BUSINESS PLANNING
Business markets are evolving more rapidly than ever, with a constantly
increasing customer, influencer and competitor base.
Because of the number and complexity of these changes,
different parts of the country will be affected at different rates, at
different times, and to different extents. Regional differences will become
increasingly significant, and companies that can identify and capitalise on
these differences will succeed.
The nationally constructed plan, with national
objectives imposed on the regions, is no longer appropriate to maximise sales.
It is vital that regions construct plans which are based on their local situation
and operating environment, to make best use of the limited resources available.
This planning process is designed to introduce,
demonstrate and train Business Managers to use a recognisable, uniform, and
logical business planning process, and provide a consistent series of headings
for the regional business plan document.
Regional Business Planning:
§
Analyses
and prioritises local data
§
Identifies
local environmental change factors and explicitly prioritises and integrates
these
§
Develops
action plans focused on the most important local market opportunities and risks
and current local company advantages and disadvantages
§
Enables
creative local approaches to be found to increase sales opportunities
§
Highlights
prioritised local training needs
§
Maximises
local return on investment
§
Ensures
uniformity and consistency of decision-making process across different managers
Contents
·
Assess
current, local market situation using customised tools
·
Evaluate
likely changes in local operating environment
·
Determine
local market opportunities and risks
·
Identify
sources of competitive advantage and current local advantages and disadvantages
thereby identifying local priority training needs
·
Analyse the
MORCAD Grid
·
Construct
resource and tactical action plans to achieve local strategic aims and business
objectives
·
Sales
forecasting
·
Summarise
return on investment in a profit and loss or contribution account
·
Highlight
required monitor and control tools
Format
The programme consists of a series of intensive, one or two day, interactive
workshops spread over a two-month period. Each workshop takes the form of
theoretical followed by practical and then review sessions. By the end,
delegates will have constructed a “live” business plan ready for implementation
based upon the business planning process, identified a review timetable, and
have a full understanding of the process and techniques to apply to the
following year’s plan.
Participants
This programme is designed for business managers with a basic level of
management experience (minimum six to twelve months), who are ready to adopt a
longer-term, more business-oriented, accountable approach to business planning.
Typically, industry is busily equipping territory managers with
electronic territory management systems (ETMS). Unfortunately, often lacking is
the guidance or planning processes necessary to get the full benefit from these
tools.
Whether an ETMS is used or not, it is vital to have a
territory business planning process which will cater for all levels of
representative experience and which will help maximise territory sales based
upon local territory potential variation.
The idea of territory planning is to proactively plan
activity where the potential is and where historical activity has successfully
generated sales growth.
The territory business planning process is designed to
introduce, demonstrate and train territory managers to use a recognisable,
uniform, and logical business planning process, and provide a consistent series
of headings for the territory tactical business plan document.
Use of a PC simulation model to further support
territory manager understanding and implementation is an option.
The Territory Business Planning process:
§
Analyses
historical sales results based upon potential and activity
§
Identifies
zonal strategies - “Growth”, “Maintenance”, or “Problem” zones
§
Develops
proactive action plans focused on different zonal strategies
§
Creates a
cycle route plan based on “driving the diary rather than letting the diary
drive you”
§
Rationalises
budget allocation decisions
§
Ensures
uniformity and consistency of plan contents across different Territory Managers
The
software learning / simulation tool:
§
Helps
Territory Managers rapidly understand / learn the new process
§
Motivates
Territory Managers to implement new working practices
Contents
·
Assess the
drivers of sales growth
·
Analyse current
Sales vs Activity vs Potential situation - SAP analysis
·
Identify
growth, maintenance and problem zones
·
Specify
plan headings for presentation
·
Construct
resource and tactical action plans to achieve local zonal business objectives
·
Drive the
diary route plan
·
Highlight
required monitor and control tools
·
Use the PC
simulation tool to manage a fictitious territory and learn the new process
Format
The programme consists of two, one-day, interactive workshops spread
over one month. Each workshop takes the form of theoretical followed by
practical and then review sessions. By the end, delegates will have constructed
a “live” business plan ready for implementation based upon the business
planning process, identified a review timetable, and have a full understanding
of the process and techniques to apply to the following cycle’s plan.
