 Osman Baig quoted in Career Management
Career Management: Suceeding
in Today's Business World
by Paul B. Thornton
Osman Baig, President, Mughal Consulting Group - "The best advice I have received is to “Invest in yourself”. The sales profession, like any professional designation, requires that those who aspire to be among the top within their profession must continually be learning. Investing time daily to learn about your profession will allow you to fine tune your skills, abilities, tactics, and methodologies to deliver positive result. Even incremental improvements within your sales process can deliver extraordinary results. Take some time daily to read about your profession, which includes the books you can find in the bookstores today, and the results will speak for themselves. "
A Customer Relationship Management Solution
Aims to Cover all the Bases
Author: Osman Baig and Shahid Hanan
Abstract: Surado Solutions aims to provide a complete customer relationship management suite. We’ll analyze Surado CRM 5.0 from the perspectives of core functionality, its distinguishing factors, and the challenges users may face when considering the Surado solution.
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Life Cycle Contact Relationship Management
The Strategic and Conceptual Approach to Effective Contact Relationship Management
Author: Osman Baig, President Mughal Consulting Group
Technology and communication advancement has opened the corridor to new markets, providing for a cost effective approach to expanding your customer base while building new relationships. As sales professionals we must understands the value of developing, building, maintaining, and growing relationships. An intangible value of a sales person is who he knows and how well he knows them. Credibility within the marketplace allows sales professionals to flourish. The best interest of the client and your company, the old win-win is still the best approach.
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Separation Anxiety
Business Owners Who Smother Their Company’s Success by Not Being Able to Let Go
Author: Osman Baig, President Mughal Consulting Group
I have dedicated a large portion of my career dealing with start-ups and young technology companies that have immense potential but fail to translate the potential into revenue. In many of these cases, the shortcoming did not lie in the product offering but predominantly on the inability of the business owner to disconnect himself from almost every operational aspect of the company. The separation anxiety that small business owners feel is understandable, since the early stages they have had to play many roles within the company in order to compensate for lack of resources and to ensure consistency in the deployment of the vision and direction. Knowing when to start letting go is the challenge. Holding on too tight can lead to the smothering of the company’s potential.
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