Do you ever have to deal with meeting misunderstandings? So, you’ve just finished putting forward your proposal. You’d planned out what you wanted to say, given a few examples, convincingly described the advantages, and cautiously addressed the disadvantages. All extremely clearly. Or so you thought. Until you hear the first response:
“So, are you saying that you think we should XXX?”
What you want to say is “No, no, no. We should YYY. Weren’t you listening? Can’t you read?”
Obviously you can’t say that. Here are some phrases that could help you in this kind of situation.
4 Steps to clarify meeting misunderstandings
Step 1: Answer the question/comment
Not exactly.
Not quite.
That’s interesting.
Step 2: Rephrase your arguement
What I was trying to say was…
What I wanted to suggest was….
The point I intended to make was..
Step 3: Find a quick way of summarizing your argument again
Let me show you this slide again. Here you can see the outline of the proposal.
The three key issues were….
Basically, we should…
Step 4: Check that the misunderstanding has been cleared up
Is that clear now?
I hope that helps.
Is there anything else you’d like clarifying?
An example of dealing with meeting misunderstandings
A: So, are you trying to say that we should XXX?
B: Not exactly. What I wanted to say was that we really need to take a close look at YYY. If you look at this slide here, you can see the three main reasons why. Does that help?
Following these 4 quick and easy steps, and using the phrases above, will help you have clearer communication in your meetings. By alleviating your meeting misunderstandings, you will have faster, more productive meetings and save everyone time. Want to improve your meetings? Click here for more info on how.
While some organizations have clear policies about whether laptops and mobile phones can be used during meetings, in other companies the rules were never established or have been allowed to grow relaxed. Ask a group of professionals what they think about this issue and you’re bound to get a mixed response. Some people will say these devices should be banned from every meeting with no exceptions; some will say they don’t see any problem with using them in meetings; others will say that remaining in touch is an absolute business necessity. We’re not here to tell you how to run your meetings. We are here, however, to bring your attention to the fact that you need to have clear meeting rules on this issue, regardless of how you decide to handle it.
3 Dangers of not having clear meeting rules for mobile phones/laptops
There’s not a unified approach to the meeting – In previous posts, we’ve discussed the importance of setting ground rules for your meeting. Mobile phones and laptops should definitely be addressed when you set the ground rules along with your team.
There’s a chance some colleagues might be unhappy – If a member of your team is strongly against the use of laptops and mobiles in meetings, they should have a chance to discuss the issue with their colleagues. In the end, a conversation about the situation might highlight key issues. What if, for example, one colleague has responsibilities that force him or her to be in contact with another group of people at the same time as your meeting?
You’re not as efficient as you could be – While we’ve stated that it may be necessary for some people to be in contact all the time, the fact is that when someone’s attention is divided between the meeting they’re in and their laptop screen, they’re not completely focused on the matter at hand.
3 Ways for your team to deal with the issue
Establish a total ban – This might not be a popular approach, but it solves the problem permanently. This means all mobile phones and laptops are switched off and put away, out of sight.
Ask colleagues who absolutely must take a call or send an email to leave the room – This is probably a healthy compromise, but the risk is that attendees will still spend the entire meeting checking their phone or laptop, even if they don’t make any calls or send any emails.
Put an “email break” on the agenda of longer meetings – This doesn’t take care of urgent phone calls or emails, but can probably satisfy even the most hardcore smartphone and email addicts.
3 Outcomes of establishing meeting rules
You display leadership – Setting ground rules and then sticking to them is key to running meetings that really work. When you take charge effectively and suggest solutions, the members of the group will feel more committed to working together with you as the leader of the meeting.
You save time – A few minutes spent discussing this issue now can potentially save a lot of time (and problems) later.
You ensure everyone is on the same page – Without the chance to discuss opinions, small disagreements about issues like these can turn into bigger problems. A unified team will ultimately work better together over time.
