With a slew of product announcements surrounding NAB 2013, Blackmagic Design stood out with the announcement of their 4K Production Camera and Pocket Cinema Camera. For the last two years, Blackmagic Design has taken the cake when it comes to product announcements at the NAB Show. In 2012 they made a huge splash with the announcement of their Cinema Camera, a professional digital camera that shoots 2.5K at under $3,000.The big news at the 2013 show was the addition of two more cameras in this product lineup, a professional production camera with a super-35 sensor that shoots 4K for $4k and a super 16 pocket camera that shoots 1080p RAW for under $1K. For the full specs on these cams see below. Blackmagic is shaking up the video production and post production industry, making cutting edge professional tools affordable. What do you think of these cams? Share your thoughts in the comments below. Both cameras are slated to be shipping in July 2013.Get more specs and details on the product announcement at NoFilmSchool:Blackmagic Production Camera 4kSuper 35 size sensor with a global shutterNative 3840 x 2160 resolution, optional 1920 x 1080 (via downsampling)12 Stops Of Dynamic RangeShoots 23.98/24/25fps, 29.97/30fps, 50i and 59.94i in 1920 x 1080EF MountVisually lossless compressed CinemaDNG RAW and ProRes 422 (HQ)21.12 x 11.88mm active sensor area2.5″ SSDThunderbolt and 6G-SDI outputBuilt-in touchscreenAvailable in July for $3,995LANCBlackmagic Pocket Cinema CameraSuper 16 1080 HD Sensor13 Stops of Dynamic RangeShoots 23.98/24 and 29.97/30 fpsActive m4/3 mountVisually lossless compressed CinemaDNG RAW and ProRes 422 (HQ) to SD cards12.48 x 7.02mm active sensor areaShipping in July for $9953.5″ LCD touchscreenRemovable BatteryBuilt in Stereo MicsLANC, micro HDMI with overlays
Essential Reading! Get my 3rd book: Eat Their Lunch “The first ever playbook for B2B salespeople on how to win clients and customers who are already being serviced by your competition.” Buy Now Each of these four imperatives ensures that your sales force is effective at the individual level. They’re all necessary to building and sustaining a high performing sales force.A Prospecting Plan that Opens Opportunities: It’s one thing to expect your salespeople to prospect. Providing your sales force with a prospecting plan and the necessary tools to build the relationships that open opportunities is quite another. I told the story here about one sales organization that provided their salespeople with “all the leads they could handle” by throwing the telephone book on their desks.The sales force needs to know and understand their real targets. They need tools to nurture and open relationships. They need ideas that create value for their prospective clients. And they need a campaign that allows them to succeed overtime by persisting (and not by merely being a nuisance).If you want the sales force to do more prospecting, then you need to provide them with the plan for doing so.Differentiation with a Difference: I can’t tell you how many salespeople I’ve asked who have no answer for the question, “What makes you and your offering different?” If they can’t answer this question when I ask, I doubt they do any better when a prospective client asks.But even if a prospective client never asks directly what makes you different, it’s your differentiation that drives a wedge between you and your competitors. It’s the differences that make a difference for your clients that make you worth paying more for. Differentiation is why your prospective client would choose you over your competitors (or the status quo).If you want the sales force to differentiate in a meaningful way, you have to provide them with the differentiation strategy, language, and examples.Effective Sales Interactions: The salesperson sitting across from your prospective client has the greatest impact on the outcome of an opportunity. That’s where you win or lose. You aren’t there when those interactions happen. You need to be certain that each interaction is effective.You need a sales process that moves prospective clients from target to close. Your process needs to create value for your prospective client at each stage of the buying journey. Your salespeople need the mindset, the skill sets, and the tool kits to create the highest level of value. And it’s certain they need business acumen and situation knowledge to create that value.If you want to make your number, it’s improving that you improve the effectiveness of the sales force.Excellent Sales Managers: Generals may provide the vision, goals, and strategy, but it’s Colonels that execute and ensure those outcomes. In sales, that’s the first line sales manager.You need sales managers that are true leaders in their own right. You need to provide them with a model for coaching their teams—and the individual who make up that team. You need to provide them with the space and time to work on the results of each individual, and you need to protect them from serving the organization at the expense of their people.If you want a high performing sales organization, it starts with excellent sales managers.You can’t afford not to have the right opportunities, the inability to differentiate, the inability to create value during each sales interaction, or a leaderless sales force.QuestionsWhat do you provide the sales force in the way of an effective prospecting plan that helps them open new opportunities?How do you help your sales force explain the differences that make a difference for your client in a way that is compelling to your prospective clients?What do you do to ensure that your sales force is improving their ability to create value during every sales interaction?Does your sales force have the first line sales managers that it needs? Are they getting the best performance form their team and each individual team member?
