How To Find Active Local Business Leads To Get Your Business Up and Running Fast With Local Leader Bundle

1

It’s not simple to launch a local business, especially if you’re a tiny business owner. They are unable to do the work alone since there is simply too much to do. They’ll always require help, particularly when it comes to establishing their online presence.

What if, using cutting-edge lead-generation software, you could locate QUALIFIED prospects, connect with them, and close clients for up to 20 different services? Neil Napier, an ace digital marketer and his team have come up with an updated app called “Local Leader” on the JVZoo marketplace. According to them, “This is all in one local lead generation & cold email marketing platform at a one-time price!”

In this Local Leader Review, we’ll reveal every aspect “What is Local Leader, how does it work, the Pricing, Features, OTOs, Pros and Cons.” As well as our honest opinion on “whether Local Leader is legit or a scam.” The ground-breaking lead-generation tool Local Leader locates ACTIVE leads using Deep-Crawling Engine technology and gives users access to the most crucial data. It has a client outreach module that may be used to reach and close local clients from a single dashboard using cold messaging.

Users can obtain a complete understanding of the business and create the proper offers for the right prospects with the help of vast data.

How Does Local Leader Work?

Local Leader Works In Just 3 Simple Steps:

Step-1: FIND – You can enter your search keywords for any sort of business, in any location in the world, using Local Leader’s user-friendly interface.

Step-2: QUALIFY – Nearly 20 data points are used by its strong deep-crawling engine. EVERY TIME you conduct a search to qualify and verify your prospect’s information to provide you with precise pain points to sell.

Step-3: SEND – Your qualified and targeted prospects will receive an email from Local Leader offering to deliver the service they most need.

Why Do We Recommend Local Leader Reloaded?

Local Leader allows anyone to uncover local business leads in any niche, for any location in the world with just one click, literally! But, there are many software out there that do something similar.

What makes Local Leader special? Local Leader doesn’t just provide targeted business leads. You get every bit of relevant detail about these businesses so that you can instantly know what type of services they are in need of. This is mind-blowing. See, most other lead gen products will only give generic business details such as: Name , Location , Telephone Number and Email Address

And while these bits of data do help, it still leaves you with a ton of work to do. It could take you hours and hours of research to figure out what these businesses lack and how you can assist them. But with Local Leader life becomes much easier and you readily have all of this info at your fingertips.

Local Leader supplies you with everything you need to understand your leads including:

Business category, Social media accounts, Websites,Google Search and Google Map data, Google position , Are they advertising, Are they using retargeting pixels, And so much more. With all of this information, you can literally spoon-feed relevant services to your leads.

You’ll have them eating out of the palm of your hand.  And even if they require services that you don’t provide you can outsource them to freelancers on platforms like Fiverr and collect a handsome profit as the middleman. Plus, Local Leader comes with a built-in outreach module for cold messaging to reach & close local clients – ALL from one dashboard.

Who Is Perfect For Local Leader? EVERYONE Requires Buyer Leads. So every marketer should use Local Leader, whether they are online or offline. Local Business , Video Marketers, Digital Marketers,Freelancers, Digital/Local Agencies, Social Media Expert, Consultants & Coaches, E-commerce & Brick-and-mortar store owners, SEO Experts

Pros and Cons:

Pros:

Instantly download local leads from any part Of The World: pre-qualified and ready for you. Complete info on every lead: easily with just a click. Build-in leads manager: tag and saves leads for follow-up later , Cold email sender: send fully formatted emails from right inside the app, Outreach tracker: Tracks opens and clicks to optimize your outreach. Commercial License: Right out of the box we show you how to start earning with multiple methods. No Technical Mumbo Jumbo , Spending Money On Staff,No Researching Topics, No Expensive Database Software, No Complicated Setup, Nothing To Download/Install

Cons:

No free trial, The price will be raised in the near future, Some upsell may cost you higher (Optional but Important), We couldn’t think of anything else wrong with this Local Leader system.

Is Local Leader Worth It? Once your lead gen system is in place, you shouldn’t have to pay anything for this. Here are 3 solid justifications: You are receiving premium bonuses and training worth over $1,000. There is no additional charge for that. Their gift to you is this. For a one-time fee, you may get a top-notch web-based lead creation tool.

You won’t be required to pay a subscription fee for the app ($197 value). You may easily expect to pay $20 or more per lead if you buy local leads. You receive 100 searches every day from Local Leader, which will result in thousands of eligible leads. (Priceless).