Maximum
group size: 10
Participants
This programme is designed for business managers with a basic level of
territory experience (minimum six months), who are ready to adopt a more
proactive approach to territory management.
The rapid
changes within business environments over the last few years has meant that
selling to a single decision-maker is often not enough to ensure success. There
are now more people getting involved in the decision making process, with more
diverse business and personal needs, than ever before. The need is to identify
all those involved in the decision making process, and proactively manage the
account to ensure sales opportunities are maximised.
However,
basic selling skills are simply not enough. Individuals must be commercially
competent people who can assess the state of a business relationship, and who
can plan, organise and implement creative sales strategies in order to achieve
partnership status.
Key Account Planning:
§
Focuses on
the planning process to maximise sales from major accounts
§
Examines
the information needed to plan effectively, and outlines a planning process
which utilises all available information
§
Enables
creative approaches to be found to increase sales opportunities
§
Enables
proactive management of the decision-making matrix in an account
§
Helps to
build and improve long-standing business relationships
Contents
·
Identifying
and assessing the impact of Key Accounts
·
Organising
account management within the business plan
·
Assessing
customer needs - personal and business oriented
·
Developing
customer needs
·
Obtaining
appropriate information - different questioning techniques
·
Assessing
and developing business relationships
·
Identifying
decision-makers, influencers and other decision making roles in accounts
·
Managing
the decision-making matrix
·
Analysing
the account
·
Strategic
planning to maximise account potential
*
preferred
supply vs strategic alliance vs partnership
·
Tactical
planning to achieve strategic aims
·
Action
Plans to implement on territory
*
use of
other company resources
Format
The programme consists of an intensive, two-day, interactive workshop by
the end of which delegates will have constructed a single account plan using
the process, based upon one of their own accounts. Thus the participants have a
worked-through strategy to take away with them and apply straight away, as well
as a process and techniques to apply to other accounts on their territories. At
the end of the training workshops literature is also given to the delegates to
describe the most common account scenarios with typical example strategies and
plans.
Maximum
group size: 8
Participants
This programme is designed for territory managers with a basic level of
sales experience (minimum six to twelve months), who are ready to take on a
longer-term approach to key accounts where business potential is high and not
yet fully realised.
The process of using the past to forecast the future is no longer valid.
Business markets are evolving more rapidly than ever, with a constantly
increasing customer, influencer and competitor base. The changing environment
is becoming a much more important variable.
The question is how can you mix qualitative measures
about what might happen in the future with quantitative regression methods of
sales forecasting?
Furthermore, which method of sales forecasting is most
appropriate for your individual product situation, i.e. new product vs old
product; growing market vs declining market?
This programme is designed to introduce, demonstrate
and train managers to use the most appropriate sales forecasting methodology,
build in qualitative expectations about the future and simplify the
calculations by using Excel™ on a worked example.
The benefits:
§
More
accurate comparison of Forecast vs Target to identify likely areas of over- or
under- achievement in order to take prompt corrective actions as appropriate
§
Improved
sales target setting for salesforce remuneration / motivation purposes
§
Improved
pack estimates for the production department
Contents
·
Assess
different sales forecasting techniques
·
Identify
the most appropriate technique for different situations
·
Build in
environmental change affects
·
Utilise
Excel™ to hasten the process and visualise the output
Format
The programme consists of one, two-day, interactive workshop. The
workshop takes the form of theoretical, followed by practical, then review
sessions. By the end, delegates will have identified the pros and cons of
different forecasting techniques, practiced using Excel™ to facilitate the
calculations and graphic representation, and used the process of environmental
analysis to adjust forecasts made on “live” data. They will also have a full
understanding of this process to apply to future sales forecasts.
Maximum
group size: 9
Participants
This programme is designed for any business manager involved in sales
forecasting.
Logistics
Each delegate will be required to have access to a PC and have basic
Microsoft Excel™ spreadsheet skills.
Jenzyme have designed and built a specialist resource
allocation model called AlloVac™.
AlloVac™ has been specially designed to help answer the questions:
§
If
allowable headcount is less than the number of vacancies we have, which
vacancies are the most important to fill?
§
If
specialist resource or extra money is available, where should we invest first?