Get the Free eBook! Learn how to sell without a sales manager. Download my free eBook! You need to make sales. You need help now. We’ve got you covered. This eBook will help you Seize Your Sales Destiny, with or without a manager. Download Now Sales is one of the few endeavors in business where you are literally working against the clock.Your operations team is not judged or compensated on how they did in the last quarter. They may have KPIs, but they don’t have a quota. The folks in accounting and finance don’t have the same time constraints either. Nor does the marketing department. Very few people have the same pressure to perform within the constraints of time like salespeople.Why then do salespeople avoid the work that is necessary to reach their goals within the time they are being measured against?If you need to create 4 average size deals each month to make your number, and you create only 2 of those opportunities, you start the next month with a deficit of 2–and a new goal of 6 opportunities. If in the second month you create only 2 opportunities, you go into month three needing 8 opportunities. If it is difficult to create 4 opportunities, then it is twice as hard to create 8 new deals.You didn’t feel like prospecting very much this month? The clock ticked away while you resisted your work.You found other work that kept you so busy that you didn’t have time to prospect? Time marched relentlessly forward without you. Time is unsympathetic.You were burnt out and in a funk? Time doesn’t care about your feelings, your energy level, or your excuses. Seconds always turn into minutes, and minutes turn into hours, and hours turn into days, and days turn into weeks. Weeks turn into months. There is no way to stop, slow, or turn back time.The only way to make the clock your ally is to meticulously manage yourself and your commitments. You have the time you need, but only if you do what is necessary between the ticks. If you aren’t going to make time your ally, your inability to manage yourself will make time your unbeatable foe.When you aren’t working, the clock is working against you.
Krishnan MadasamyA fallen athlete is a lonely one. Who remembers Subrata Pal today? Tomorrow, who will remember Krishnan Madasamy? Both lifters, separated by 12 years, were stripped of Commonwealth Games medals and their stories run parallel, a sign how little changes in Indian sport.Kolkata-based Pal, 38 today, who tested positive,Krishnan MadasamyA fallen athlete is a lonely one. Who remembers Subrata Pal today? Tomorrow, who will remember Krishnan Madasamy? Both lifters, separated by 12 years, were stripped of Commonwealth Games medals and their stories run parallel, a sign how little changes in Indian sport.Kolkata-based Pal, 38 today, who tested positive after winning silver in Auckland in 1990, lives quietly, working for Eastern Railways. Madasamy, whose tainted Games silver came in Manchester this year, shares a one-room home with a friend and is a painter at the Integral Coach Factory in Perambur near Chennai.Two evenings after winning his medal in 1990, all Pal was told by officials was that he had to return home from Auckland. He was banned for two years and to this day maintains he was never told what “substance” he was banned for.”If we get into trouble, our coaches just desert us.” Subrata Pal, 1990 Commonwealth Games weightlifterMadasamy, who tested positive for a nandrolone derivative and could face a two-year ban, says he consumed only vitamins and creatine and cleared a dope test in March and was tested again between April and July.When he tested positive in Manchester, he said he volunteered to undergo a blood test. “But Games officials told me it cost too much. Lifting was my passion but I just don’t feel like doing anything anymore.”Pal claims his coach Pal Singh Sandhu kept track of and gave him all the medication he ever took. “He did not trust anyone else with it.” After his test, Pal said he found Sandhu unwilling to help. “If we win a medal, they’re always around to share the limelight,” he says. “But if we get into trouble, they just desert us.”advertisementPal and Madasamy have been caught in Indian sport’s vicious circle – Sandhu is still coach of the national weightlifting team.