28
Jan
10

From MUHAMMAD ZULHELMI BIN MASEOT (AI090148) AND MOHD BASHA BIN MOHD YUSUF (AI090128)

Sales Person:
The primary function of professional sales is to generate and close leads, educate prospects, fill needs and satisfy wants of consumers appropriately, and therefore turn prospective customers into actual ones. The successful questioning to understand a customer’s goal and requirements relevant to the product, the further creation of a valuable solution by communicating the necessary information that encourages a buyer to achieve their goal at an economic cost is the responsibility of the salesperson or the sales engine (e.g. internet, vending machine, etc). A good salesman should never mis-sell or over-evaluate the customer’s requirements.
Sales Manager:
It is the goal of a qualified and talented sales manager to implement various sales strategies and management techniques in order to facilitate improved profits and increased sales volume. They are also responsible for coordinating the sales and marketing department as well as oversight concerning the fair and honest execution of the sales process by his agents.
References:
Sales Manager Requirement:

Here are 10 attributes of a great sales manager:
1) Passion. This is also one of the top qualities of a master closer and the only one that can’t be taught. Without a passion for the home building industry, it’s impossible to lead and inspire a team, Tarullo says.
2) Integrity. Combined with passion, these are the two most important qualities for a sales manager. “They need that core,” Tarullo says. “If they don’t have those, they shouldn’t be in sales management.”
3) Positive attitude. It’s up to a builder’s leadership to put smiles on the faces of the sales team and set the tone for the company.
4) Coaching. Seventy percent of a sales manager’s time should be spent coaching, either in groups or one on one, Tarullo says. Any sales manager who says the workload doesn’t allow that kind of time with the staff needs to examine how the day is being spent and ditch or delegate any activity that doesn’t affect lead generation or conversion.

5) Leadership by example. “The sales manager should be out on the sales floor with his people,” says Jim Capaldi, director of sales for the Ventura division of Standard Pacific Homes and author of The Ultimate New Home Sales Success Manual. “That’s where you’re most productive. Lead by example, make them accountable, push them, and get them out of their comfort zone.”

6) Loyalty. Sales managers need to go to bat for their sales team members, says Debbie Dompke, sales manager for ­Chicago-based Lexington Homes. “Let them know you’re on their side,” she says. “When they know you’re sincere, it’s amazing the work ethic you’ll get in return.”

7) Availability. Dallas-based sales trainer Bob Hafer says paperwork has to be done, but it can’t be used as an excuse “to not do the tough stuff.” It’s easier than dealing with people, to be sure, he says, adding, “Administrative tasks never talk back to you.” When he was a sales manager, he got to work at 7 a.m. and spent two hours on paperwork before the phone started ringing. Then, when the sales centers opened, he was available to work with his sales teams in the field.

8) Motivation. This includes encouragement and recognition. Dompke says she does this in “so many ways—contests, games, dancing, singing, dressing up. You laugh together and play together.”

9) Continuous learning. Doctors, accountants, attorneys, and other professionals keep learning their whole lives in order to keep their skills up to date. Sales managers need to do likewise. “When you don’t grow,” Capaldi says, “you leave the door open for someone else.”

10) Listening and communication. This is an underpinning for most of the other qualities. You can’t be a good coach or motivator if you’re not a good communicator; and you can’t continuously learn, lead by example, or demonstrate loyalty without being a good listener.

References:
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