§
Would we do
better by changing the detailing priorities on certain territories?
Traditionally, there has always been a number of
complicating factors when trying to establish answers to the above questions:
*
The number
of different promoted products the company has, each with a differing level of
importance to the company’s success or sales strategy. A single territory has
to manage all of these products.
*
A number of
contributory factors combine to measure ‘Territory Potential’, or how
‘Attractive’ a territory is, for different products in different market places.
However, these factors may or may not be common across different market places
and they certainly have differing levels of importance.
*
How
important is ‘Territory Workload’ to the decision? Is there enough ‘Work’ for a
full-time representative on the territory?
AlloVac™ is a resource allocation computer model that has been designed to run
in Excel™. After customisation and raw data input, clients weight the relative
importance of promoted products and measures of potential / attractiveness. The
model then produces an output index for individual products and a consolidated
view. The result is a ranked list of the most important (highest potential/
attractiveness) to the least important (lowest potential/ attractiveness) sales
territories in the company, based on weighted factors and promoted product
importance.
Contents
·
Customised AlloVac™ model in Excel™ based on
initial client brief on:
*
relevant
measures of “Potential”;
*
“Workload”
requirements;
*
graphical
representation requirements;
*
number of
products / territories
·
Populate AlloVac™
*
Gather and
input raw data in appropriate electronic format
*
Input
“potential” and “product” weightings
·
Production
of AlloVac™ output
*
A list of
ranked territories by product
*
A
consolidated list of ranked territories and graphical representation
Logistics
Following a briefing from the Client Company, we build a customised
Excel™ workbook to display the output as per the client’s initial brief. Having
then populated the spreadsheet with the raw input data and the
client-identified product and variable weightings, we are then able to print
out the ranked territory listings and supporting visual graphical
representations.
The whole project takes approximately two weeks.
We work with clients’ quantitative data to build software
modules that facilitate effective data analysis and interpretation. These can
then be used for business planning or monitoring & control purposes.
Contents
·
Build
customised Excel™ workbooks based on:
*
initial
client brief
*
raw data
available
·
Populate
spreadsheets with raw data
·
Train
end-users on:
*
workbook
contents – data meaning (What is the data?)
*
workbook
use – data interpretation (How do we best use the data?)
Logistics
Following a briefing from the Client Company, we build the required customised
Excel™ workbook(s) to display the output as per the client’s initial brief.
Having then populated the spreadsheets with the client’s raw input data, we
then train end-users on data meaning and interpretation using the charts and
tables contained within the customised workbook(s).
The whole project takes approximately two weeks.
We work with clients to optimise salesforce size and
structure based on a wide range of variables, and then help develop appropriate
internal communication and development strategies.
Contents
·
Build
computer program in Excel™ based on initial client brief and available raw data
·
Analyse
data and compare to company objectives to identify optimum number of
territories required
·
Identify
territory boundaries based on optimum number of territories required and other
identified variables, e.g. Health Authority boundaries; population
demographics; product potential etc.
·
Make any
necessary manual adjustments based on local territory knowledge
·
Printout
territory definitions
·
Produce
visual representation of territory definitions
·
Advise on
internal communication strategies and roll-out
Logistics
Following a briefing from the Client Company, we build a customised
Excel™ workbook to analyse the available data. Having identified and agreed the
optimal territory numbers required to achieve company objectives, we then
identify the territory boundaries based on variables agreed with the client.
Finally, after any required manual adjustments have been made, a printout and
visual representation of the territory boundaries is produced.
This process can take anywhere from two weeks to one month depending upon
the level of data analysis complexity and number of client manual amendments
required.
Territory sales targets are often used for reward and recognition of
sales people. It is no wonder then, that one of the biggest issues in setting
territory sales targets is actually achieving salesforce buy-in to the
methodology and fairness of setting their cash sales target. Indeed there are
numerous ways that have been used in the past to try and encourage this buy-in,
all of which may or may not have been appropriate at the time.
We do believe that setting sales targets is not a
complete science and is still an art. However, we have now developed a more
scientific methodology that sets sales targets based upon the territory
potential and current growth. It uses tried and tested methods, is seen as
being fair and is accepted by the salesforce.
