OCTOBER 2012 Issue 65
NZSALES
How’s the Heat Under Your Seat? Lessons from ‘The Art of War” Connecting with your audience B2B Sales Qualification launched What do you want your customer to do next? NZ’s e-mag for sales leaders
CONTENTS 6 THIS WEEK'S MUST READ
How’s the heat under your seat? Time Management
10 Lessons from “The Art of War”
A perspective on Sales Leadership
14 BOOK REVIEW
Strategic Sales Presentations
15 Quick Fix
It’s not what you sell, it’s how you sell.
16 FIVE MINUTES WITH
TRACY COUSINS
18 TWO MINUTE TOP-UP
CONNECTING WITH YOUR AUDIENCE Using ABCDE
21 CALENDAR
22 B2B SALES QUALIFICATION LAUNCHED
23 THE CLOSE www.nzsalesmanager.co.nz / 2
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ABOUT / Short and sharp, New Zealand
FROM THE EDITOR
N
Sales Manager is a free e-magazine delivering thought provoking and enlightening articles, and industry news and information to forwardthinking sales managers, business owners and sales professionals.
EDITOR / Paul Newsom
ew Zealand’s first
the sales qualifications. They
ART DIRECTOR / Jodi Olsson
sales qualification
also administer the well
GROUP EDITOR / Trudi Caffell
has been a couple
established qualifications in
of years in the making, so
retailing. Check this out, and
it is great that the Retail
post your thoughts through
Institute have now released the NZQA Level 3 National Certificate in Sales. The adoption of B2B sales qualifications and assessment will provide sales people with a recognised qualification and provide employers with a benchmark of capability, and allow them to offer more structure for career progression.
the NZSM LinkedIn group.
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MUST READ
How’s the heat under your seat? Time Management By Jeff Ribman
T
ime is increasingly
We know that effective managers
effort, feeling out of control,
becoming a scarce
of time prioritise and they’re
taking time off work, heart
resource. Many of us find
disciplined.
attacks. The list is endless – there
These two words are the key ones
are many reasons to make this
that we are time poor – too much to do and not enough hours in the
to keep in your mind when going
topic a priority for you.
about your daily business. Is this a
All time management
priority? Am I disciplined enough
programmes will tell you to keep
to only work on the priorities?
a time log on how you spend
Think about some of the
your time – awareness of where
dependent on staff’s ability to
consequences for not managing
your daily 24 hours is going is
manage their time effectively. It
time effectively: stress, anxiety,
the first step on working out
relies on staff spending time on
missed deadlines, missed
how effectively you’re using your
the tasks that will generate the
opportunities, missed family
time at the moment. Only when
greatest return. Spend time on
time, not turning out the best
you have awareness of this can
things that will make a difference
work, appearing unprofessional,
you look for ways to make any
to the business.
feeling dissatisfied with your
adjustments.
day. Increasing demands at work with fewer resources make time management skills more critical than ever before. Business success is becoming
www.nzsalesmanager.co.nz / 6
MUST READ
Many people don’t go to the trouble of doing a time log however (it takes time!) and as a result they never fully understand
how to get the most out of every moment. This is where ‘priorities and discipline’ come in – a time log is a priority to get you started,
discipline is required to do it.
When thinking about how you
leaving money on the table for
Check all the time whether your
spend your work time there are
the next professional that comes
activities are aligned to these
two questions that should come to
in to their office. Take the time to
things. It takes awareness of what
mind every time:
truly listen to your customers and
you are doing and then discipline
1. How is it helping me keep the
discover why they want to move
to work out how to minimise the
forward with you today instead of
things that are distracting you
waiting to replace a broken item.
from getting on and doing the job.
Discretionary
hrs
business? 2. How is it progressing new business?
Sales people are in the business of generating sales – your
When you are in front of customers are you spending time with them or investing time in them? You invest time to help discover more needs and wants for your customer. If you are just spending time, you might be
Look at it from a global perspective:
The consequence is a disruption to your ‘life-work’ balance.
organisation relies on your ability
Take some time to understand
to do one of these three things
how to work out what your
while in the field:
priorities are.