Any one of those justifications, in our humble (but correct) opinion, would be worth paying the retail price of $97 a month. At their unique, one-time launch pricing, Local Leader offers you ALL THREE of these benefits for only 48% of the monthly retail cost.

This BUNDLE is the quickest way for you to gain access to everything that will enable your Local Leader software to grow your online business and revenues more quickly than you could with just one of the components alone. For YOU to experience a massive increase, they have carefully selected this product package.

Source: http://localleaderbundle.com

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How Media Companies Can Use AI To Keep And Win Subscribers

Think of your favorite movie as a kid, say in the first 10 years of your life. Now think of your favorite movie from the past decade. Do you have one? Do you have 100?

In a world with basically infinite content, choice is one of our greatest joys—and frustrations. With each passing year, consumers seem to grow more fickle and demanding, regularly moving to the platforms and publications that offer not only the best catalog but also the best customer service, content experience, user interface, and bang for the buck. And even these features may not be enough, as the recent upheaval among the major streamers has shown.

Holding on to viewers, readers, and listeners has become more important than ever. Yet most consumers can only maintain so many subscription services at once. The goal for media companies needs to be to sustain their interest, and with as much share of the consumer’s wallet as possible.

As such, churn is now the most prominent enemy of the media and entertainment industry business model. Consumers can be mercurial, sensitive to price and changes in content catalogs. Just as adding a service has rarely been easier, so is dropping one, which consumers have shown themselves more than willing to do when a channel is no longer serving their needs.

With these challenges front and center, leading media and entertainment companies are increasingly turning to data analytics and personalized content recommendations to improve customer experience and retention. In the dog-eat-dog digital world, it’s no longer the loudest bark that gets the most attention. It’s about pairing the right breed to the sensibilities of a specific person, and having the best stable of information and offerings to make that match and keep it going.

As subscriptions have risen, so has churn

A good example of the challenge of churn can be seen with streaming video. Deloitte performed a series of surveys in 2020 to gauge how consumers were changing their media consumption habits amidst the pandemic.

In January 2020, the average consumer in the United States subscribed to three paid streaming services; by October 2020, the number of subscriptions had risen to five. Overall, a positive development for media, but with the increase in subscriptions came a commensurate increase in churn.

In January 2020, Deloitte found that only 20% of people who had subscribed to a paid streaming service had cut at least one of those services in the past 12 months. By October, that number more than doubled, with 46% of consumers canceling a streaming service in the preceding six months. And at that time, 34% of consumers said that they’d both added and canceled a streaming service since the pandemic started.

Why did viewers churn? Deloitte noted that 62% of people in 2020 who had signed up for a service and then canceled it had done so because they signed up to watch a specific show, then canceled the service when they’d finished watching it. Price, as always, was also a big factor. In October 2020, 31% of people who canceled a service did so because it was too expensive. Another 28% canceled because a free trial or discount period ended. About 21% cut the service because of a lack of content they found interesting.

No matter how focused on addressing churn a company may be, what can they do when the whims of the consumer are so sensitive and fluctuate wildly?

Companies need to find ways to anticipate what their audiences want at least as well as the audience does—and certainly better than their competition. Two of the best defenses against churn are having an organized data platform, then using that data to personalize content recommendations and customer experience.

Data maturity is the first step to mitigating churn

Data maturity is the ability to have accurate and reliable data that can be utilized through cloud platforms, with advanced analytics informing every decision. It is one of the most important steps for media and entertainment companies to take in the effort to mitigate churn

In our experience working with companies as varied as Spotify, The New York Times, Major League Baseball, and Hearst, the first step to achieving data maturity is building a company culture where data is prioritized within the strategic business framework, and where funding is allocated to technology and human resources to build a mature data ecosystem.

Data maturity should not be a bolt-on to existing practices, but needs to become central to the company’s strategic business goals. Companies that have achieved data maturity tend to have specific teams or centers of excellence that manage goals, strategy, and tactics of the organization’s data framework.

In a 2020 survey by EY Global Media & Entertainment, 62% of media and entertainment executives said they saw the increasing availability of data as an opportunity. About 56% prioritized first-party data, versus only 13% who prioritized third-party data. When asked about their top three data priorities, 44% said that the consolidation of customer data was a top concern. About 40% said developing proprietary data sources was a priority, while 39% prioritized improving the relevance of data.

Consolidating data out of data silos to a unified data platform is the biggest challenge that most companies will face when building a roadmap to data maturity.