It is based on the premise that “territories should not be penalised for having previously
performed well”. A territory who, historically, has an above average
market share and/or below average market growth should not be expected to grow
in the future as fast as a
territory with below average market share and/or above average market growth.
Using Excel™ we have developed a set of spreadsheet
algorithms and graphics which will facilitate accurate target setting, allow
for management adjustment, and buy-in from the salesforce.
Territory Sales Targeting:
§
Analyses
historical sales results based upon market potential and market growth
§
Applies
mathematical algorithm to calculate territory sales targets based on computer
generated growth factors
§
Identifies
gaps between sales forecast and sales target
§
Graphically
represents the historical sales, forecast sales and target sales
§
Allows for
manual change due to local knowledge
§
Prints out
targets in required format
§
Ensures
uniformity and consistency of sales targeting methodology across products
Contents
·
Computer
program in Excel™ based on initial client brief
·
Production
of phased sales targets
·
Identification
of anomalous territories
·
Manual
target amendments based on local knowledge
·
Graphical representation
of historical sales, linear regression forecasts and sales targets
·
Consolidated
printout of territory, phased sales targets
Logistics
Following a briefing from the Client Company, we build a customised
Excel™ workbook to calculate the territory targets, including graphics,
appropriate algorithms, variance analysis and print files.
We then input the historical sales and market data, input the national
target, highlight any territory anomalies, make any manual changes following
input from personnel with the relevant local knowledge and print out the
results.
This process can take anywhere from one week to one month depending upon
the level of project complexity and number of client manual amendments
required.
MANAGEMENT SKILL TRAINING
Successfully motivating people and managing their performance
is the key to achieving the best results. There are many different skills
required to help managers do this effectively.
As part of the process, most companies operate an
appraisal and performance review system - but how confident are you that all
your managers have the skills to make the most of the process? Used properly,
review and appraisal is a valuable performance management tool - enabling
under-performance to be corrected early and excellent performance to be
appropriately rewarded.
This series of workshops will enable managers at all
levels to get the best from their people by using basic management skills to
motivate their team to achieve high performance.
Contents
·
Leading and
motivating your team to excellent performance
*
Leadership
vs Management
*
Understanding
your own personality style (quadrant analysis instrument used)
*
Teamwork,
team dynamics, Team development stages and team roles (Belbin instrument used)
*
Different
leadership styles (instrument used)
– management by control vs management by commitment
*
Adaptive
Leadership
– task vs people management
– appropriate delegation
*
Interpersonal
management skills
– exploring & summarising
– constructive feedback
– resolving conflict (Thomas Kilman conflict mode
instrument used)
– praising good performance
– active listening
*
Advanced
communication skills
– Neuro-linguistic programming (NLP)
– Advanced questioning and listening skills
– Non-verbal communication
– Building rapport; body language
*
Assertiveness
vs Aggressiveness
*
Positive Mental
Attitude
*
Setting
objectives & action plans
*
Problem
solving
*
Monitoring
results
*
Winners vs
Losers – Positive Mental Attitude
·
Motivation
*
Fundamental
concepts of morale and motivation – Herzberg / Maslow / Personal Drivers
*
Assessing and
identifying individual motivation (Personal Drivers instrument used)
*
Recognising
motivation and demotivation
*
Motivating
the more experienced salesperson / teams
*
Use of
reward mechanisms in motivation / changing behaviours
·
Performance
Management
*
What it
means
*
Setting up
and using effective Monitoring & Review systems
*
Key
Performance Indicators
*
Documentation
and paperwork
*
Communicating
upwards
*
Principles
of learning (instrument used)
*
On the job
training – the “GROW” model
*
The 3 C’s –
coaching, counseling and confronting
*
Tackling
under-performance and other performance issues
*
Problem
solving
*
Assertiveness
vs Aggressiveness
*
A typical
appraisal and performance review system
*
How to get
the most from the appraisal and review process
– documentation
– timing
*
Establishing
standards and measuring performance
*
The
performance review discussion / meeting
*
Identifying
training needs
*
Setting
objectives & action plans
*
The
disciplinary interview
*
Succession
planning and development
Format
This is a two to eight day modular development
programme, according to depth of need and delegate experience, with extensive
opportunity given to practice and refine the skills taught and to plan to
optimise the delegate’s own team’s performance.