1. Prospect
Steven Covey developed a model
2. Present 3. Follow up.
to help work out which tasks should be done first, which ones should be planned, minimised or 7 / www.nzsalesmanager.co.nz
MUST READ
eliminated. His model requires you to think about your tasks in terms of how important and urgent they are. Sometimes you are asked to do something urgently however if you think of the importance of that task in helping you achieve your business outcomes, it ranks as low. Conversely, many things we don’t do are the things that are important to the business. We don’t do them because they haven’t become ‘urgent’ yet!
High
URGENT
Low
High I M P O R T A N C E Low The majority of your time should be spent in quadrants 1 & 2
You can usually gauge the
They may not be urgent yet but
poor planning on someone else’s
importance of a task by the feel
are likely to become urgent as the
part means that the task becomes
of the ‘heat under your seat’
deadline for completion looms
urgent on your part.
when you don’t do it. The size of
closer. Identify these tasks and
the consequence for not doing
schedule some time to do them.
something is the ‘heat’ and it’s
Stick to the schedule!
under your seat because it’s your responsibility. Thinking about ‘the heat under your seat’ is a great way to work out what you need to be doing. The disciplined time manager will plan to do these
The ‘could do’ tasks (quadrant 3) are often those that have been left to the last minute and have now become urgent. They distract you from the important tasks because
For example, your manager has left their business plans to a week before it’s due and now they realise they need some information from you. Due to the urgency of the plan, you need to drop what you’re doing and get them the
of their urgency – they need to
information they need. If you had
be done now! Once you work out
been given a month’s notice about
The ‘should do’ tasks (quadrant 2)
what these are, the next step is
this, you would have recognised
may include those tasks that will
to work out how to minimise the
that it was important, but not
help you progress the business.
number of these tasks. Sometimes
urgent, and planned to do it.
tasks and stick to the plan.
Here are some other examples of what other tasks could fit into this model.
Must do:
Make appointments for key customers
Should do:
Develop processes to make my reporting requirements easier Territory Plan
Could do:
Answer queries from customers who are not important ones
Eliminate:
Offering catering when I can get the appointment without it. Too much time on small talk
www.nzsalesmanager.co.nz / 8
Find another way
sandwiches, make them, wrap
A key part to time management
them up, put them in the freezer,
don’t like doing or are too big
is being alert for different ways
put the ingredients away, clean the
to get started
to achieve the same outcome.
mess. 30 mins per week, 26 hours
There is usually always another
a year – 39 hours saved on this
way, we often just don’t look for it.
chore. That’s almost a full working
Consider this simple analogy:
week per year.
If you had to make 3 lots of
Develop your ability to question if
much, some being outside our
sandwiches for lunches 5 days a
there is another way to complete
key objectives
week, each time it takes about 15
some of the tasks you are
minutes to get all the ingredients,
required to do as part of your job.
make 3 sandwiches, pack them up,
Explore alternatives. Get creative
put the ingredients away, clean up
and share your great ideas with
the mess. 15 mins/ day x 5 days a week = 1 hr 15 mins a week x 4
the team.
weeks a month = 5 hours a month. Typical road blocks 5 hours a month. 65 hours a year
We all have some of them. Know
making sandwiches!
what yours are and be disciplined
•
•
Procrastination – jobs that you
Perfectionism – known to be the thief of time – think about the 80/20 rule
•
•
Not saying ‘no’ – taking on too
Interruptions –dropping important things for someone or something else
•
Emails - too much, too often
•
Socialising – too much, too often
•
Surfing the web – too much, too often
about not letting them get in your The other way: once a week get
way of achieving your goals. Here
What are the other things that get
out all the ingredients for a week’s
are some examples:
in your way? ■
Jeff Ribman is a Business Mentor with a breadth of expertise from start-ups, to sales, to succession planning. For more information, visit www.linkedin.com/in/jeffribman
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Lessons from “The Art of War” A perspective on Sales Leadership By Alex Chan
2
,500 years ago the
Vietnam and Korean Wars. Today
the world. In today’s challenging
Chinese general Sun
it can be found in the business
economic times, what attention
Tzu wrote a 13 chapter
section of your local book store.