A report by Deloitte in partnership with the Google News Initiative on how news and media companies can achieve digital transformation through data outlined some of the technologies that companies can adopt to achieve data maturity. Two elements are required. First, media and entertainment companies need to be able to collect and store data that they are gathering from their planet-sized audiences and users with the tools listed below.

  • Data management platform (DMP) helps to manage first-party data segments and integrate third-party data and push data to other systems.
  • Data lake or warehouse, a central repository of data from multiple sources.
  • Cloud storage for reliability, security, and scalability.
  • Customer relationship management (CRM) the backbone of customer data that records and tracks user interactions with registered subscribers.
  • Customer data platform (CDP) to record and track customer data across platforms and devices.

Second, companies need to make sense of all that data and derive actionable insights from it.

  • Data analytics and reporting tools that can collect, organize, and analyze data from multiple sources.
  • Artificial intelligence and machine learning tools. Derive even more insights through AI/ML-enabled capabilities such as computer vision, speech and object recognition, and text translation.
  • Propensity modeling helps build a better understanding of customer preferences, fulfilling the key elements of personalization to prevent churn.

Below we describe some of the unique data sources available to media and entertainment companies and how it can be applied to artificial intelligence and machine learning.

Media and entertainment have unique data sources

Media and entertainment companies can improve personalization by tapping two unique sets of data particular to the industry: media content and audience behavior.

Media content includes easily identifiable metadata such as the title, headline, genre, topic, or format of a piece of content. But media data can also include context of the actual content itself.

For instance, AI tools like object recognition and computer vision can detect items within a movie and then add the description of the object to the searchable metadata of the content. If a television show contains a border collie, the AI can recognize the good dog and surface the show in a search for “shows with dogs.” Or with speech recognition and translation, AI can build a data set of the dialogue within a movie and make certain keywords part of the search for that show.

Behavioral data of the audience can be used in a variety of ways. Data can come from many different sources including a person’s location, device, browsing and scrolling, user profile, engagement, billing preferences, purchase and support history. Companies can help personalize experiences with this data by understanding how people interact with content and how best to engage with them, such as what times of the week are best for push notifications or when a person might be most amenable to a content recommendation.

Using artificial intelligence to personalize user experience

If you’ve ever wondered how your favorite streaming service seems to so uncannily know what you want to watch—even better than you might—the answer is probably some clever AI. Personalization is the practice of combining the new, massive datasets outlined above with machine learning and artificial intelligence to create experiences tailored to the specific needs and behaviors of an individual person.

Personalization is often associated with content recommendations. For example, about 70% of what is viewed on YouTube comes from a personalized recommendation. Certain streaming services are known to have some of the best content recommendation systems in the business. The goal with the personalization of content is to surface a new show, video, movie, podcast, song, band, album, article, or blog to the person at precisely the right moment.

Personalization is also an important element in search. Consider that with the right data inputs, two users searching for the same keywords could get vastly different results attuned to their consumption preferences. In both cases, content better suited to a person’s interest will keep them from looking around at other platforms or publications, helping to reduce churn.

The same is true for more traditional outlets, as well. Take a recent example from the (digital) pages of Newsweek. The publication’s chief technology officer, Michael Lukac, recently noted that “Google Cloud Recommendations AI has not only improved our click-through rate by 50% to 75% and subscription conversion rate by 10% but also allowed us to increase total revenue per visit by 10%.”

If you’re looking for more information about why personalization matters and how to bring it to your own services and experiences, discover more in our new ebook, Personalizing Media for Global Audiences.

Lluis Canet, Solutions Lead for Media Analytics and AI, Google Cloud

Source: Churn It Down: How Media Companies Can Use AI To Keep And Win Subscribers

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Inflation Unexpectedly Spiked 8.6% In May Hitting 40-Year High As Gas Prices Surge Again

Consumer prices rose 8.6% in the 12 months ending in May, unexpectedly returning to record levels—and climbing at the quickest pace in four decades—amid an unprecedented surge in gas prices. Overall prices rose 1% from April—surpassing the 0.7% economists were expecting and much higher than the previous month’s increase of 0.3%, according to data released by the Labor Department on Friday.

The unexpected jump marks the largest 12-month increase since the period ending December 1981, according to the release, and comes after prices in April fell on a monthly basis for the first time since August. The overall increase was the result of broad upticks across shelter, food and gas prices, which jumped 4% after falling 6.1% in April, the government said.