Having clear meeting rules will help everyone focused on the topic and not distracted by calls and emails. Let us know what has worked for you in the comments area below. Click here for more information on how to make your meetings run more smoothly.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_56276809_M.jpg11251688Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-12-18 11:05:122018-06-06 12:29:42Meeting Rules: Mobile Phones and Laptops
Creating presentation slides that summarize your points but still keep your audience’s attention isn’t easy. Ever try talking to someone who is busy reading a book? It’s not easy to get and hold their attention, is it? This is what happens when you stand up to make a presentation and your presentation slides are full of text. The audience will be splitting their attention between trying to read and trying to listen. You should keep your text to a minimum, and never just read from your presentation slides. So, to ensure that your slides support your message rather than distracting from it, here are a few tips.
3 main points per slide, one sentence per point. If there is too much information on the slides, your audience will not be able to concentrate on what you are saying as they will be trying to read the slides.
Slides should NEVER include paragraphs. You are the presenter; the slides support you, not the other way around. If you need a lot of text, you should be sending a report or email. They should not contain information that the speaker or audience needs to spend time reading. This information can be included in the handouts.
87% of the information we process is through what we see, 9% is through what we hear and 4% is from other senses1. If you want people to listen to what you are saying and to understand it, don’t ask them to read at the same time. If you want them to read, perhaps you should email them a report instead.
When you want to talk, try adding a blank slide into your presentation – they will have nothing else to look at so they’ll concentrate on you.
Remember
Your presentation slides support your message, they don’t tell the whole story for you! Let us know what has worked for you in the comments area below.
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How to clearly describe changes when rescheduling meetings
One of the challenges of communicating internationally in English is how to clearly describe changes when rescheduling meetings. Frequently, there’s confusion about words like postpone, move forward, move back and delay. And while it’s not actually a word in Standard English, the word ‘prepone’ has reared its head recently, much to the confusion of native and non-native speakers of English alike. In this post, we’ll take a look at the meanings of some commonly used words and phrases so you can know their meanings in the future. Then, we’ll throw them away completely and give you an email template that will let you feel confident that the recipients of your email will know where they should be and when.
Words and phrases used when rescheduling meetings
postpone
To take place at a time later than originally scheduled
I postponed the meeting until Friday.
The meeting has been postponed until Friday.
delay
To make someone or something late or slow
Our flight from Shanghai to Stuttgart was delayed by 50 minutes.
The problems delayed the release of the project.
move forward
For some people, you move an appointment forward by moving it to an earlier time or date. However, some cultures view the progression of time differently, so this phrase can be confusing.
Can we move the date of our meeting forward?
They moved the date of the supplier meeting forward to Friday.
move back
Again, for some people, this means to move a meeting to a later time or date. As mentioned before, this can be confusing.
I’m afraid we have to move the meeting back.
They’re getting in later than we expected, so we have to move the start back.
What’s the solution?
In order to be 100% everyone understands where they need to be and when, leave out time phrases that can be confusing and use ‘from’ and ‘to’. ‘From’ designates the old time of the meeting and ‘to’ designates the new time of the meeting. This way, there’s no confusion about if the appointment is earlier or later.
An email example on rescheduling meetings
Hi everyone, Due to a meeting room problem, the time of the project kick-off meeting has been changed from Monday, January 13th at 11:00 in room 143 to Wednesday January 15th at 16:00 in room 324. If you have any questions, please feel free to contact me.
Best regards, Michael
Rescheduling meetings can cause confusion if you don’t use the correct language and structure. Let us know if you have anything to add in the comments area below. Want to improve your meetings? Click here for more info on how.
Following these 4 quick and easy steps, and using the phrases above, will help you have clearer communication in your meetings. By alleviating your meeting misunderstandings, you will have faster, more productive meetings and save everyone time. Want to improve your meetings? Click here for more info on how.
3 Quick tips on asking good questions in presentations
Asking good questions during a presentation can be difficult. If you haven’t understood a point in the presentation, it is likely that other people in the audience will be thinking the same as you. You don’t want to leave the presentation with a question mark in your head so it is important to ask your question. Other people in the audience will likely be pleased that you have asked. Here are 3 quick tips on asking good questions in presentations.
1. Prepare
Write your question down before you ask it. This will allow you to reflect on your question before you ask it, as well as giving you time to check to see if it is understandable. Also, some questions sound good at first, but you may reconsider asking them after a minute of thought.