If desired, the course can incorporate a presentation
on your company's own particular appraisal and performance review system - if
no system exists, we can help you design and implement such a system.
Maximum group size: 9
Participants
Recently appointed managers, or managers new to formal
appraisal / performance review processes.
Recruitment is expensive - and can be costly in many
ways if carried out poorly. Getting it right on the other hand pays real
dividends. Recruiting the right people requires some essential principles to be
followed and the application of skill and judgment.
This programme covers good practice in recruitment and
selection, examines the techniques that should be applied when interviewing
candidates and considers the merits of a number of selection tools.
Contents
·
Recruitment
and Selection overview
·
The
specific requirements of sales selection
·
Manpower
planning and development
*
Gap
analysis
*
The
mechanics of job specifications and employee profiling
·
The
mechanics of recruitment - advertising and assessment
·
Screening
applicants
*
CVs
*
application
letters
*
application
forms
·
The art of
recruitment interviewing
*
preparation
*
structuring
the interview
*
putting
applicants at ease
*
questioning
*
listening
*
non-verbal
communication
*
closing the
interview
*
panel
interviews
·
Assessing
and scoring candidates
*
reaching a
decision
*
the
legalities of discrimination
·
Making a
job offer
·
Other selection
tools:
*
Presentations
*
Psychometric
and other tests
*
Assessment
centres
*
Case
studies and other exercises
·
Succession
Planning and Development
Format
The course would typically be of two days duration, with extensive CCTV interview
practice and feedback, group work and discussion.
Maximum group size: 9
Participants
Anyone who has, or is about to take on, the responsibility of recruiting
staff.
Meetings, bloody meetings! If your people spend hours in meetings that
never seem to achieve anything, and where the wrong people are present, this
programme will really help, by looking at how to get the most out of meetings
from both the chairperson and attendees perspective.
Contents
·
The purpose
of meetings
·
When to and
when not to call a meeting
·
Who should
attend?
·
Preparation
·
Chairmanship
skills
*
ground
rules
*
ensuring
participation
*
staying on
track
*
recognising
and managing different types of attendees
*
maintaining
control of disruptive attendees
*
leading
discussions
*
judging
when to call a halt to unproductive discussion
·
Following
up
·
Active
participation - offering ideas, building on others' ideas, staying on track
·
Resolving
conflict
Format
A one or two day programme with extensive skill practice and group
discussion. Exact content will be tailored to the needs of the attendees and
Client Company.
Maximum group size: 12
Participants
Designed for all staff who spend a lot of time in meetings. The
programme is particularly effective when designed for and attended by a whole
team or department together, when team process can be observed by a skilled
observer and feedback provided.
Between 60% and 80% of all communication is non-verbal. The trick is to
combine the verbal with the non-verbal communication to test the consistency of
what somebody is really saying! This
programme introduces the basic concept of Body Language and helps managers and
sales people alike understand how they can use non-verbal signals to enhance
their communication skills.
Contents
·
Cultural
differences
·
Territories
and zones
·
Upper body
gestures
·
Lower body
gestures
·
Eye signals
·
Territorial
gestures
·
Mirroring
·
Seating
arrangements and Power Plays
Format
A half to one-day programme with role-plays and group discussion.
Maximum group size: 20
Participants
Designed for all staff.
The pace of life is forever getting faster. There is an ever-increasing
volume of tasks that people have to complete in their day-to-day lives. The
successful and contented person is likely to be the one who completes the most
important tasks successfully.
This programme is designed to relate effective time management to the
achievement of business objectives and key tasks within jobs. It introduces the
manager or sales person to good time management and organisational techniques
which will help them achieve more during the day and deal with interruptions (e.g. telephone
calls; impromptu meetings), without compromising the quality of their work.
Contents
·
What is
Time Management
·
Analysis of
how time is currently spent
·
Important
tasks vs Urgent tasks
·
Structuring
an effective working day
·
Managing
and prioritising a task list / diary
·
Sorting the
in-tray / post
·
Common causes
of distractions
*
Office
layout tips to improve efficiency
·
Handling
disruptions
·
Efficient
use of computers
·
Other tips
to improve efficiency
Additional topics for the salesforce:
*
Organising
the car
*
Effective
use of ‘down-time’
Format
A one day workshop, with exercises and feedback.
