Pluto Telecommunication

Introduction: In this assignment I will be giving information the following point talk about each sales staff must do or be like when working for these different scenarios. Also I have included the sales technique out of four of them: Cold-calling, Face to face, Telemarketing and drop in visits. Also I have included their own personal interpersonal skills of what it takes to be a sales staff to be working for those scenarios, I have also included examples and relevant pictures.

Christina, that is so true. The sales reps are the face of the company and this plays a very crucial role in building customer loyalty with the company. The clients do not know anything about your company so the sales reps are going to be the first impression of what your company has to offer. So it is vital that the sales reps are knowledgeable on all the company’s products and policies and ensure they are able to follow through on their promises. A good sales rep will listen to the concerns of each client and will try their best to accommodate the customer’s

Performance targets to staff: customer service skills need to be 20 %, customer complaint rates should be no more than 2%, and product knowledge test needs to be 50%.

A "reality check" at the annual stock holder's meeting where many employees voted to have Harold Wallace removed prompted him to call in a consultant by the name of Frances Rampar to find out what exactly is going on within the company. The information gathered from interviews with key employees within the Wallace Group screams for change.

Customer complaints have over doubled in the last few years. This shows some big issues in the customer service management. Research which areas customers are most dissatisfied with and support the staff in gaining new skills to meet the customers ever changing needs.

Firstly when being sales staff there is a lot of responsibility that you have to take in account. For example sales staff should have some understanding about the product. This includes features, benefits, and the cost of the specific product that the customer wants to purchase. For example if a sales staff were to sell a computer his/her knowledge should be:

It seems clear from the preceding discussion that, although definitely a factor, personality and physical appearance and abilities alone did not adequately account for Mr. Spencer’s success in his role as a salesperson. It seems his dedication and apparent drive to excel, as witnessed by his willingness to sacrifice family relationships, was perhaps a greater factor. There is also some evidence of a motivational and training element within the Tri-American Corporation, as evidenced by the annual company sales conferences, feeding into the findings by Churchill et al. (1985) that influenceable factors had a greater effect on salesperson performance. Finally, one cannot discount the presence of sheer luck in contributing to Mr. Spencer’s success, especially early on in his first year.

The employees of Kingsford have good experiences in this area, so the sales teams are playing an important role for the company’s development. Different from some new industries, Kingsford have more clear business plan and faithful team. All they need to do is to show their products to customer successfully.

Being a effective manager not only include non-productive work such as sales meeting, quotas, ride-along and sales report must be able to train individual and group which doesn’t required as creativity as regular work of sales manger. Sale manager must be able to hire and fire to direct input on sales production. Sales production should be benefited through effective sales training. The basic motivation of the sales employee is to continue the sales of the company. While introducing a new product being an effective manager must state the goal, ideas, suggestions and add-on to turn new product of the company into sales opportunity. (greenberg

After investigating all available data it became apparent that although the organisation has a customer service system, it seems to get ignored. Staff is unaware of it and senior management don’t seem to be monitoring it closely. No performance management has been completed this quarter nor does it appear that it has ever been completed which clearly shows that sales and customer service team leaders are not conducting required performance management. Performance data is being collected but no action is being taken to address

The application that required the most work are the Report Writer reports. There are approximately 1,000 reports that are located in the report library that needed to be updated to the new database. The existing reports were copied to a new location and updated. Several processes are needed for business purposes in which data is sent outside of the facility. In addition to the third-party software updates several outbound processes including regularly scheduled eligibility files to clearinghouses and encounter data processes were updated for the new environment.

Employee's performance is evaluated by three criteria: productivity, customer service, and teamwork. Yet, employees are not given clear goals and guidelines on how they are actually rated on each of these performance criteria or supposed to achieve them. Furthermore, there is no training, so new employees, as well as newly-appointed managers, are expected to seek information from more experienced peers. This lack of clarity and training demotivates employees and, in some cases, leads to the abuse by managers seeking to meet their department sales quotas at any cost.

A sale manager or leader who possess all these skills can help its organisation to achieve profitability, motivate the sales team and also ensure customer satisfaction. Interestingly, despite the skills and abilities possessed by sales leaders, most large organizations make it difficult for these leaders to make a difference. They burden sales leaders with support people who complicate decision making, put up road blocks and prevent innovation. In fact, the decision-making power turn shifts from these manager/leaders to support positions that have little contact with the customers. These and other challenges also pose as hindrance to the successful execution of the duties of a sales

of the key issues result from John’s inability to comprehend the difference between sales representative and a sales manager. He was overly enthusiastic about his position and disregarded Phil Jackson’s tips on how to be successful as a sales manager. Sales managers must be multi-taskers who plan, organize and lead the functions of all customer contact and ensures that these methods of contact maximize the profit and sales goals of the company which hires them. A salesperson is responsible only for his/her own territory – a sales manager is responsible for the entire sales force and their productivity and revenue that

Another crucial part of managing a sales team is to continually recruit and train new staff. New talent is a great way to generate fresh ideas; you never want your sales team to become stale. Sales Managers are always establishing sales programs and advising their team on ways they can improve their performance (Bureau of Labor Statistics).