“So much for the idea that inflation has peaked,” Bankrate Chief Financial Analyst Greg McBride said in emailed comments after the report, noting that increases were “nearly ubiquitous.” Core inflation, which excludes volatile food and energy prices, rose 0.6% in May against an expectation of 0.5%; shelter prices rose at the fastest pace in 31 years while food prices climbed at the largest rate in more than 41 years.

Stock futures immediately fell after the worse-than-expected report, with the S&P 500 reversing early gains and falling 1.6% below Thursday’s closing level in premarket trading. In another concerning sign, used car prices, which McBride says “had been the ray of hope for easing price pressures” after three straight months of declines, jumped 1.8% for the month of May.

Rising energy prices have elevated inflation readings during the pandemic to the highest level in decades, and stocks have struggled in recent months as Federal Reserve officials work to combat the surge by unwinding the central bank’s pandemic-era stimulus measures. After rising 27% in 2021, the benchmark S&P 500 has tumbled 16% this year.

Meanwhile, oil prices have surged more than 15% over the past month with demand expected to spike this summer—adding to supply concerns spurred by intensifying sanctions against Russia, one of the world’s top oil-producing countries. “Any hopes that the Fed can ease up on the pace of rate hikes after the June and July meetings now seem to be a long shot,” says McBride. “Inflation continues to rear its ugly head and hopes for improvement have been dashed again.”

Since Monday, the national average for a gallon of regular gasoline has increased by nine cents to $4.71. According to new data from the Energy Information Administration (EIA), total domestic gasoline stocks decreased by 700,000 bbl to 219 million bbl last week. Meanwhile, gasoline demand grew from 8.8 million b/d to 8.98 million b/d as drivers fueled up for Memorial Day weekend travel.

These supply and demand dynamics have contributed to rising pump prices. Coupled with volatile crude oil prices, pump prices will likely remain elevated as long as demand grows and supply remains tight. At the close of Wednesday’s formal trading session, WTI increased by 59 cents to settle at $115.26. Crude prices have increased amid supply concerns from the market as the European Union works to implement a 90 percent ban on Russian oil imports by the end of this year.

Crude prices were also boosted by increased demand expectations from the market after China lifted COVID-19 restrictions in Shanghai. Additionally, EIA reported that total domestic stocks decreased by 5.1 million bbl to 414.7 million bbl last week. As a result, the current storage level is approximately 13.5 percent lower than a year ago, contributing to rising crude prices.

I’m a senior reporter at Forbes focusing on markets and finance. I graduated from the University of North Carolina at Chapel Hill, where I double-majored in business

Source: Inflation Unexpectedly Spiked 8.6% In May—Hitting 40-Year High As Gas Prices Surge Again

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The Future Of Sales And The Pervasiveness Of Technology

I was recently a guest speaker at the Sales Leadership Conference organized by Dr. Karen Peesker, Co-Founder of the Sales Leadership Institute, a department at the Toronto Metropolitan University (formally Ryerson University) in Toronto, Canada. The conference was hosted by IT World Canada, Microsoft, DHL, Rogers and other community leaders. The conference goals were to bring university professors, students, industry leaders, and academicians to share their learning programs, identify gaps and requirements to advance the sales profession and most importantly, tackle a vision for the future of sales.

The strongest theme of the conference was the business imperative for advancing digital literacy, data literacy and ensuring that technology was firmly embedded in all sales learning programs. Digital literacy is best defined as an individual’s ability to find, evaluate, and clearly communicate information and knowledge through using diverse digital platforms. It is best evaluated by an individual’s interaction skills with technology and includes: grammar, composition, typing skills and the ability to produce text, images, audio and designs using technology.

This point was acutely reinforced by Fawn Annan, the CEO of IT World Canada (ITWC), with her high impact video conference address, where she identified how pervasive technology is in shifting the global sales landscape. Her panoramic and rich perspectives highlighting how diverse technologies – AI, analytics, IoT, driverless cars – are collectively impacting the world of a sales professional at work, and in society.

Annan quoted Gartner Group’s research stating that “a seller’s decision making is now based more on data, analytics and AI, versus intuition and experience” – prior stable hallmarks of a sales professional. This means that sales professionals will need far more digital literacy and data literacy training to be able to function in a far more data centric world. Other key takeaways from this video included:

1.) Hyper automation is advancing a buyer’s sales journey, and that a seller only has 26 moments to engage and influence a buyer in his /her purchasing journey. In other words, finding the right moments is even more important in following the customer data crumbs.