should leaders give to these
‘how-to’ manual on winning
It is studied in military academies,
ancient writings which are just as
war. It has been suggested that
read by sports coaches, and
relevant in the 21st century as they
if the United States of America
by CEOs. It has formed the
were when they were written?
was more familiar with this book
basis for conducting business in
Today’s managers would do well
sooner, they may have avoided the
competitive environments around
to heed his opening words in
www.nzsalesmanager.co.nz / 10
Chapter 1: 3, 4 – “The art of war,
‘Heaven’ refers to night, day,
Modern business applications refer
then, is governed by five constant
and the seasonal conditions.
to the existence of processes (such
factors, to be taken into account in
This can be likened to economic
as CRMs), the structure of the
conditions. ‘Earth’ refers to
sales team including sales support.
distances and terrain, and can be
However, there are two factors
interpreted by business people
we will give special focus to: ‘The
as market conditions. ‘Method of
Commander’ and ‘Moral Law’.
one’s deliberations, when seeking to determine the conditions obtaining in the field. These are: 1) Moral law, 2) Heaven, 3) Earth,
discipline’ is understood to refer
What is the significance of these
4) The Commander, 5) Method of
to the command structure of the
two factors, particularly when the
discipline.”
army and management of logistics.
economic going gets tough?
“The art of war, then, is governed by five constant factors, to be taken into account in one’s deliberations, when seeking to determine the conditions obtaining in the field. These are: 1) Moral law, 2) Heaven, 3) Earth, 4) The Commander, 5) Method of discipline.” The Commander This clearly refers to the leadership of an organization. The challenge faced by many of today’s managers is that they have backgrounds as good technical workers who were promoted to their current management roles.
If this aspect of The Art Of War
instead of reacting to operational
was understood by Robert E. Lee
issues to the detriment of the
at Gettysburg, then that fateful
overall plan, and losing their nerve
battle may never have been
when things get tough, retreating
fought. On that disastrous day
into a corner.
he committed his entire army to
SunTzu faced this dilemma of
what began as a skirmish whilst trying to locate a supply of boots.
tough times. Being outnumbered ten to one, he could have
They know their industry well,
In doing so he allowed himself
but cannot distinguish between
to commit all of his resources to
fortified his defences. But instead,
management and leadership
an operational matter instead of
he went on the attack, and actually
beyond a mere intellectual
concentrating on his main strategy,
invaded enemy territory. Realizing
understanding.
which was to capture a town of
conventional warfare would be
strategic importance. Lee’s loss on
suicide, he engaged in a guerrilla
that disastrous day along with the
campaign which eventually won
appalling casualties suffered by his
him the war.
Leaders think more strategically, whereas managers tend to get bogged down operationally. The latter are effectively in the trenches with the troops instead of on the hill where they can
troops was a major contributor to his Confederate Army losing the entire war.
retreated into a corner and
Likewise leaders who understand strategy may for example, avoid conventional quoting for business in
concentrate on what’s going on
Business managers likewise must
general where their prices are often
around them.
understand strategic concepts
too high, and instead concentrate 11 / www.nzsalesmanager.co.nz
“By means of these … considerations I can forecast victory or defeat. The general that hearkens to my counsel and acts upon it will conquer – let such a one be retained in command!” their forces on vertical markets and key centres of influence.
Moral Law
of both the challenge and the
What does Sun Tzu refer to when
solution. As a result of doing this
A commercial example of retreating
he sites Moral Law amongst his
some staff have willingly accepted
into a corner is savage cost cutting
five factors? Moral Law refers to
temporary pay cuts or shorter
in a bid to reduce overheads,
troops possessing unwavering
working hours for the good of the
and in the process, destroying
faith in their commanders. They
company. In other cases, we have
the very troops who make you
are the warriors who will loyally
seen huge sales and productivity
money. These troops might include
fight against all odds, even to
drives. Sales and productivity
your sales force or marketing
the death. In other words, a key
bonuses coupled with a ‘we-can-
spend. Recanting on commission
attribute of business leaders is the
do-it’ leadership style have been
payments, sacrificing training which
ability to motivate and lead their staff, in spite of the challenges
the cause of pulling companies
gives them the competitive edge they need, cutting advertising –
they face.
all of these things are frequently
Too often we see poor change
the first casualties caused by
management during tough times,
operational thinking during tough
especially when the change
times. Of course, these cut backs in
includes cut-backs. The life is
reaction to tough times only serve
sucked out of our team, who
to compound the problem. With
become less productive or look for
your sales troops demoralised and
alternative employment, and the
directly connected with the
marketing decimated, sales decline
Death Spiral begins.
calibre of our commanders. Are
further, and … well you know how it goes. We call it the Death Spiral. As Tom Peters says, “You can’t shrink your way to greatness”.
Good leaders rally their people and openly discuss the challenges ahead. But they don’t just highlight the challenge. They
out of ‘bust’ and into ‘boom’ with some of our clients. So how is our Moral Law? Is staff morale positive and high? How loyal are they to the management team and to the company? The state of our Moral Law is
our commanders managers or leaders? Remember, Sun Tzu says in Chapter 1: 14, 15, “By means of these … considerations
But mor is needed in addition to
inspire a vision, and provide focus
I can forecast victory or defeat.
strategic thinking. Leaders must also
on where they want their team
The general that hearkens to
win and retain the confidence of
to concentrate their energy for
my counsel and acts upon it
their troops, which brings us to the
the best results. They consult for
will conquer – let such a one be
next factor of Sun Tzu – Moral Law.
ideas so that staff have ownership
retained in command!” ■
Alex Chan, of Salesstar.com, specialises in winning major sales and sales leadership. To hear more about sales leadership and what you can do to get greater results reserve your seat at SaleStar.com’s limited capacity event The Sales Leadership Association, November 21, Auckland.
www.nzsalesmanager.co.nz / 12
13 / www.nzsalesmanager.co.nz
BOOK REVIEW
Strategic Sales Presentations
Authors: Publisher: Price:
Jack Malcolm Libertary Company $24.99 from fishpond.co.nz
W
hen your big moment comes, will you be ready? Strategic sales presentations, those given to high level decision makers at the crucial time in the sales process, are the most highly leveraged activities in sales-and those that most sales professionals are least prepared for. Strategic Sales Presentations prepares you for the presentations that could make or break you as an accomplished sales professional. And it will help polish your skills for any presentation that matters. This is a presentation book like no other! In Strategic Sales Presentations you
www.nzsalesmanager.co.nz / 14
will improve your ability to position yourself strategically for success, craft presentations that speak the language of senior decision makers, and deliver engagingly, confidently and professionally. You will see the concepts in action as Jack Malcolm expertly weaves an example of a strategic
sales presentation throughout the book. Implement the ideas from this book and you will be able to create a clear, concise, compelling presentation that you will be able to confidently present to executives. This book will take your presentations to a new level! â–
QUICK FIX
QUICK FIX
It’s not what you sell, it’s how you sell.
What do you want your customer to do next?
I
f you are expecting a reply from a customer or prospect, and it doesn’t come through, do they know what you are expecting them to do next? Before you send your emails and sales letters, you must answer this question for yourself, ‘what do I want my customer to do next?’ Then make sure this is clear in your communication. It might be clear cut – for example, ‘to meet your required delivery date we need your instruction to proceed by this Friday.’ If it is a bit more complex and for a softer approach, you might simply say ‘I suggest the next step is to……. ■
15 / www.nzsalesmanager.co.nz
FIVE MINUTES WITH
FIVE MINUTES WITH TRACY COUSINS Tracy Cousins has been in sales for
25 years, and most recently a sales manager for Croxley working with a team of eight sales people. Why did you get into sales?
inquisitiveness about business and enjoyment at
Enjoyed helping business grow and be more effective
seeing your clients succeed because of how you
because of the services or products we promoted.
helped them. Thrill of being in control of your
Enjoyed meeting people and enjoyed the financial
financial future.
rewards and control you had. Sales success you are most proud Where did you learn to be a sales
of? Seeing my team get sales or have value add
manager?
conversations with clients they did not think they
Mentors, surrounding myself with good leaders,
could.
listening and learning from how they behave, make decisions and take action. Training and development in soft and hard skills. Life lessons.
Worst sales moment. Can’t remember one off hand except that what I perceived as often my worst was in fact the best learning opportunity I could have
What is the best thing about being a sales
and an opportunity to improve often resulting in
manager?
winning back the business.
Seeing those around you achieve beyond their expectations
Advice for someone considering a career in sales management? It takes
What do you look for when recruiting?
managerial courage, political savvy, resilience and a
Heart, commitment, willingness to trust and work
desire to help others achieve their goals before you
consistently to a plan. Ongoing learning and
can achieve yours. â–
www.nzsalesmanager.co.nz / 16
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2 Minute top-up
CONNECTING WITH YOUR AUDIENCE Using ABCDE By Sally Mabelle
H
ow do you connect
Think ‘A,B,C,D,E’....
with your audience when you’re giving a
presentation? Remember that you’ll likely have a variety of different personalities in your audience, all with different preferences and priorities. Here’s an easy-to-remember guide to use when you’re planning your presentation to
B
- stands for ‘Being’ People who display ‘being’
A
- stands for ‘All’ - We all have the ability to change our priorities and
preferences, so it’s important to keep an open mind as regards your audience, and to realize that they could respond differently than expected from time to time.
behaviour will tend to be
more relaxed and easy listeners. They will respond to a warm and harmonious tone in your presentation.
C
- stands for ‘Checking’ - People who display ‘checking’ behaviour will
focus on the details and your
make sure you are building in
The B, C, D, and E stand for the
getting things ‘right’. To better
aspects which will help you
FOUR common human behaviour
engage these types, ensure you
engage as many of your audience
types that you will likely
are well-organised and have your
as possible.
encounter in your audiences:
facts and figures correct.
www.nzsalesmanager.co.nz / 18
2 Minute top-up
D
- stands for ‘Doing’ People who are ‘doers’ want you to make your point sharply and quickly, so best for you to get to your point directly and assertively to engage these people. - stands for ‘Expressing’ People who are expressive love to interact and have fun.
E
Include plenty of action and interaction for these people, make them the centre of attention through focusing on making them feel noticed.
It’s important when crafting a presentation to research your audience beforehand if you can. The more you understand who they are and what’s important to them the better your connection will be. If you are not familiar with the audience, your preparation can be a little trickier. Thats when it is useful to apply the A B C D E technique and to build in aspects to address each of these different kinds of people.
So remember your A, B, C, D, E’s if you want to improve your ability to engage an audience. Enjoy practicing with the abundant opportunities you’ll encounter in Life as you engage with a variety of different personalities. Over time, notice how you become more sensitive to the needs of others and how that improves your relationships and the outcomes of all your interactions and presentations.■
Over time, notice how you become more sensitive to the needs of others and how that improves your relationships and the outcomes of all your interactions and presentations.
Sally Mabelle, ‘Inspirational Speaker of the Year’ 2011 NSANZ, empowers you to find and express your authentic voice. To find out more visit www.sallymabelle.com
19 / www.nzsalesmanager.co.nz
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IssUE 61
LES A S Z N YOUR VALUE NZ SAL JUNE 2012
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63
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Issu
S e 64
CALENDAR DATE
NAME
PLACE
COMPANY
LINK
Monday 5th November -
FranklinCovey: The
Auckland
David Forman
http://www.davidforman.co.nz/Our-
Wednesday 7th November
7 Habits of Highly
Programmes/Personal-Effectiveness/
Effective People
Franklin-Covey-7-Habits-of-Highlyeffective-people.aspx
Tuesday 6th November
Cold calling and
Top Achievers
www.topachieverssalestraining.
prospecting
Sales Training
co.nz
Tuesday 6th November
Negotiating Skills
Wellington
Scotwork
www.scotwork.co.nz
Monday 12th November -
Winning Proposal
Auckland
Shipley NZ
www.shipleywins.co.nz
Tuesday 13th November
Strategies
Monday 12th November -
Negotiation
Wellington
David Forman
http://www.davidforman.co.nz/Our-
Wednesday 14th November
Programmes/Sales/Negotiation. aspx
Tuesday 13th November
Overcoming
Top Achievers
www.topachieverssalestraining.
