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Added for You - Successful Sales Management - What Are The Core Competencies?
With the launch of digital signage, advertising standards have moved a long distance that has led to the development of good variety of great digital signature software’s that would integrate well with almost every distributed IP video solutions. The software used is also known as captured audience network or CAN which is in fact an essential part of any network that controls the IP video distribution to any display monitor on the network.The first ever application that was designed to work with the IP video using the digital signage was developed for retails business. There are lots of pre-recorded videos which can be displayed simultaneously on N number of different type of dis
Initiative:
• Having both the desire and the ability to ornate and develop constructive ideas
• A self-starter able to work with minimum brief
Dependability:
• Really dependable, thorough and accurate in everything they undertake
The Selection of People:
• Ability to meet manpower quotas and surround themselves with good people
• Skilled at getting the facts and making good judgements
Delegation:
• Produce results through others, as opposed to trying to doing everything themselves i.e. delegat
Anybody who rides a commuter train or a bus today, or who visits an airport, can easily see the impact of office technologies on the current workforce. People are wired to go. There are the ones wearing the headset with the wide band at the base of the skull, removed from hearing you by huge round earphones. There are the ones smartly attired with the "Blue Tooth" gracefully curving along the cheekbone into the ear. There are those who sit fixated, rapidly weaving their thumbs across the dashboard of the Blackberry style Personal Digital Assistant. Others are using laptops in a variety of sizes with a variety of screens. Some are entertaining themselves, watching contemporary films on t
• An interest in individual needs and points of view
• Readiness to direct time and thought to analysing attitudes
• A sense of justice or fair dealing
• Respect for the personality of others
To enable the staff that are managed to develop their abilities profitably for themselves and their company, good human relations alone are not enough. The manager has to define tasks, set proper objectives, and maintain firm control. The basic skills required to do these things are:
• Analytical Ability:
Information coming to Sales Managers is of all kinds, from verifiable facts to rumour. It is important to be able to sort the wheat from the chaff, to see the relevance of items of information to one another, and to draw conclusions which seem to fit the facts. Again, when a problem arises it is necessary to analyse it to seek its causes (is it a symptom of something wrong elsewhere?) and establish it’s true importance.
• Judgement:
All their decisions express the judgement of the manager on a situation or a person. Having analysed the available information he must then judicially weigh the evidence in order to decide on the best course of action. Few decisions can be wholly right or wrong. Most involve a balance of advantages and disadvantages - “Trade Offs”.
• Communication:
What is clear to them must be made clear to other people also. They should ask themselves what every individual needs to know, and why, what reaction they expect from them, and how they will know whether it has occurred. Good communication is not only a matter of clear thinking and expression. Since it takes place between at least two people the communicator should be able to see their communication through the recipient’s eyes.
However, these characteristics must be underpinned by the core competencies:
The Attainment of Targets:
• Always attaining targets by the time deadlines
• Knowing what to do and doing it, when performance deviates from plan
Ability to Get Things Done:
• A good “objective” setter, planner and above all controller
• Always finishing what they start
Co-Operation:
• The ability to work with others in a friendly co-operative manner - inspiring others to co-operate
Initiative:
• Having both the desire and the ability to ornate and develop constructive ideas
• A self-starter able to work with minimum brief
Dependability:
• Really dependable, thorough and accurate in everything they undertake
The Selection of People:
• Ability to meet manpower quotas and surround themselves with good people
• Skilled at getting the facts and making good judgements
Delegation:
• Produce results through others, as opposed to trying to doing everything themselves i.e. delegate
In today’s highly competitive selling environment, there is less room for apprenticeship, as organisations need to see a swift return on their investment.Therefore, Sales Directors need to allow sufficient time to enable their investment in training and development to “pay off”. Introducing ongoing reinforcement programmes will help accelerate the benefits gained from the training and development investment.A Variety of Development Solutions:Skills development can take many forms, including:* Formal and informal mentoring* Sales coaching by managers or professional consultants* Classroom training,* Distance or e-learning,
• Analytical Ability:
Information coming to Sales Managers is of all kinds, from verifiable facts to rumour. It is important to be able to sort the wheat from the chaff, to see the relevance of items of information to one another, and to draw conclusions which seem to fit the facts. Again, when a problem arises it is necessary to analyse it to seek its causes (is it a symptom of something wrong elsewhere?) and establish it’s true importance.
• Judgement:
All their decisions express the judgement of the manager on a situation or a person. Having analysed the available information he must then judicially weigh the evidence in order to decide on the best course of action. Few decisions can be wholly right or wrong. Most involve a balance of advantages and disadvantages - “Trade Offs”.
• Communication:
What is clear to them must be made clear to other people also. They should ask themselves what every individual needs to know, and why, what reaction they expect from them, and how they will know whether it has occurred. Good communication is not only a matter of clear thinking and expression. Since it takes place between at least two people the communicator should be able to see their communication through the recipient’s eyes.
