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Other Added - The Power of the Contract in Performance Management
After months of careful thought and planning, you are poised to start your own franchise business. You’ve pinpointed your interests, narrowed your industry options, and selected the company that is your perfect match. Now, just weeks away from your own “opening day,” you find yourself handed a document of intimidating size with an equally intimidating title: Uniform Franchise Offering Circular.What? You’re probably asking.Just when you thought you had done all the heavy reading the law should allow, you’re faced with still more. Unlike your own research, however, this document the law actually requires. What exactly is a Uniform Offe
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first m
It just takes opening your eyes to see that both the global and domestic US labor market is 'less white" than it once was. As a matter of act, if yours is a global firm, according to a study conducted by Columbia University's Center for Work-Life Balance, white males represent just 17 percent of the global talent pool of individuals with graduate education.What a surprise (I hope you have noticed the sarcasm)!For women in almost all areas, their is the reality of coming up against "biological" issues/decisions and career. With that comes the challenge of returning to the workforce. Although almost all want to, most find it extremeely difficult to
So, how does contracting work?
Contracting should start right at the beginning of a manager: salesperson relationship. The manager should meet with the salesperson and each person should have aims in respect to the meeting which are along the following lines:
For the Manager:
• To ensure that the salesperson feels welcomed and part of the team.
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first me
There has never been a speedier method or a method that gets the word out to others better than simply word of mouth. People love to chat with one another. They really enjoy being able to be the first to share new information to someone. When someone is looking for a business service, they most often turn to the advice of trusted colleagues and friends to reference them in the right direction. Your business could be the one that springs to mind and gets referenced to others if you have played your marketing cards right. Market your business by gifting your contacts with promotional merchandise. These gifts to contacts are actually a gift to your business, a g
So, how does contracting work?
Contracting should start right at the beginning of a manager: salesperson relationship. The manager should meet with the salesperson and each person should have aims in respect to the meeting which are along the following lines:
For the Manager:
• To ensure that the salesperson feels welcomed and part of the team.
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first m
Decide to investigate You make the decision to look for a business to buy. You then check out businesses in the newspaper or by working through a business broker. Confidentiality If working through a broker, you will sign confidentiality agreements, ensuring the details of any businesses disclosed to you are kept private and confidential for the purpose of assessment of the business alone and revealing nothing to any other party. Meet with the broker Set up a meeting with the broker where the broker will pass over a business profile, which is documentation containing full information
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first m
Time and attendance systems are designed to assist organizations to effectively manage the working hours of employees. They are a paperless system used to collect the work time of employees electronically. The systems automate and simplify timekeeping and human resource management. Time and attendance systems effectively interact with any payroll system. The system allows employees to electronically submit leave letters. They are capable of operating on various platforms for different business rules. They are used in areas such as healthcare, financial services, transportation or distribution, retail management, government, manufacturing, and hospitality.<
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first m
It’s a classic mistake for business owners. They start a business that is focused on their product and not on the credit end of their business.Luckily, a popular new book by Michelle Dunn makes it easy to solve this problem. The book, Become the Squeaky wheel, outlines different types of credit policies that business owners can use to create a customer-friendly credit policy. The goal is to have more customers who pay on time which translates to higher or more sales.“You have a lot of different people with a lot of different needs, depending on your business,” explains Dunn. “The first step is a customer friendly credit policy that ensures yo
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get to understand the salesperson’s personality, not to mention their strengths and development areas. The chances are also high that the salesperson will sit back and listen as opposed to being pro-active and outlining exactly what they need to know and whatever else is going on in their head!
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by employing questioning and listening techniques the manager can establish quick rapport and also start to understand exactly what makes the salesperson “tick”. In other words, they will learn what “buttons to press” in order to ensure constant motivation in their salespeople. Too many managers still do not know, even after working with some of their salespeople for some time, specifically what motivates and de-motivates each individual. Many managers will claim they know, but when you ask them to outline what each of their salespersons’ primary intangible needs are, you almost inevitably get the “silent stare”!
Contracting is a vital skill and one which needs to be “two way” ensuring that both manager and salesperson get the opportunity to talk and to understand each other. It is not just about outlini
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