The Selling Process


It is difficult to manage something without a solid understanding of what it is you’re trying to manage. Unfortunately many people have a number of misconceptions about the selling process, the activities carried out by salespeople, and the personal characteristics necessary for a successful performance. To complicate matters even more, various selling roles can involve very different tasks and require different skills and abilities from the people who do them. The role of sales force should evolve from simple order taking to building long term customer relationships with retailers, for instance, the firm’s salespeople need to develop superior interpersonal skills, the ability to work effectively as members of cross-functional teams, greater knowledge of each market and competitive situation, and the technical and marketing skills necessary to collect and interpret large amounts of sales and cost data related to the product categories in each store they call upon.

Selling process begins with an examination of how organizational buyers make purchase decisions and how salespeople can facilitate and influence those decisions. It covers a variety of activities, tasks, and decisions involved in different types of selling situations.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Development and Corporate Objectives


Development activities ought to reflect the situation and circumstances of a company, its business objectives and its key priorities. For example, there is little point in a company building hypothetical team skills without addressing the following:

  • The purpose of the team. For example, a bid team might require specific bidding skills such as defining value in customer terms.
  • Where team members are located. People in virtual teams may be widely scattered and they may need special training.
  • The role of groups and teams in the management of change, the management culture and management style must be supportive.
  • The clarity of the goals given to teams, and the relevance of their priorities to business objectives. People need to understand the broad boundaries within which they operate in terms of goals and priorities.
  • The discretion given to teams, and the extent to which people are given the required freedom to act.
  • The commitment of senior management to team work, and especially cross-functional and inter-organizational team work. They must be dedicated to ensuring that decisions are taken as close to the customer as possible, and people are enabled to do what is necessary to add value for customers.
  • Prevailing attitudes, such as the extent to which people feel part of teams. Empowered team work should be pervasive, rather than the isolated experiment.
  • The management cadre. Managers should counsel and coach, value diversity, and foster and encourage teamwork, collaborative activities, self-development and group learning.
  • How open people are, and the degree of trust and confidence they have. People need to feel they are able to take initiatives without being paralyzed by fear of the consequences.
  • Existing performance within teams, the tools shared within teams, and the approaches and support in terms of technology and process available to them. For example, there should be relatively open access to relevant information.
  • Rewards and performance management. This should be supportive of, and should recognize, team work, the acquisition of team skills and the exhibiting of role-model behavior.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Improving the Odds


Though very few companies are completely satisfied with their new product efforts, it is clear that some companies do a much better job than others. Why are some companies able to achieve better results with new products than their competitors? How do they work around, or at least minimize, the risks and pitfalls in new product development that plague most companies? Each of these companies has its own development priorities and needs, but they all follow the same fundamental principles:

  1. They identify customer problems that offer attractive commercial opportunities.
  2. They think through their product/market focus to provide maximum commercial opportunity.
  3. They face up to fundamental cost and performance deficiencies.
  4. They ensure that all development efforts are directly linked to corporate and product/market strategies.
  5. They strike the right balance between investing in future products and generating current profits.
  6. They protect their proprietary positions and respond quickly to encroachments.
  7. They utilize cross-functional teams to guide new product and market planning.
  8. They are willing to go outside for new technology.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Value Stream Management


Value Steram Management is a strategic and operational approach to the data capture, analysis, planning and implementation of effective change within the core cross-functional or cross-company processes required to achieve a truly lean enterprise.

 

Value Stream Mapping approach was initially developed with an underlying rationale for the collection and use of the suite of tools as being ‘to help researchers or practitioners to identify waste in individual value streams and, hence, find an appropriate route to (its) removal. The approach requires the researcher to identify the severity of a series of wastes that exist generically within a supply chain and to choose, apply and then analyse the out output from a series of appropriate contingent tools.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Corporate Butchery


The gap between vision and reality is particularly evident in the arena of corporate transformation. Many corporate transformation programs are carried out with the subtlety of the crazed butcher wielding a chain-saw. The blind pursuit of flattening the gierarchy or overhead reduction can have unexpected consequences as follows:

  • The section that is cut out might hold valuable knowledge or be a vital component of a key cross-functioned process. Many companies settle down to the task of amputation without first identifying the key processes that deliver the value sought by customers. These are the nerves and arteries without which the organization is dead meat.
  • Areas and activities that lose money may still generate contribution.  Cutting them out, without reducing activity elsewhere that does not add value for customers, could result in a heavier burden upon other units. Further activities may appear unprofitable in the light of the relocated costs.

Much of the damage results from the application of approaches that were accepted with some reluctance practised and regarded as legitimate in the bureaucratic organization. In the network organization, however, they can be dangerous, and may also be in direct conflict with its articulated values.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir