Sales Forecasts


From a sales manager’s point of view, the importance of timely, accurate sales forecasts cannot be overstated. There is nothing quite as needlessly frustrating as being surprised at the month end sales results because the forecasts from the field were incorrect, untimely, or inadequate.

More than simply keeping sales managers up to date, accurate sales forecasting can have an important impact on other areas of the company as well. Sales forecasts give management the information that is necessary to implement a product plan that ensures that the right product is available for salespeople to sell.

It is true that a sales force automation system cannot compensate for poor forecasting skills of salespeople in the field. What a sales system can do, however, is to move the information from the field management instantly. Perhaps more important is the fact that an automated sales system can deliver the information in a format that allows the forecasts of several salespeople to be automatically rolled up into a consolidated regional report. Since the information is in a more usable format, it is more valuable to management. It is more likely to be useful in preventing end-of-the-month surprises.

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.

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Prioritization of Activities


One of the main aspects of time management is prioritizing activities. It has four quadrants. The activities are placed in each of the quadrants depending upon the importance and the urgency of the activity. Most urgent and most important activities fall in quadrant1. Least urgent but most important activities are in quadrant 11. The quadrant 111 has activities which are least important but most urgent. The least important and least urgent activities fall under quadrant 1V. it is needless to say that prioritizing should be done in the same order.

As the different activities are carried out, it is also important not to get bogged down with quadrant 1 activities. No doubt that these activities have to be finished because they are very urgent and important too. This leads to fire fighting. It has to be understood that activities have come to quadrant 1 because the quadrant 11 activities have not been done at the right time. The ideal situation will be to do the jobs at the right time so that the important activities are completed while being in quadrant 11. In such situations there will not be any activity in quadrant 1. That means no fire fighting and the situation will be cool and calm.

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.

Setting Standards


Having standards is not enough. They must be the correct standards. By correct means not too low, not too high. If you set them too low you will lose productivity; valuable resources will be wasted. Low standards are also demotivating. Challenge and job satisfaction go hand in hand. When standards are too low people become sloppy in their work. When they can do their jobs with their eyes closed, their attention is lost and needless errors are made.

Standards that are too high are a problem as well. When standards are unrealistically high, the manager has no yardstick for determining how well the people performed. The standard is meaningless. Standards that are too high are also demotivating. If people know that the standards are impossible, they will reason “Why try at all? We can’t reach them anyway.” The standards become a source of frustration. If people consistently strive to meet the standards without success, they will feel like failures which will eventually affect their morale and performance.

The goal is to set standards high enough so that people have to work exceptionally hard to reach them and low enough so that they are attainable.

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.