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Article: 10 Ways to increase effectiveness of your sales organization

It is a common practice in most sales organisations, whether one with 10,000 employees or with just 10, the sales people get the rap for the organisations misfortunes. But before blaming the poor souls, it would be worthwhile if the decision makers within the organisation did some introspection to check on how effective their business processes are. Here is a do-it-yourself 10-point health check-up that management consultants undertake, and the order in which they conduct the business audit, to address organisational issues.

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Article: Drafting your vision and purpose statement

Whether one is a business owner or an individual, all of us need a direction in life. Most readers must be saying, let me skip this piece, it is another one of those abstract concepts which we shall keep for a later date. Defining your purpose is the most practical thing in the world; it's the source of ones fulfillment and success. It's what keeps us smiling and what keeps us going no matter how hard things get.

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Article: Management Lessons from the World of Cricket 

A successful organization has one major attribute that sets it apart from unsuccessful organizations: dynamic and effective leadership. According to one definition of leadership, it is “the activity of influencing people to strive willingly for group objectives”. Leadership of course, does not imply only the CEO’s style of leadership, but that of every manager in the hierarchy, at whatever level he is located, so long as he has people reporting to him and through whom he has to get work done.

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Article: Strategy Implementation – Key to Business Success

Delivering the keynote address, at a seminar on ‘Leadership in Business’, the managing director of a large and successful paint company stated that poor execution - rather than flawed business strategies, was the cause of many business failures. According to the MD, in present times when the name of the game in every industry is ‘copy the leader’ the primary challenge lies in implementing the strategy.

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Article: The Busy Manager

Sumantra Ghoshal was the Professor of Strategic Leadership at the London School of Business. He was one of the few management thinkers with some path-breaking work to his credit, with the Economist having named him one of the ‘Eurogurus’ in management.
Based on his study of over 120 managers in a very large global company, he categorizes managers into  four types :

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Article: Creative Problem Solving

The short shrift given to the decision making process is very often dictated by the number, complexity, and urgency of the decisions which the manager has to face on a day-to-day basis. Many managers shoot off decisions
– secure in the knowledge that the chances of going wrong are 50-50, so what the heck!
Yet, each of us has a process which one practices unconsciously to derive solutions to one’s problems – a process developed through our past experience…

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Article: Empathy Selling

Brand-building essentially involves creating an emotional connection between a product and the doctor. Now, if one considers that a pharma representative’s main function is to manage brand perceptions efficiently, then what we are effectively saying is that in the representative’s communication with the doctor, the emphasis should be on his Emotional Needs.

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Article: Experiential Segmentation

In Experiential segmentation, products are segmented on the basis of their satisfaction potential in terms of customers’ experiential needs. Simply put, experiential needs are certain feelings people want to experience, such as, feeling loved, socially accepted or pleasure of giving a gift.

Experiential needs also include the desire to avoid such feeling as physical discomfort, social rejection, or the guilt of violating some social standard. In other words, experiential needs are not about what people want to do, but it is about how they want to feel.

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Article: Resolving Interpersonal Issues

There are occasions, when managers find it difficult to make their subordinates do the things they want them to do. How does one tackle such difficult staff? Most managers dread confrontations because they are unpleasant and could lead to soured relations, which could have a possible impact on the territory sales – especially in the case of a star salesman. Yet, not confronting the person does not solve the problem, as the unresolved issues affect relationships anyway. In such situations, say’s the psychotherapist; the real problem lies not in the manager’s dashed expectations, but in his style of confrontation.

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Article: Can People Be Really Motivated?

Whether it’s a teacher awarding certificates to children, or a parent promising a child some goodie if he does his homework, or a marketing manager dreaming up a trip to an exotic place if the salesman achieves his annual target, what they have in common is a belief that external rewards lead to increased motivation. But are rewards right, just and respectful? And more significantly, do rewards, prizes, and incentives actually work?

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