Objections
Sales Training
co.nz
Consultative Selling
Auckland
SalesStar.com
wwwsalesstar.com
Wednesday 14th November -
Negotiating for
Auckland
NZIM Northern
http://www.nzimnorthern.co.nz/w
Thursday 15th November
Results
Monday 19th November -
Advanced Sales
Tuesday 20th November
Development
Tuesday 13th November Wednesday 14th November
a.asp?idWebPage=16885&idDeta ils=107 Auckland
David Forman
http://www.davidforman.co.nz/ Our-Programmes/Sales/AdvancedSales-Development.aspx
Monday 19th November -
Sales Development
Auckland
David Forman
Thursday 22th November
http://www.davidforman.co.nz/ Our-Programmes/Sales/SalesDevelopment.aspx
Monday 19th November -
Key Account
Tuesday 20th November
Management
Tuesday 20th November
How to retain clients
Wednesday 21st November
Business to Business
Wellington
The Sales Leadership
http://www.nzimcentral.co.nz/ training/course.a4d?gCode=133
Top Achievers
www.topachieverssalestraining.
Sales Training
co.nz
Zealmark Group
http://www.zealmarkgroup.co.nz/
Ltd
profile_Business_to_Business.php
Auckland
SalesStar.com
www.salesstar.com
Auckland
Zealmark Group
http://www.zealmarkgroup.co.nz/
Ltd
profile_Foundations_of_sales_
Auckland
Sales Accelerator
Wednesday 21st November
NZIM Central
Association event Thursday 22nd November
Sales Force Launch
Success.php Tuesday 27th November
Negotiating Skills
Auckland
Scotwork
www.scotwork.co.nz
21 / www.nzsalesmanager.co.nz
IN THE NEWS
B2B SALES QUALIFICATION LAUNCHED R etail Institute has been
recognised career entry points,
Completing sales administration
working as a part of a
provide structure for career
to track sales performance and
consortium set up to
progression, and set a benchmark
provide product information to
evaluate the need for sales specific
of competence and assessment that
qualifications in New Zealand.
customers.
adds value to the sales profession.
The consortium consulted a range of businesses that employ sales people, and it was found that: •
76 per cent said that sales qualifications should be introduced.
•
52 per cent are interested in using the sales qualifications.
•
Many respondents involved in sales management feel there is a big gap in sales
National Certificate in Sales (Level 3) Retail Institute has recently launched National
12 months. Employers have the option
qualification is suitable for sales
of supported or unsupported
professionals wishing to further
training delivery. The supported
develop their selling skills.
model uses the services of a
The National Certificate in Sales
training provider to facilitate
(Level 3) covers:
training and assessment, while
•
Marketing basics, target markets, and buyer behaviour
•
Developing effective business relationships
This feedback initiated a collaborative project to develop
to complete the programme within
Certificate in Sales (Level 3). This
management capability and training in New Zealand.
It is reasonable to expect trainees
the unsupported model expects trainees to be supported through their training and verified in their workplace. If your company has a group
•
Using prospecting techniques
•
Achieving goals and targets
complete this qualification,
•
Understanding the actions of
Retail Institute can work with
the salesperson
you to tailor the delivery of the
Managing time, sales
qualification to your business.
learning and development among
expectations and professional
For more information please
sales professionals.
development
contact Retail Institute on
Negotiating and closing a sale
0800 486 738. ■
suitable sales qualifications for sales professionals. The National Certificates in Sales provide qualifications mapped to national standards and promote
The qualifications will establish
www.nzsalesmanager.co.nz / 22
•
•
of sales people wanting to
THE CLOSE
‘First we will be
the best, and then we will be the first.’ - Lou Holtz
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