2.) Consumers check their cell phones on average 47 times/day and these frequent check-in’s, according to Google, are referred to as micro-moments. Hence the increased value of AI driven advertising as well the increasing intrusion consumers feel in invading their privacy.

3.) Over 76% of consumers transact and ship on mobile devices, and this number is increasing year-over-year. Hence, sales professionals’ primary interaction devices must be mobile and portable.4.) Sales applications exist throughout the sales buyer’s journey and increasingly, they are AI applications. According to McKinsey, the fastest growing companies invest more in AI sales digital tools than slower growth companies. A major contributor of sales performance success is having a robust sales software infrastructure. Hence, companies must accelerate their investments in sales intelligence software toolkits for advancing competitive advantage.

5.) Annan profiled two companies in her video address: SalesChoice and RingCentral. SalesChoice’s focus is on accelerating the growth of sales professionals and is a comprehensive AI platform well known for its proven sales use cases. Solutions include:

· Predictive Opportunity Scoring (focusing on the best deals with highest probability of a win outcome),

· Predictive Sales Forecasting that are securing prediction levels of up to 95% accuracy,

· Monitoring your data to ensure the AI predictions are on solid foundations,

· Relationship intelligence, with their new alliance partner, IntroHive, to bring even more win or loss signals to the attention of sales professionals. Who would not want to buy software that can predict your future outcomes at the top of your funnel and predict a win or a loss on every sales deal outcome, and identify the depth and breadth of your customer relationships across your enterprise?

· Mood and Health Intelligence: SalesChoice is active in innovation research with the Ontario Center of Innovation (AVIN program) and Purolator, propagating the importance of health in advancing employee productivity, and reducing attrition. Did you know that according to Payscale, sales account management was ranked as the second most stressful job, with 73% of respondents rating the role as “highly stressful.” Salespeople are under a lot of pressure to meet quota, convert quickly, and keep approval rankings high.

So increasing health approaches are critical to ensure sales talent don’t burn out or give up. Estimates of annual turnover among U.S. salespeople run as high as 27%—twice the rate in the overall labor force. In many industries, the average tenure of a sales professionals is less than two years. Given that the costs to recruit a sales professional is 20% and the time it takes to ramp up a sales professional is around 9 months, you can see how expensive it is to not retain your sales talent.

AI can act like a crystal ball. With good data, the mathematical genius in an AI algorithm and computational power is like the holy grail to guide sales professionals to greater deal outcome success and hopefully to happier behaviors and positive win outcomes as well.

The second company profiled was Ring Central, where Annan highlighted their collaboration and call center solutions, using AI methods to optimize building more productive customer interactions. Leaders like Sheevaun Thatcher, are advancing sales modernization programs at Ring Central, integrated diverse disciplines from: Adult Learning, Interactive Design, Strategic Planning, Collaborative Leadership, Diversity and Inclusiveness and always connecting the dots seamlessly. If there is a leader to watch advancing the field of sales and learning enablement, it is Sheevaun Thatcher.

Annan consistently highlighted that having advanced AI solutions can make a major difference to your digital conversion success, and reinforced that the old tools of looking in the rear view mirror are simply yesterday’s approaches. Due to the rapid speed of our world’s changing footprint, having smarter and forward looking (predictive AI analytics) toolkits is the only way that companies can grow faster, and more importantly, survive.

Increased AI Sales Toolkits Knowledge and Competency is Key.

Educating sales professionals to be ready for a smarter AI focused workplace will require skills, knowledge and proficiency in using modernized toolkits. So sales training must offer hands-on and practical skills development in universities to hit the ground running and bring value to a company immediately upon hiring.

Companies that use AI for sales in pre-sales have seen a 50% boost in leads, a 60-70% reduction in call time, and a 40-60% cost reduction. Numerous toolkits are in the market identifying the ideal buyer prospect and even knowing the propensity (density) of a buyer’s interest in your solution. Knowing where you customer is in their buyer journey is an inflection point for engaging in a micro-moment. Leading solutions advancing leads using AI are profiled in this blog.

In addition to pre-sales, other AI approaches can be used in opportunity scoring, predictive forecasting, and even mood / health indicator correlated to win rates. These are all areas that SalesChoice, a former ITWC Digital Transformation Award recipient, has been pioneering in.

According to the 2021 Buyer Experience Study, 80% of SaaS buyers report the buying process has too many steps and results in frustration for both the buyers and sellers. Hence, what this means for developing sales training programs is that skills not relevant to technology will need to be balanced with those that are. For example, empathy and two-way listening is key. Strong sales professionals understand that a buyer comes to solve a specific problem and not to buy your product. Understanding your buyer’s need is key in order to find a path for resolving it rapidly and reducing buyer and seller friction.

Research has shown that identifying the needs of your buyer can shorten sales cycle by as much as 65%. Customers (buyers) are coming into sales cycles far more informed from online sources. Hence, sales professionals need to learn more consultation skills to unravel the customer’s needs using relevant problem solving skills, enabled with as much prior information on the buyer as the buyer has on the seller.

Increase Training on Collaboration and Selling Virtually

With continued reliance on working virtually, the sales professionals will need to use a variety of online sales toolkits, ranging from a leading CRM (HubSpot, Salesforce, Microsoft Dynamics, etc.,), calendar management system, and collaboration system (like Zoom, or Microsoft Teams) etc. Expertise for effective collaboration will need to include skills in emotional intelligence, written skills, video presence (posture, smiling vs frowning), and voice skills (how you sound impacts how people want to listen). Other key skills like relationship development are increasingly valued in our network economy as building trust online must be mastered in seconds to capture a conversion in a micro-moment exchange.

Increase Digital Literacy Skills

There are many skills in digital literacy – from being able to use software, operate a digital device, to the ability to manage complex cognitive, social, emotional and motor skills to function effectively in digital high-tech environments. Key areas in digital literacy for a sales professional will need to include: the ability to understand reading instructions in digital environments, create or analyze simple to complex graphical displays in user interfaces, use diverse visualization methods, extract knowledge from non-linear, hypertextual navigation, and ascertain the quality and the validity of the information that is being presented.

Increase Data Science and AI Skills

In our data rich world, it is imperative for sales professionals to develop stronger data literacy skills. Data literacy skills include the ability of a sales professional to identify, understand, operate on, and use data effectively. Gartner Group defines data literacy as “the ability to read, write and communicate data in context, including an understanding of data sources and constructs, analytical methods and techniques applied, and the ability to describe the use case, application and resulting value.

Further, data literacy is an underlying component of digital dexterity — an employee’s ability and desire to use existing and emerging technology to drive better business outcomes.” Gartner Group is predicting that by 2023, data literacy will become essential in driving business value, demonstrated by its formal inclusion in over 80% of data and analytics strategies and change management programs.

However, traditionally sales professionals possess stronger skills in relationship building, listening and understanding people’s emotional states. A recent survey found that out of over 7M sales professionals on Linkedin, only 0.4% indicated they had studied math. This mirrors my experience as well leading sales teams or building software for sales professionals. Data literacy is a major gap in sales and to bridge this gap, companies will need to invest in training sales professionals in math, statistics and AI general concepts. This also will shift the hiring profile as increasing digital literacy and data skills are imperative to lead in the changing data rich world.

Conclusion

The Sales Leadership Institute and the leadership of Dr. Karen Peesker is an excellent initiative that requires government and industry support, as close to 5% of the North American labour population is comprised of sales professionals. Sales is an important profession focused on selling a company’s products or services, and also one that manages the customer’s relationship from an account management perspective.

Skill development in digital literacy, data literacy, relationship intelligence, and not losing sight of the softer skills (communication, written and oral, and listening) are all critical to advance the sales profession and be prepared to compete in a world that, as Annan shared in her video address, is increasingly technology centric.

SalesChoice, an AI SaaS company focused on Ending Revenue Uncertainty and brining more Humanity to Sales to avoid attention deficit disorder using AI and Cognitive Sciences. A former Accenture, Xerox and Citicorp executive, she bridges governance, strategy and operations in her AI initiatives. She is also a board advisor of the Forbes School of Business and Technology, and the AI Forum. She is passionate about modernizing innovation with disruptive technologies (SaaS/Cloud, Smart Apps, AI, IoT, Robots and Cobots), with 14 books in the market, with The AI Dilemma just released. Follow her on Linked In or on Twitter or her Website. You can also access her at The AI Directory.

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Source: The Future Of Sales And The Pervasiveness Of Technology

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Here’s How Long It Takes For Stocks To Recover From Bear Markets

With the stock market on one of its worst losing streaks in decades amid a relentless selloff that has pushed the S&P 500 nearly 20% below its record highs, recession risks are rising—but history shows that not all bear markets lead to long-term downturns and stocks can often rebound over the next year.