2. Provide context
Some presentations are long and your question may be related to a topic covered 10 minutes ago. Provide some context of what the topic was or what point you are addressing. This will help both the person who is answering the question and the rest of the audience understand what you are talking about. It also shows that you have been paying attention and are following the presentation.
3. One question
Try to ask just one question instead of clustering your questions. If you ask a lot of questions all at the same time, it can confuse the presenter and you probably won’t get the detailed response you are looking for. If you have a two or three part question, wait until the presenter answers the first question and then ask your next question. They may answer your second question in their first answer.
If you have any more tips on asking good questions in presentations, please let us know in the comments section below.
https://www.targettraining.eu/wp-content/uploads/2013/08/Effective-presentations-in-EN.jpg20974235Jonny Westhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJonny West2013-11-20 11:51:232018-06-06 12:29:43Asking Good Questions in Presentations
Effective meetings can be tough to manage when everyone is on time. What about when someone is always late for meetings? Everyone in an organization knows that lateness can be a problem, but the topic of what to do if someone is consistently late for meetings is rarely discussed. Here, the key word is consistently. Everyone can be late at one time or another, but it’s when someone is predictably, consistently late that problems begin to pile up. Before we get to the questions you should ask your chronically late colleague, let’s take a look at the questions you shouldn’t ask.
3 questions you shouldn’t ask your colleague who is always late for meetings
Is your watch broken?
Did you forget how to tell time?
Where the hell were you?
Time management strategies don’t include learning how to tell time or buying a better watch. Experts in the field agree that if someone is consistently late for meetings, it’s their attitude that’s to blame. Changing time habits in relation to meetings means changing the colleague’s mindset, incentivizing being on time and not punishing colleagues for being on time. Yes, you read that right. Very often, meetings are postponed to wait for late colleagues, effectively punishing those who come on time.
3 questions you should ask your colleague who is always late for meetings
1. Do you think you have a clearly-defined role in this meeting?
A clear role means having a specifically-defined function in the meeting. Some examples of roles: moderator, organizer, minute-taker, timekeeper and participant. Participant is the generic name for anyone at a meeting, but a participant has responsibilities at the meeting as well and should be held accountable for fulfilling them. Examples of the responsibilities of a meeting participant are: being active in brainstorming sessions, contributing to discussions and helping create the agenda for future meetings.
2. You’re going to keep the minutes for the next meeting, right?
Keeping and distributing the meeting minutes isn’t exactly the most glamorous or enjoyable task. One way of encouraging participants to come on time might be to give them a small penalty (for example, maybe they have to keep and distribute the minutes for the next meeting, make a small donation to a charity or supply coffee for everyone at the next meeting). Naturally, the penalties should be light-hearted, but the cause should be taken seriously.
3. Do you have any feedback about the quality of this meeting?
Being on time is important, but lateness can sometimes be a symptom of dissatisfaction with the meeting itself. If your colleague lacks a clear role, feels that their voice isn’t heard in the meeting or finds the meeting pointless, it can lead to carelessness regarding the ground rules your meeting participants agreed on (one of which should definitely be: we start and end on time).
3 benefits of considering these points when someone is consistently late for meetings
You ensure all colleagues have a clearly-defined role in the meeting.
You ensure that chronically late arrivals are punished for their tardiness, not the other way around.
You accept responsibility for the quality of your meeting and give the participants a chance to give feedback. An anonymous feedback form made available on the company intranet might be one way of allowing colleagues to give constructive feedback in a comfortable manner.
As we can see, being late for meetings can be an indication that someone has a broken watch, but it can also be a reflection on the quality of your meeting in general. Taking a moment to reflect on the underlying reasons behind a behavior can be a chance to make sure your meeting is running as efficiently as possible.
https://www.targettraining.eu/wp-content/uploads/2013/09/belbin.jpg4571129Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-10-09 11:48:082018-06-06 12:29:47Someone Late for Meetings?: 3 Questions to Ask
Meeting agendas are optional, right? Business meetings can be held for many reasons: to discuss a topic, find a plan of action or update team members on the status of a project. After you’ve established the purpose and need for your meeting, then the next step is to create an agenda. A meeting without a clear agenda can be compared to a ship that’s sailing without a map: you’re on the sea and going somewhere, but no one knows where. In order to ensure your ship is on the right course, send a copy of your well-written agenda 24 hours in advance and have paper copies ready for the participants at the start of the meeting.