However, these characteristics must be underpinned by the core competencies:
The Attainment of Targets:
• Always attaining targets by the time deadlines
• Knowing what to do and doing it, when performance deviates from plan
Ability to Get Things Done:
• A good “objective” setter, planner and above all controller
• Always finishing what they start
Co-Operation:
• The ability to work with others in a friendly co-operative manner - inspiring others to co-operate
Initiative:
• Having both the desire and the ability to ornate and develop constructive ideas
• A self-starter able to work with minimum brief
Dependability:
• Really dependable, thorough and accurate in everything they undertake
The Selection of People:
• Ability to meet manpower quotas and surround themselves with good people
• Skilled at getting the facts and making good judgements
Delegation:
• Produce results through others, as opposed to trying to doing everything themselves i.e. delegat
The New Year is now in full swing. Is a new job on your list of resolutions? Have you given any thought to your job search? What do you need to do to prepare for an effective job search? What type of position is on the next rung of your career ladder? Do you know what qualifications will be expected in most cases for the job? First of all, you need to know exactly what you are looking for in a job. Next you will want to review the qualifications for the job and make a list of your own qualifications. Do you have what it takes? Most important, what have you accomplished for your present and past employers that will impress a potential new employer? Keep this list handy because i
• Communication:
What is clear to them must be made clear to other people also. They should ask themselves what every individual needs to know, and why, what reaction they expect from them, and how they will know whether it has occurred. Good communication is not only a matter of clear thinking and expression. Since it takes place between at least two people the communicator should be able to see their communication through the recipient’s eyes.
However, these characteristics must be underpinned by the core competencies:
The Attainment of Targets:
• Always attaining targets by the time deadlines
• Knowing what to do and doing it, when performance deviates from plan
Ability to Get Things Done:
• A good “objective” setter, planner and above all controller
• Always finishing what they start
Co-Operation:
• The ability to work with others in a friendly co-operative manner - inspiring others to co-operate
Initiative:
• Having both the desire and the ability to ornate and develop constructive ideas
• A self-starter able to work with minimum brief
Dependability:
• Really dependable, thorough and accurate in everything they undertake
The Selection of People:
• Ability to meet manpower quotas and surround themselves with good people
• Skilled at getting the facts and making good judgements
Delegation:
• Produce results through others, as opposed to trying to doing everything themselves i.e. delegat
Building a brand is a necessity for any successful business. There are, however, suggestions that can assist you in getting the most out of your company’s brand.Create something original. You may think that everything that is anything has been done before, but that is not true. Possibilities for developing an original brand are endless. Moreover, customers want to see something new and different. In addition, there are serious legal consequences for stealing or borrowing from an existing brand. Make your brand your own.Remember the concept of continuity. The public must be exposed to your brand over a period of time before they begin to form associations in their min
However, these characteristics must be underpinned by the core competencies:
The Attainment of Targets:
• Always attaining targets by the time deadlines
• Knowing what to do and doing it, when performance deviates from plan
Ability to Get Things Done:
• A good “objective” setter, planner and above all controller
• Always finishing what they start
Co-Operation:
• The ability to work with others in a friendly co-operative manner - inspiring others to co-operate
Initiative:
• Having both the desire and the ability to ornate and develop constructive ideas
• A self-starter able to work with minimum brief
Dependability:
• Really dependable, thorough and accurate in everything they undertake
The Selection of People:
• Ability to meet manpower quotas and surround themselves with good people
• Skilled at getting the facts and making good judgements
Delegation:
• Produce results through others, as opposed to trying to doing everything themselves i.e. delegat
Let’s face it, job interviews are about as much fun as a hot wax with no anaesthetic. After all, attempting to showcase your talents to a bunch of strangers, usually against the clock and on someone else’s turf is not a natural act. Nevertheless, if you really want the job then you have to crack the interview conundrum. Giving ‘good interview’ is all about the three Ps - preparation, presentation and positive thinking. All interviews are basically made of the same hellish stuff, so let's start at the beginning with the introductions.The interview introduction can be a slippery customer and one that can easily get away from you. Once you enter that chamber of horrors commonly
Initiative:
• Having both the desire and the ability to ornate and develop constructive ideas
• A self-starter able to work with minimum brief
Dependability:
• Really dependable, thorough and accurate in everything they undertake
The Selection of People:
• Ability to meet manpower quotas and surround themselves with good people
• Skilled at getting the facts and making good judgements
Delegation:
• Produce results through others, as opposed to trying to doing everything themselves i.e. delegate wisely
Planning and Organising:
• Have written down objectives and plan in detail how those objectives will be attained
• Anticipate problems and plan how they will be overcome
Vision:
• Ability to look well ahead, be a good forecaster and consider the future, its opportunities and problems that will have to be overcome
Creativity:
• Able to generate ideas frequently and always be working out ways and means of ‘doing it better’?
‘Selling’ Company Policies:
• Absolutely loyal under all conditions and a ‘Company Man/Woman’
• Always ‘sell’ rather than ‘tell’
Human Relations:
• Possess the desire to develop from a “Boss” to a Leader
• Ensuring that people enjoy working for them and being a good team builder
Developing Subordinates:
• Always practicing what they preach
• Using all opportunities to show their people the benefits to them of reading, analysing, practising and improving
Problem Solving:
• A positive thinker
• Able to quickly pinpoint problems, come up with solutions and get the action going
Technical Knowledge:
• Have an exceptional understanding of their speciality area and continually striving to improve that knowledge and keep up-to-date
• Management Knowledge:
• Have a sound knowledge of modern management techniques applicable to their field and continually developing themselves in this area
Knowledge of Policies:
• Have a complete understanding of company policies and procedures
Common-Sense:
• Have a highly mature approach to most situations, have and exercise a great deal of commonsense
Enthusiasm:
• Possess a zest for the job and always seen to be enthusiastic
• Smile easily and have a positive, eager and responsive attitude
Ability to Work Under Pressure:
• Be able to maintain enthusiasm and good attitudes when the going is tough
Summary:
A Sales Manager may or may not be an outstanding sales person. The important thing is that he or she should be a good manager. This is their individual and unique contribution to their company
Copyright © 2006 Jonathan Farrington. All rights reserved
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