The benchmark S&P 500 index briefly fell into a bear market last Friday—at one point down over 20% from its peak in January—and continues to hover near that territory as surging inflation and rising rates lead to recession fears.

The last bear market was in March 2020, when coronavirus pandemic lockdowns sent the U.S. economy into a recession, but that downturn was uncharacteristically brief compared to others in the past (the bear market between 2007 and 2009 lasted for 546 days).

“No two bear markets are exactly alike,” notes Bespoke Investment Group, pointing out that 8 out of 14 prior bear markets since World War II have preceded recessions, while the other 6 did not.

Once the S&P 500 does hit the 20% threshold, stocks typically fall by another 12% and it takes the index an average of 95 days to hit the end of a bear market, according to Bespoke data.

In more than half of the 14 bear markets since 1945, the S&P 500 hit a low point within two months of initially falling below the 20% threshold—and forward returns were largely positive, Bespoke points out, with the index rising an average of 7% and nearly 18%, respectively, over 6- and 12-month periods.

If the U.S. economy can avoid falling into a recession, then stocks would be in a better position going forward: Bear markets that occur before a recession are more prolonged (lasting 449 days compared to 198 days with no recession) with steeper losses (an average decline of 35% compared to 28%), according to Bespoke.

It has been several decades since the stock market has had such a long streak of heavy losses. The Dow Jones Industrial Average recently posted its eighth down week—its longest losing streak since around the time of the Great Depression in 1932, while the S&P 500 and tech-heavy Nasdaq Composite have moved lower for seven straight weeks, their longest losing streaks since the dot-com crash in 2001.

The last four times the Nasdaq posted such a streak of weekly losses of 1% or more was in 1973, 1980, 1990 and 2001, according to Bespoke data. In every instance, those streaks occurred “either right before or very early into a recession.”

The S&P 500 has only posted a losing streak of seven weeks or more three times—in 1970, 1980 and 2001, according to Nationwide’s chief of investment research, Mark Hackett. “Unfortunately, the index was negative over the next 12 months each time,” he says. The index could tank by between 11% and 24% if the economy falls into a recession in the near-term future, major Wall Street firms have warned.

“Persistent inflation, another Fed policy mistake and recession fears have unnerved investors,” with the S&P 500 briefly falling into bear market territory, says Edward Moya, senior market analyst for Oanda. The widespread selling will likely “only accelerate” as investors will remain wary until the Fed “starts to show signs that they are worried about financial conditions and that they may stop tightening so aggressively.”

I am a senior reporter at Forbes covering markets and business news. Previously, I worked on the wealth team at Forbes covering billionaires

Source: Here’s How Long It Takes For Stocks To Recover From Bear Markets

Critics:

A chaotic day on Wall Street extended the longest period of market turmoil since 2001, with stocks on Friday briefly descending into bear market territory, a symbolic marker of investors’ deep pessimism about the health of the global economy and the buying power of the American consumer.

The S&P 500 has fallen for seven consecutive weeks, its worst stretch since the dot-com bubble burst more than two decades ago. After a 3 percent drop this week, the index is down 14 percent since early April.

Friday afternoon, the S&P 500 crossed the bear market threshold of a 20 percent decline from its peak on Jan. 3. But with less than 30 minutes left before trading ended, after hours of churn and a drop of as much as 2.3 percent, the market rallied and ended a hair above where it had started the day.

That was little consolation for investors, many of whom have grown accustomed to years of robust returns and have never seen a market upheaval like this.

With this week’s relentless slide and Friday’s wild swing was a constant worry on Wall Street that rising inflation, compounded by the war in Ukraine, might tip the economy into a recession. At the heart of those fears was fresh evidence reported this week from retailers like Walmart and Target that rising costs were now hitting corporate America.

During the darkest days of the pandemic, the American economy was propelled by consumers. Even as the costs of goods, transportation and labor increased, companies were able to pocket record profits by raising prices, confident that people would continue buying. But this week brought indications that some consumers may have reached their limit, and profits have started to shrink.

“What the companies are telling us is that they are starting to notice that their consumer is responding to inflation,” said Jay Sole, a retail analyst at UBS. “We were worried about this moment and we were waiting for this moment, and now it’s here.”