Three Reasons Meeting Agendas are Necessary
If none of the topics are relevant for one person, they can skip the meeting and focus on the tasks they’re responsible for.
A numbered agenda is a powerful organizational tool. If you refer to the agenda often, you can stay in control of your meeting and the amount of time spent on a topic.
Agendas can be used as a feedback mechanism for whether or not your meetings are successful.
Three Key Elements of Meeting Agendas
Basic information like the location, names of expected participants, date, start time and end time of the meeting. Even better, estimate the amount of time necessary for each agenda item – and stick to it. If something unimportant comes up, add it to your topics Parking Lot, or create an agenda item called AOB (any other business) that can be discussed if there is time at the end of the meeting. The AOB item can also be added to the agenda of the next meeting.
The topic and the person responsible for it. If someone sees their name in writing next to a topic, they’ll know they’re expected to speak and can prepare for the meeting.
An objective for each item, or for the meeting in general. If you’re searching for a reason for the meeting and you can’t find one easily, perhaps this meeting isn’t necessary.
Three Positive Outcomes of Creating and Distributing Meeting Agendas
Attending unnecessary meetings results in lost productivity, which means lost revenue for the company.
A clear agenda saves time, as it keeps the discussion on track.
The agenda can be used as a checklist to track what has been accomplished in the meeting.
Of course, there are many other elements that can make meeting agendas even more effective. However, after committing to using an agenda and following the above steps, your meetings will be more efficient and the attendees more interested in contributing. If you have other ideas for creating agendas or making meetings more efficient, please share them in the comments section below. For information on how you can run effective meetings, click here.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_56300055_M-e1389360467209.jpg304693Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-09-11 12:09:222015-01-19 15:05:04Meeting Agendas: 3 Key Elements
Writing meeting minutes can be tricky if you are not used to it. Every company has their own style or tips and tricks, but here are three language tips which could help you, or your team assistant, in the future:
When reporting what was said usually we use past tenses, but in writing meeting minutes it pays to at least start with the present simple. This should keep the grammar simpler in the rest of the topic (for the writer and the reader) and gives the impression that the minutes are up-to-date. Compare:
“Kevin discusses an overall overview of impacted headcounts by country. One of the German members was offered a new role and re-employed.”
“Kevin discussed an overall overview of impacted headcounts by country. One of the German members had been offered a new role and re-employed.”
“The spokesperson says that there were no questions from the countries in question.”
“The spokesperson said that there had been no questions from the countries in question”.
Vary the different verbs you use by finding synonyms for ‘says’ and ‘asks’.
Here are a few:
explains
questions
queries
requests
reports
challenges
states
raises (a question / point)
responds
replies
mentions
contradicts
(Try not to forget to add the ‘s’ / third person singular!)
Demonstrate and link conversations that were made by using some of the following expressions:
“In reference / Referring to this point, John states….”
“In reaction / Reacting to Mr. Miller’s point, John requests…”
“In follow up to / Following up Mr. Jack’s comments, John explains…”
“Continuing his topic of XYZ, Frank reports….”
Click here for more information on how to improve writing meeting minutes. If you have any comments or tips to add, please write them in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_50098475_M-e1392019099145.jpg9361683Martin Wheelerhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngMartin Wheeler2013-08-12 11:35:382018-06-06 12:29:53Writing Meeting Minutes: 3 Ideas to Help
Do you often take part in meetings or workshops? Do you have trouble remembering the names of new people?
In my job as a trainer, I often spend whole days running sessions with people who I have never met before. I make a point of remembering the names of all of the people. I am often asked how I remember everyone or if I have a great memory.
I don’t have a great memory, but I do work on remembering the names. How do I do it? There are two things I always do.
