man finally swings its way into theaters with spectacular, crowd-pleasing stuff. Watch "Spider-Man: Turn Off the Dark" starring Alan Cumming and Evan Rachel Wood on Hilton Theatre New York, NY.

So, Where can you get discount Spiderman Tickets? Try ACheapSeat.com. ACheapSeat.com is the online professional ticket broker that give you the best deals on many Performing Arts, Entertainment or Sporting tickets in many USA cities, all year-round. You can find the best deal on Calgary Flames Tickets, Nassau Coliseum Tickets, and many more. Their ability to negotiate great prices on many venue tickets allows you to reap the benefit of cheaper ticket price.

So, if you are planning to attend entertainment or sporting events, don't forget to get the best ticket prices on ACheapSeat.com.

Watch Spiderman on Broadway - Spider-Man: Turn off the Dark