Maximum group size: 20
Participants
Any person who wants to improve their daily productivity.
The telephone is another medium of communication that
is increasingly used for direct selling and as a tool to augment other forms of
selling and communication. Every member of the organisation will use a
telephone and is likely at some point to come into contact with customers. This
is bound to create an impression with your customers. Those who are handled
professionally will call again. Those who are not will turn to the competition.
Until video telephones become widely used, the problem
is that only verbal communication is possible over a telephone. Because verbal
communication only accounts for 20-30% of a communication, it is possible that,
unless the telephone is used correctly, the wrong messages can be communicated,
sometimes with disastrous business consequences. A lot of time can, therefore,
be wasted over the telephone.
This programme introduces the manager or sales person
to best practice techniques for using the telephone as a form of communication.
The course is not designed as telesales training.
Contents
·
The
telephone as a means of communication
·
What not to
discuss on the telephone
·
First
impressions / conveying the right image
·
Use of the
voice – confident and helpful
·
Answering
an incoming call
·
Making a
call
·
Structuring
/ controlling the call
*
introduction
*
understanding
the other person’s needs
*
active
listening
-
clarifying
and confirming
*
using
checklists
*
closing the
conversation
·
Follow up
·
Handing
over and re-routing a call
·
Specific
situations
*
handling
complaints
*
handling
awkward calls
*
making
appointments
*
getting
past the Secretary!
*
other
common scenarios
Format
A one-day workshop, with role-play practice and feedback.
Maximum group size: 10
Participants
Any manager or sales person who uses the telephone as a means of
communication.
It is a big change from being one of the salesforce to
actually managing all or part of it. Usually, the newly-appointed Sales Manager
has little management training and remarkably little time in which to learn the
essential skills in order to make a successful transition. Making the
transition as smooth as possible should ensure that the team’s sales results
are maintained and the business continues to develop well.
Essentially, this comprehensive, introductory course
is designed to enable a new Sales Manager to quickly appraise the current position
and to systematically establish a down-to-earth action plan to develop personal
management skills as well as to boost the company's sales through the effective
management of their sales team.
A PC simulation tool, which has been specifically
developed to use in the pharmaceutical industry, will help to enhance skill and
concept learning, along with numerous case studies and skills practice.
You will:
§
Quickly
come to understand the essential responsibilities and tasks of a Sales Manager
so that you can begin to practice the skills needed to grow and be successful
in your position
§
Learn how
to plan and deploy the sales management activity efficiently so as to achieve
maximum sales growth for your company through the people you manage
§
Acquire new
skills in leadership and motivation which will help you gain and keep the
commitment of the sales team you manage
§
Learn and
practice the techniques and skills necessary to recruit, train and evaluate the
sales team in order to realise their maximum performance, as individuals and as
a team
Contents
·
Marketing
and the Sales Manager
*
The
function of the sales manager in the corporate organisation
*
Planning,
organising, leading, developing and monitoring resources; the classic
management process applied to sales
*
How the sales
function fits into marketing
*
Co-ordination
of marketing and sales activity
*
The
changing role of the RBM
·
Leadership
*
Leadership
vs Management
*
Understanding
your own personality style (quadrant analysis instrument used)
*
Different
leadership styles (instrument used)
-
management
by control vs management by commitment
*
Teamwork,
team dynamics, Team development stages and team roles (Belbin instrument used)
*
Adaptive
Leadership
-
task vs
people management
-
appropriate
delegation
*
Winners vs
Losers – Positive Mental Attitude
·
Motivation
*
Fundamental
concepts of morale and motivation – Herzberg / Maslow / Personal Drivers
*
Assessing
and identifying individual motivation (Personal Drivers instrument used)
*
Recognising
motivation and demotivation
*
Motivating
the more experienced salesperson / teams
*
Use of
reward mechanisms in motivation / changing behaviours
·
Business
Planning
*
Business
planning process
*
Quantitative
and qualitative data analysis
– Sales vs Activity vs Potential analysis
*
Supply
chain management
*
Customer targeting
/ Key account management
*
The MORCAD
Grid
*
Problem
solving
*
Resource
prioritisation; time utilisation