2 Easy ways to help you remember names
As a trainer, when a new group of people comes into the room, I draw a map of the room in my notepad. I then ask the people to introduce themselves. I write their names on the map and try to include one or two extra details: job title, responsibility, etc. If I am a participant in a meeting, I also look for an opportunity to find out who is who. If everyone introduces themselves, I write their names in the appropriate position on the map. If I am not sure who someone is, I simply ask the person next to me.
Whenever I talk directly to someone in the room, I make an effort to use their name.Always! At the beginning of the day / meeting, I need to use my map of the room first. I check quickly on the map, note the name and then address the person. Once I have addressed someone 3 or 4 times, I find that their name sticks in my head. At this point, I no longer need to look at the map.
Incredibly simple! First, I write the names of the people on a seating plan. Then, I use the name at every opportunity. The more I use it, the quicker I will remember it.
Why not try this yourself at the next meeting that you attend? Let us know if you have any other tips for remembering names in the comments areas below.
In a recent conversation, one of my program participants mentioned the workplace value of the skills of moderation and facilitation. This conversation piqued my interest, so I searched the Net for the best books about facilitation and chose one that is considered a classic text on the topic of facilitation: The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches by Roger Schwarz.
As a trainer who very often works with groups, one of Schwarz’s theories caught my eye: establishing ground rules for groups. Schwarz compiled a list known as The Ground Rules for Effective Groups that help make sure groups are communicating effectively. Below, the nine Ground Rules are listed with a short description (some or all of these rules can be adopted, or the group can create their own, at the first group meeting).
9 Ground rules for effective groups
1. Test assumptions and inferences – making inferences from available information is a valuable skill, but what if we make these assumptions based on incorrect information or a misunderstanding of what someone else said?
2. Share all relevant information – If members of the team don’t share all of their information, this can lead to incorrect decisions. Even worse, if it’s discovered later that someone withheld information, it can cause major problems.
3. Use specific examples and agree on what important terms mean – If important terms are fully defined, team members can be assured that they’re speaking about the same issues in the same way.
4. Explain your reasoning and intent – If you can explain your line of reasoning to your colleagues, they’ll be better able to understand where you’re coming from. In addition, listening carefully to your colleagues’ explanations will help you understand the situation more fully.
5. Focus on interests, not positions – Closely linked to Ground Rule 4, number 5 suggests that we discuss the interests of the people involved and not the position they are taking. Rather than, for example, “He says the budget can’t go up, but I want a new computer,” think, “He needs more money for the advertising costs, but I can’t process the graphics with my old, slow computer.” Then, we’re thinking in terms of what people really need, instead of what we think they might want.
6. Combine advocacy and inquiry – In a nutshell, this ground rules means that when you state an opinion, you ask for comments and questions immediately.
7. Jointly design next steps and ways to test disagreements – Agreeing on a system for solving disagreements beforehand can save time and make sure disputes don’t bring the meeting to a halt.
8. Discuss undiscussable issues – Bringing sensitive subjects out into the open needs to be handled very carefully, but can ultimately lead to a group that is moving forward rather than constantly avoiding an uncomfortable conversation.
9. Use a decision-making rule that generates the degree of commitment needed – If these (or other) ground rules are followed, hopefully all members will feel that they have all the information necessary to make an informed choice and that their voices have been heard. If this is the case and a consensus is reached, every member of the team will feel more dedicated to following-up on the decision, as they they have been an active part of the decision-making process.
The short description of the ground rules above doesn’t really do the book justice. If you’re interested in this topic, I’d recommend getting a copy of The Skilled Facilitator for yourself. If you have experience with groups that work well together (or more tips for how to make group interaction more effective), please share them with us in the comments section below. Click here for more information on how you can build effective groups and teams.
The motto “be prepared” might normally be associated with the Girl Guides, Scouts, and campfires, but it could just as well be adopted as a motto for a successful negotiation. Whether or not we are born negotiators, preparing ourselves for a negotiation is essential. But how do we go about preparing as simply as possible? How can we prepare if we don’t know what the other side will say, do, or want? At Target Training we tend to find it works best to divide preparation into two phases:
What you do before you meet the other guy
What you do when you meet the other guy
Or perhaps more elegantly, we can speak of preparation and bargaining. You may find it helpful to divide both steps into five main question areas. It may take time to work through these questions, but if you do, you are likely to find yourself in a more confident position and be prepared for any surprises.
