Sales Call Reports


When the members of a sales staff are spread out over a large geographic area, sales call reports are a critical components of a sales manager’s efforts to keep a finger on the pulse of what is going on in the territory.

It is critical for both sales and management to have a finger on the pulse on the business. This means knowing where the business is and where it isn’t, and being able to analyze the situation by product, by geography, and by timing. This allows everyone to do a better job at sales planning.

There are, of course, a variety of means by which a sales call report can be delivered to a sales manager. Sales reports that are submitted by mail often do not arrive on a timely enough basis to allow them to be as useful as they should be. Every sales manager will, from time to time, discover in a sales call report a situation that requires, in the manager’s judgment, immediate attention.

The electronic mail component of a sales automation system is completely portable. Sales force automation allows a salesperson with a notebook computer to communicate with a similarly equipped sales manager anytime, anyplace. Better still Black Berry handsets with GPRS connection is the best solution.

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

Direct and Indirect Costs


In manufacturing, “direct costs” refer to costs that are readily traceable to products—for example, direct material and direct labor. The term is also used to identify costs that are traced as incurred to specific functions, to distinguish them from allocated or transferred costs. In distribution the classification of costs as direct or indirect depends on the segment. The more general the segment (sales division in sales territory), the greater the portion of costs directly traceable to it, the more specific the segment (products, customers), the greater the proportion of indirect costs. Direct costs are those costs that can be traced to a business segment. If that segment were eliminated, the costs no longer would be incurred.

Indirect costs, costs such as general administrative expenses, are often allocated  to segments, but this process is arbitrary at best and should be avoided.

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

Preparing Salespeople


A new product is an intrusion. It takes time. It disrupts schedules. It involves change and risk. Salespeople are known for wanting new items to sell, but there are still negatives. Salespeople are not usually given reduced territories when asked to sell a new product.

 

It is important (1) to investigate in advance any possible reasons why salespeople might object to the new product, (2) to give them all the training and materials they need to be effective, and (3) to make sure the product is available, in their territories, when they start writing orders for it.

 

The key is to do your job such that they can do their job. That means to have a product that customers will understand to try, and to train the sales force to understand and communicate the story. This training should use the latest technologies

 

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 www.asifjmir.com, Line of Sight

Motivating Sales People


A new product is an intrusion. It takes time. It disrupts schedules. It involves change and risk. Salespeople are known for wanting new items to sell, but there are still negatives. Salespeople are not usually given reduced territories when asked to sell a new product. So, it is important a) to investigate in advance any possible reasons why salespeople might object to the new product, b) to give them all the training and materials they need to be effective, and c) to make sure the product is available, in their territories, when they start writing orders for it.

The key is to do your job such that they can do their job. That means to have a product that customers will understand and want to try, and to train the sales force to understand and communicate the story. This training should use the latest technologies.

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 www.asifjmir.com

The kitsch of Duplication


To understand duplication, you need to grasp the process itself and ther context it happens within. Duplication is as simple. Duplication consists of copying or replicating the successful actions of another person. It is an age-old principle that finds a unique expression. Ten workers harvesting a field accomplish more than a single farmer. They can work faster and cover more ground. Likewise, ten achievers working together grow faster and expand across more territory than a single entrepreneur. By building an organization that duplicates your actions you magnify your own effectiveness exponentially.

Common sense tells us that that the smartest way to build a business . . . . . .

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.

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