When I First Arrived At Robertson Electrical And Mechanical

With these eleven core values in place I must build harmonious relationship daily with all types of customers. Building a rapport with customers is rewarding and challenging in every aspect. The most difficult is the communication process, ensuring the message is sent and received on both ends. Engaging customers one on one is time consuming but rewarding in building rapport. Through the door of operations enter customers with many different personalities and cultures with needs and

Although surveys showed customers were very satisfied with Pioneer products, the sales force was unhappy and felt the lower margins were unacceptable. This drove a few dealers to speak disparagingly about Pioneer products and use bait and switch tactics to create profits for themselves. Mitchell knew the dealers’ support was critical to the current distribution chain, but he couldn’t go back to the old incentives. To continue to be profitable and adapt to the new electronics market, Pioneer reconsider its current distribution network.

The two parties up for question in this case study are the Sanger and Fisker Automotive Companies. Sanger is a privately owned company that currently maintains eight highly reputable dealerships in the Florida and Georgia area, most of which fall into the luxury car category. The Sanger Automotive Company has been able to position themselves as a well-known and trusted car dealer in the area that began with its first Cadillac dealership in 1950. Currently the organizations President is Robert Sanger, son of the founder, whose main goal is to maintain his company’s reputation for delivering exceptional customer service when using any

Markowicz felt that he had a primary responsibility to the company to ensure that the production process runs smoothly at his plant, and after the first half of 2010, it reported profitable operations and net cash inflows from investing activities was positive for the first time in three years and had already reached $250,000 in just the first half of the year. This meant an increased level of production and increased pressure on machines; therefore naturally the breakdown of machines was increasing. In addition, Milton’s regular supplier had hiked about the prices on the motors that he needed by 25%, while Markowitz had been able to find from a supplier overseas for 25% off temporarily to build customer base.

Hamilton (the Company) was a subsidiary of Motor Company (MC). In 1999 the Company spun off from MC and incorporated. After the separation MC informed the Company that they owed $350-$800 million in warranty claims related to sales that occurred prior to the separation in 1999. Hamilton’s management believed that any warranty claims related to sales prior to the separation should be limited to the reserve amount that was agreed upon separation. MC wanted the full payment for what they owed relating to warranty claims. MC remained Hamilton’s largest client and because of that, Hamilton’s management was motivated to find a solution that would appease MC. Management realized that in paying anything over $100 million to MC would cause a significant reduction in operating income. For this reason, management had significant incentives to mask the true level of warranty expense in order to meet analysts’ forecasts. Management made the decision to report favorable results, no matter what.

In the Ted Talk video, "Want to help someone? Shut up and listen", Ernesto Slurry does an excellent job in explaining the three fundamental criteria’s that should be used by any sale person. He states that for a wise sale person he should apply the Ask, Shut Up and Listen to approach. The ask statement is used to engage a prospect into a conversation. A question is asked to makes the prospect answer the question. The sales person is supposed to listen to the response offered by the candidate. According to Ernesto, the journey does not only start at asking the question and the listening to the answer but in between there exist a sage of shutting up. The shut-up stage is relevant as it is the stage where the prospect is thinking about what to

Understanding the critical listening aspects of listening is the foundation of business work, but it is not everything

With this class I have been able to identify the true underlying issues I have with the sales representatives that lead me to my negative perception. Learning that

Understanding a client is not the only must in order to make a sale. Realtors® also need to realize what kind of message they are sending their clients with the way they move, speak, and even the way they listen. “We can hear a client, but that doesn’t mean we are listening,” says Hargrave. When dealing with different clients and improving a business, Hargrave says effective communication takes the brain, heart, and body. Once a Realtor® learns how to understand the different communication tactics, it’s a win win, no matter what the personality may

He specifically states that “the people you are talking to are one hundred times more interested in themselves and their wants so being a good listener and encourage others to talk about themselves”(Carnegie, 97). Sam stressed the importance to his people to listen to what a client needs and I think this principle is one of the most important to the client-salesperson relationship. Over the next few paragraphs I will outline Naylor’s sales process from the hiring to the closing of a sale.

A good salesman would have various strategies to respond to given signs, increasing the probability of a successful sale. Failing to respond to the customer appropriately can almost guarantee the salesperson has failed to make a sale. Goman (2012) posted an article on Forbes titled “Knowing When to Back Off” describing an interaction she was observing between a salesman and a potential client in a bar. In a short paragraph she talks about how the salesman appeared to be doing well verbally, but he was putting the client in an uncomfortable position by sitting too close to him. The client began to inch away very slowly, and the salesman did not notice any of this. The client eventually ended up leaving the bar after excusing himself to make a phone call. The salesman failed to understand the client’s basic need of personal space, which cost him the sale. Had the salesman recognized the non-verbal message being sent by the client, the client may have stayed. So it can be seen that developing this social awareness with emotional intelligence and understanding the needs of the customer become very important for the success of a salesman. The salesman would have to know about how to react to the emotion and message being conveyed with body language and control these emotions in order to lead the dialogue in the direction which hopefully leads to a sale.

You have to be honest with your customers in order to continue getting service from them. In the Sears example, the salesman gives his validation to John about which tractor would be the best fit for his needs.

Sales in Thomas’s parts division have been dwindling. He has worked with the quality control department to determine the cause. They identified a trend in customer complaints related to the attitude of the staff in the sales, engineering, and production departments. The staff was viewed as “unhelpful,” “mean,” and “angry.” Often customers commented that they felt like they were “bothering” the staff.

In sales call after sales call, I was applying the lessons he’d been teaching me, and I was seeing many of the same results that I’d experienced with John Melfa and Bob Chess. The more I focused on getting to know my customers and their businesses, rather than trying to sell to them, the better they responded. Some placed orders. Others asked me to follow-up with written proposals, or just invited me to keep in touch. In every instance, I left their offices feeling good about the progress I’d made.

Ronald's dilemma highlights one of the challenges of outsourcing any aspect of the production process. Every company has its own quality standards, and when entering into a relationship with another company, the parent organization needs to make sure that there is mutual harmony and understanding about what those standards are and how they will be fulfilled. From the perspective of the Placido Engine Company, is it in its interest to ensure that customers are happy, and that there are zero defects in its products. If products are defective, it will lose customers, and given the nature of the product, Placido could even face lawsuits if users are injured.