5 Steps of preparation
1. What is your main objective?
(What do you really want to achieve?)
2. What is your alternative?
(What options do you have if no deal is reached?)
3. What are your tradable points and their priorities?
(In which areas can you give and take?
Which of these are most important?)
4. What are the trading limits?
(When do you get up and leave?)
5. What if … ?
(What will the other guy say?)
5 Steps of bargaining
1. Set the scene
(What is the framework of the negotiation?
What subjects are you going to talk about?)
2. Asking questions
(What does the other guy want?
Why do they want it?)
3. Check comprehension
(Are they clear what you want?
Are you clear what they want?)
4. Trading Concessions
– quid pro quo –
(What do I have that they want?
Can I exchange it for somethingthat I need?)
5. Summarize and Record
(Are you sure that you agree on what you have agreed on?)
Why not try these steps out in preparation for your next negotiation. Tell us how it went. Would you change or add anything to the advice above?
Working in HR and answering human resource health insurance questions can often be difficult, especially when you are dealing with people’s personal lives and their impact on work. This definitely is the case when it comes to dealing with health insurance. Below are some common human resource health insurance questions in English. The answers may be dependent on your company regulations, but a lot of these are also subject to German laws. It may be a good idea to practice by taking the questions in turns with one person being the employee and one the HR consultant. This could help your department be better prepared and avoid any difficult situations that may arise.
Commonly asked human resource health insurance questions by employees
How long will the statutory health insurance cover you after the 6 weeks covered by the employer for an accident at work?
How can I get hold of a European Health Insurance Card? Can I get one just by working in Germany?
What are my health insurance entitlements if I am an intern / on secondment here?
If statutory health insurance covers all of these things then do I need private health insurance as well? What extra benefits does it bring?
How can I find out how much contribution is made to statutory health insurance?
If I already have private international health insurance coverage, can I opt out of the German statutory one?
Which private health insurance company should I choose? Does DP DHL have any recommendations/ deals with any of them?
Does joining a gym count as a preventative measure and is therefore covered by my statutory health insurance?
Let us know if you can think of any other health insurance questions that have come up, or suggestions on answers, in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Martin Wheelerhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngMartin Wheeler2013-04-29 12:00:172014-01-16 08:08:31HR Topic: Human Resource Health Insurance Questions
Do you ever have to talk to customers about your products or services? Do you focus on the features or benefits? I often see presentations or sales pitches where the speaker talks about the features of their product. This sounds fine until you think about what features really are.
Features are what define your product. Features are what your product has or does. But, talking about features means that we are talking in the language of the producer, the developer or the deliverer of the product.
We need to talk in the language of the customer or client.
Feature or Benefit?
A customer or client is interested in the benefits of the product or the service. Benefits are what will help the customer improve his or her business.
One way to make sure that we do this is to prepare. Before you visit a customer, write down the features of the product or service – if you know your product, you know the features. Now, next to every feature, write down the benefit to the customer that comes from that feature.
Example in action:
Feature = quad-core processor
Benefit = your computer reacts quicker
If you cannot think of a customer benefit of the feature, ask yourself whether you need to tell the customer about that feature.
Once you have your feature and your benefit clarified, decide how you will deliver that message. This is a good structure to use:
The (product or service) gives you (benefit to the customer) because of (feature of your product or service).
Possible statement to use:
Our x65 PC lets you run 3D simulations thanks to the quad-core processor.
As you can see in the example, the x65 PC has a quad-core processor. This is our industry jargon though (the feature). What the customer cares about is 3D simulations (the benefit).
So remember, before you talk to the customer, think about the benefit that your feature brings. If you can not think of a benefit, why do you need to tell the customer about the feature? Let us know of any other tips, in the comments area below, that have worked for you when presenting your product or service to your customer. Also, take a look at our seminar on selling across cultures for more information.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-04-10 12:00:392014-01-09 16:05:38Features or Benefits: What’s the Difference?