Sales Secrets


  • You have to be honest;
  • When making a proposal to somebody, put yourself in the shoes of that person;
  • You’ve got to know your business. Constantly increase your knowledge;
  • You must work. If you have all the knowledge in the world and are the most honest person, if you’re going to stay home, can you make any business?
  • Never, ever get discouraged and disappointed. No matter what business you’re in will have ups and down. Don’t think this is the end of the world.

As Fortune magazine puts it, “Of all the big time insurance salesman, Mehdi Fakharzadeh must surely qualify as the most improbable. For although he has lived half his life in the US, he continues to struggle with English language. Yet Mehdi has achieved fantastic success—because of his honesty and his extraordinary instinct for serving clients personally.

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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Silence as Acceptance


As a generalization, the offerer can never consider silence by the offeree as an acceptance. In some cases the offerer attempts to bring about a situation of this kind by a statement in the offer to the effect that failure to reply will be construed as acceptance of the offeror’s proposal. Usually, the offeree is under no obligation to reply to any business proposal. However, if the offeree requested that goods be shipped on approval, or there is a prior business arrangement or understanding between the parties, silence may be fairly construed as acceptance. These cases are exceptional, however.

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.

Strategy Development


One useful approach to strategy development involves a five-step process in which planners answer five questions about each strategic issue. The following questions should be adjusted depending on whether the direct or indirect, goals, or vision of success approach to strategy formulation is used:

  1. What are the practiced alternatives, dreams, or visions we might pursue to address this strategic issue, achieve this goal, or realize this scenario?
  2. What are the barriers to the realization of these alternatives, dreams or visions?
  3. What major proposals might we pursue to achieve these alternatives, dreams, or visions directly or to overcome the barriers to their realization?
  4. What major actions must be taken within the next year (or two) to implement the major proposals?
  5. What specific steps must be taken within the next six months to implement the major proposals, and who is responsible?

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.

Handling Delays


In the sales process, especially in the final phases, delays can represent a frustrating gray area that leaves you hanging, wondering whether or not the customer will buy. After you have proposed a solution, one of three outcomes could take place:

  • Decision pending
  • Continuation
  • Stall.

Decision pending is a waiting period in which the decision has not been made. The reason could be that a key decision maker either was not present when the proposal was made or has not yet made up his mind; or that other, more pressing issues have arisen.

Continuation means that the customer seems to be interested in continuing the relationship with you but makes no specific commitment regarding your proposal.

Stall is a situation in which the customer puts you off or seems evasive. A stall usually indicates a hidden objection. Stalls typically occur after you have asked for a commitment. Use the following tactics to handle a stall:

  • Try to find out the real reason for the stall by using your questioning skills.
  • If the customer does not buy, find out why.
  • Get the objections out in the open and handle them, to determine the real reason for not buying.

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.

The Master Plan


Many people assume that a formal business plan is only for big time businesses. Wrong. A business plan is for anyone who wants to give their enterprise their best possible shot. It is where you detail out all the operational, marketing, and money matters of your business. It is, in essence, a road map. With it, you will better be able to reach your goal. Without it, you run the risk of spending precious time and money traveling in circles or unwittingly wandering into danger zones.

In response to the question, what a business plan is, follow the following”

  • A business plan is written by the home-based business owner with outside help as needed.
  • It is accurate and concise as a result of careful study.
  • It explains how the business will function in the marketplace.
  • It clearly depicts its operational characteristics.
  • It details how it will be financed.
  • It outlines how it will be managed.
  • It is the management and financial “blueprint” for startup and profitable operation.
  • It serves as a prospectus for potential investors and lenders.

A study for “why” of creating it, note:

  • The process of putting the business plan together, including the thought that you put in before writing it, forces you to take the objective, critical, unemotional look at your entire business proposal.
  • The finished written plan is an operational tool, which, when properly used, will help you manage your business and work toward its success.
  • The complete business plan is a means for communicating your ideas to others and provides the basis for financing your business.

While you are to be the author of the document, you shouldn’t hesitate to get professional help when it comes to areas outside your ken, such as accounting, insurance, capital requirements, operational forecasting, and tax and legal requirements. Finally, in response to the question, “When should Business Plan be used?” note:

  • To make crucial startup decisions
  • To reassure lenders and backers
  • To measure operational progress
  • To test planning assumptions
  • As a basis for adjusting forecasts
  • To anticipate ongoing capital and cash requirements
  • As the benchmark for good operational management

If you have been doing your research and homework all along, you probably have most of the raw material for the business plan, so it won’t be such an awesome task.