Recessions have often followed bear markets, though one does not necessarily cause the other. A bear market occurred in the early days of the coronavirus pandemic, but it was the shortest on record, lasting just 33 days before stocks began to rally. Less than six months later, the S&P 500 began hitting new highs again, climbing 42 percent above its prepandemic level before starting to slide in January. Now the index is down more than 18 percent from its high point.

Friday’s turbulent trading came after months of investors fretting about how serious and long-lasting inflation would be and how aggressively the Federal Reserve would have to raise rates to slow the rising cost of living.

James Bullard, the president of the Federal Reserve Bank of St. Louis, said during an interview on Fox Business on Friday that raising interest rates by half a point at coming central bank meetings was “a good plan for now.”

Mr. Bullard struck a relatively unconcerned tone about markets, despite the day’s volatility. “You would expect with the Fed raising rates, that all of these assets — trillions of dollars worldwide — would have to be repriced,” Mr. Bullard said.

What set this week apart was a grim earnings report on Tuesday from Walmart, the nation’s largest retailer, which confirmed many investors’ worst fears about inflation.

For the first time in many years, Walmart said its quarterly profits had fallen, a sign to many analysts that the retailer could not pass along many of its rising costs to consumers without risking a slowdown in sales. Target and Kohl’s also said quarterly profits had plunged, adding to Wall Street’s unease.

Walmart said that some of its customers were buying less-expensive meats and other food items as costs soared, and that sales of certain discretionary goods like clothing had slowed, as budget-conscious shoppers focused instead on buying necessities like groceries. The company’s executives said they saw no signs of inflation starting to abate.

“There is a lot of uncertainty moving forward,” Walmart’s chief executive, Doug McMillon, said in a conference call with Wall Street analysts on Tuesday. “Things are very fluid.”

Globally, investors can find little comfort. The Russian invasion of Ukraine and the response from other countries has disrupted crucial supplies of energy, wheat and other staples. Poor countries face a gathering catastrophe over hunger and debt.

Janet L. Yellen, the Treasury secretary, said high food and energy prices were creating “stagflationary effects” — the combination of high inflation and a stagnating economy. China’s economy, the world’s second-largest after that of the United States, is laboring under the government’s strict pandemic lockdowns. Before the war in Ukraine and Covid’s resurgence in China, the International Monetary Fund was projecting global growth of 4.4 percent this year. Now its forecast is 3.6 percent.

Wall Street had been expecting that torrid consumer demand would have to slow at some point. Government stimulus checks that provided Americans with billions in spending money during the pandemic stopped long ago. The hope of both the Trump and Biden administrations was that the economy could eventually be weaned off the stimulus and that consumer demand would stay relatively strong.

But inflation, which has risen faster and remained more persistent than many investors and even the Fed initially expected, has thrown the recovery into doubt.

Unemployment is approaching the lowest rate in decades, and the economy has regained nearly 95 percent of the 22 million jobs lost at the height of coronavirus lockdowns. Average hourly earnings in the U.S. rose 5.5 percent in the year through April, but many of those gains are being eroded by inflation. Over that same period, prices rose 8.3 percent.

“The government just turbocharged the economy, and we were partying on buying goods,” said Scott Mushkin, the founder of R5 Capital, a retail-focused consulting and financial research firm. “People wondered what the hangover would be like. We have never seen anything like this.”

To be sure, some retailers said that not every consumer was pulling back or shifting spending. Walmart said better-off shoppers continued to spend freely on bigger-ticket items like patio furniture, and Target said it was not seeing a broad retreat in spending, either. Home Depot, which has benefited from a pandemic remodeling boom, said it was seeing no big slowdown in business.

But Mr. Sole of UBS worries that if prices continue to climb, higher-income consumers will eventually shift their spending, too. “Right now, lower-income consumers are feeling inflation more acutely,” he said. “The worry is, what if it affects all income and demographic groups?”For months, the mixed signals have been confounding Wall Street as it tries to forecast future profits and how high interest rates will climb.

The current conditions are also confusing to even the most experienced executives, who are finding it difficult to plan their inventory and staffing. Walmart, which is known for successfully navigating the last period of persistently high inflation, in the 1970s, acknowledged this week that it had too many employees in the first quarter and that it had not anticipated how rapidly the increase in gasoline prices would inflate costs in its supply chain. The company’s 25 percent decline in profit from the previous year was a big surprise to analysts.

“If these companies can’t handle this, it tells you something really unusual is afoot,” Mr. Mushkin said.

By:

S&P 500 Briefly Plunges Into Bear Market As Stocks Fall For Seventh Week In A Row

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