*
Setting
financial / non-financial objectives & action plans
*
Forecasting
/ setting territory sales targets
*
Profit
& Loss
*
Monitoring
& Control
·
Recruitment
*
Manpower
planning and development
*
The
specific requirements of sales selection
*
The
mechanics of recruitment - job specifications, employee profiling, advertising
and assessment
*
Screening
applicants
*
The art of
recruitment interviewing
*
Assessing
and scoring candidates
*
Reaching a
decision
*
The
legalities of discrimination
*
Making a
job offer
*
Possible
selection tools
·
Performance
Management
*
Setting up
and using effective Monitoring & Review systems
*
Key
Performance Indicators
*
Documentation
and paperwork
*
Communicating
upwards
*
Principles
of learning (instrument used)
*
Field
training – the “GROW” model
*
The 3 C’s –
coaching, counseling and confronting
*
Interpersonal
communication skills
– Exploring & summarising
– Constructive feedback
– Resolving conflict (Thomas Kilman conflict mode
instrument used)
– Praising good performance
– Active listening
*
Tackling
under-performance and other performance issues
*
Problem
solving
*
Assertiveness
vs Aggressiveness
*
Identifying
training needs
*
Setting
objectives & action plans
·
Performance
Review
*
Typical
appraisal and performance review system
*
The
appraisal and review process
*
Establishing
standards and measuring performance
*
The
performance review discussion / meeting
*
Succession
planning and development
·
Advanced
Communication Skills
*
Neuro-linguistic
programming (NLP)
– Advanced questioning and listening skills
*
Non-verbal
communication
– Building rapport; body language
·
Chairmanship
Skills
*
Preparation
*
Ground
rules
*
Ensuring
participation
*
Active participation
- offering ideas, building on others' ideas
*
Staying on
track
*
Leading
discussions; judging when to call a halt to unproductive discussion
*
Recognising
and managing different types of attendees
*
Maintaining
control of disruptive attendees
*
Resolving
conflict
·
Effective
Time Management
*
Important
tasks vs urgent tasks
*
Managing
and prioritising a task list / diary
*
Structuring
an effective working day
*
Common
causes of distractions; handling disruptions
– Office layout tips to improve efficiency
– Efficient use of Computers
Format
This is a six day programme, a four day workshop
followed by a two day follow-up workshop two months later. There is extensive
opportunity given to practice and refine the skills using a combination of
exercises, case studies and a PC business simulation tool.
Maximum group size: 12
Participants
Recently
appointed Sales Managers with frontline responsibility for a salesforce of at
least four people; soon-to-be-appointed Sales Managers who need to learn more about
management in a sales environment; Marketing Managers who need to gain a better
understanding of the sales management function.
SALESFORCE SKILL TRAINING
All companies recognise the importance of training
their representatives in selling skills. Most, if not all,
"off-the-shelf" sales training programmes, however, are designed for
generic markets and may not therefore be as beneficial to the participants as
one designed specifically for the Pharmaceutical / Healthcare market place.
The elements are designed to provide a thorough
grounding in healthcare sales using the needs-satisfaction model. However, the
participants are encouraged to consider their behaviour from the customer’s
perspective at all times to ensure that they become genuinely customer-focused
sales people without resorting to high-pressure techniques.
Contents
·
Welcome to
selling in the healthcare market place
·
The
customer buying process and prescribing continuum
·
Characteristics
of a good salesperson
*
the
customer's perspective
*
building
long-term customer relationships
·
Principles
of good communication
·
Needs-satisfaction
selling
*
telling vs
selling
·
The selling
process - IDEALS
·
Opening the
Call - the Introduction
·
Building
rapport and gaining trust
·
Probing - Discovering
needs
·
Presenting
your product - Explaining the benefits
·
Effective use
of materials
·
Handling
objections
·
Exploring
different solutions
·
The close -
Asking for commitment
·
Leaving samples / literature
·
Pre-call
planning
·
Post call
analysis - Self analysis
·
“Tips of
the trade”
·
Basic
territory management
*
obtaining
appointments
*
diary
planning
*
record
keeping
*
time
management
Format
Although
the course depth, contents and, therefore, duration can be adjusted to suit
your requirements, the normal programme consists of one, 4-day interactive
workshop. This takes the form of theoretical followed by practical and then
review sessions. As you would expect, much of the programme is devoted to skill
practice and learning by doing. CCTV feedback can be extensively employed space
permitting. Pre-reading materials can also be provided in advance of the
programme if desired.