Business plans differ greatly, depending on the nature and scope of the enterprise. Some elements a person in a retail sales business would need in his or her business plan may be totally irrelevant for your service business. Similarly, business plans vary in length—from five or six pages or a virtual booklet; some are written in an engaging narrative style while others take another approach—just the facts. However, while business plans may differ in style, tone, length, and components, there is some common ground. Below is a list of items that should be in almost every business plan:

  • A summary of the nature of your business and its principal activity with a detailed description of the product(s) or service(s) you will offer.
  • A statement as to the form your business will take (sole proprietorship, partnership, incorporation) and how it will be managed and operated (with information on employees or subcontractors if applicable).
  • A discussion of any extra-ordinary (and potentially problematic) matters revolving around such things as space requirements, production processes, and operating procedures.
  • A discussion of major trends in your trade or profession.
  • A discussion of your competition and the basis on which you will compete.
  • A description of your target market that might include a profile of a typical customer or client.
  • A discussion of your plans for pricing, sales terms, and distribution.
  • A discussion of how you intend to advertise and promote your products or services.
  • A detailed statement of startup and operating costs for at least the first year.
  • A discussion of how your business will be financed.
  • Profit and loss and cash flow statements for at least the first year of business.

If this list has made a business plan seem all the more scary and arduous a task, don’t panic. There are books on the market that will guide you through the process.

A clean attractive business plan is a sine qua non if you will be applying for a loan or looking for investors. But even if the document is for your eyes only, you owe it to yourself to produce a professional-looking document. Since it is your road map, the neater it is the better it will serve you when you refer to it at various stages of your entrepreneurial journey.

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.

Planning a Research Strategy


If you plan your research strategy carefully, the whole project will flow smoothly. Follow these steps:

1. Work out a schedule and budget for the project that requires the research. When is the deliverable—the document or the presentation—due? Do you have a budget for phone calls, database, or travel to libraries or other sites?

2. Visualize the deliverable. What kind of document will you need to deliver: a proposal, a report, a Website? What kind of oral presentation will you need to deliver?

3. Determine what information will need to be part of that deliverable. Draft an outline of the contents, focusing on the kinds of information that readers will expect to see in each part. For instance, if you are going to make a presentation to your supervisors about the use of e-mail in your company, your audience will expect specific information about the number of e-mails written and received by company employees, as well as the amount of time employees spend reading and writing it.

4. Determine what information you still need to acquire. Make a list of the pieces of information you don’t have. For instance, for the e-mail presentation, you might realize that you have anecdotal information about employee use of e-mail, but you don’t have any specifics.

5. Create questions you need to answer. Make a list of questions, such as the following:

    1. How many e-mails are written each day in our company?
    2. How many people receive each mail?
    3. How much server space is devoted to e-mails?
    4. How much time do people in each department spend writing and reading e-mail?

Writing the questions in a list forces you to think carefully about your topic. One question suggests another, and soon you have a lengthy list that you need to answer.

6. Conduct secondary research. For the e-mail presentation, you want to find out about e-mail usage in organizations similar to yours and what policies these organizations are implementing. You can find this information in journal articles and from Web-based sources, such as online journals, discussion groups, and bulletin boards.

7. Conduct primary research. You can answer some of your questions by consulting company records, by interviewing experts (such as the people in the Information Technology department in your company), and by conducting surveys and interviews of representative employees.

8. Evaluate your information. Once you have your information, you need to evaluate its quality: is it accurate, comprehensive, unbiased, and current?

9. Do more research. If the information you have acquired doesn’t sufficiently answer your questions, do more research. And, if you have thought of additional questions that need to be answered, do more research. When do you stop doing research? You will stop only when you think you have enough high-quality information to create the deliverable. For this reason, you will need to establish and stick to a schedule that will allow for multiple phases of research.

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.

Writing Business Summaries


Businesspeople are bombardedwith masses of information, and at one time or another, everyone in business relies on someone else’s summary of a situation, publication, or document. To write a summary, gather the information (whether by reading, talking with others, or observing circumstances), organize that information, and then present it in your own words. Although many pople assume that summarizing is a simple skill, it’s actually more complex than it appears. A well written summary has at least three characteristics..

First, as in writing any business document, be sure the content is accurate. If you’re summarizing a report or a group of reports, make sure you present the information without error. Check your references, and then check for typos.

Second, make your summary comprehensive and balanced. The purpose of writing your summary is usually to help colleagues or supervisors make a decision, so include all the information necessary for your readers to understand the situation, problem, or proposal. If the issue you’re summarizing has more than one side, present all sides fairly and equitably. Make sure you include all the information necessary. Even though summaries are intended to be as brief as possible, your readers need a minimum amount of information to grasp the issue being presented.

Third, make your sentence structure clear, and include good transitions. The only way your summary will save anyone’s time is if your sentences are uncluttered, use well-chosen words, and proceed logically. Then, to help your readers move from one point to the next, your transitions must be just as clear and logical. Basically, when writing your summary be sure to cut through the clutter. Identify those ideas that belong together, and organize them in a way that’s easy to understand.

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

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