Maximum
group size: 9
Participants
This
programme is intended for new recruits or sales people with little formal sales
training, and can be customised to use your own products, or run with
fictitious products if preferred. The programme can also be tailored to suit a
more experienced audience by focusing on some of the more difficult areas (e.g.
needs identification, handling objections, and commitment gaining), in more
depth.
All sales people need a booster from time to time - a reminder of some
key principles and an injection of fresh ideas. This is a highly flexible
programme, which could include just about anything needed - some possible areas
are outlined below.
Contents
·
The Buying
Process and prescribing continuum revisited
·
Characteristics
of a good salesperson - the customer's perspective
·
Needs-satisfaction
selling refresher - key principles
·
Introducing
and focusing the call
·
Different
questioning techniques / Tactical probing
·
Active
listening
·
Presenting
targeted benefits
·
Effective
use of company literature / materials
·
Asking for
commitment
·
Objection
handling strategies
·
Building
rapport and gaining trust
·
Body
language
·
Selling
against the competition
·
Handling
difficult customers
·
Selling to
"Friends"
·
Group
selling
·
Self
analysis
·
Territory
management
Format
This will depend entirely on what is needed and could range from a
half-day workshop to a much longer in-depth look at key issues.
One to one sales coaching is also available if
required.
Maximum
group size: 9
Participants
All sales people at any skill level.
The need
to make effective, persuasive presentations to customers, colleagues or senior
management, exists at all levels of an organisation. This programme gives a
systematic methodology for ensuring that presentations are effective and
achieve the necessary business objectives.
Contents
·
Presentation
objectives
·
Planning
the presentation structure
·
Impactful
visuals
·
Presenting
from a script, cue cards, notes and memory
·
Use of AV
equipment
*
video
*
computers
·
Voice
*
pace
*
pitch
*
tone
*
variance
·
Non-verbal
communication
*
posture
*
mannerisms
– hands; movement; facial expressions
·
Controlling
nerves
·
Chairmanship
skills
*
opening the
presentation
*
communicating
key points
-
presenting complex
data
*
handling
questions
*
closing the
presentation
·
Persuasive
presentations: the difference
·
Logistics
·
Seating
plans
·
Managing a
difficult audience
Format
One, two or three days duration, with extensive use of CCTV-assisted
practice and feedback. For the more extensive programmes, two separate days are
recommended, approximately one week apart, to allow time to prepare a
presentation with the preferred visual medium, and to consolidate skills taught
on day one.
Maximum group size: 6-10
One-to-one coaching can also be provided if required. This allows
in-depth analysis of individual strengths and weaknesses.
Participants
Anybody who needs to improve their presentation skills and / or run an
effective sales meeting.
Negotiating skills are more relevant than ever in any
environment. It is estimated that we negotiate in almost 75% of our business
and personal activities, e.g. negotiating a sale or contract, agreeing to get a
piece of work completed by the advertising agency on time, or even arranging a
bedtime story for the children.
Gone are the days of a quick ‘win’ at the expense of
the other party if you wish to stay in business long-term. However, that
doesn’t mean you have to rollover and ‘play dead’ either! The art of keeping
everyone happy whilst winning business is a real challenge.
This programme introduces the concept of Negotiating
and arriving at ‘Win / Win’ solutions. It will help participants prepare and
deliver persuasive and convincing arguments to help achieve their objectives,
by analysing the strengths, weaknesses and position of the other party.
Contents
·
Selling vs
Negotiation
*
what are
tradables?
-
identifying
yours and the customers tradables and how they are currently used
*
how to use
‘tradables’
-
enhancing
perceived value of the tradables
-
don’t give
things away – trade them – with the ‘right’ customers
·
Effective
negotiation
*
aims
*
Hard / Soft
/ Principled negotiating
*
combative
vs collaborative;
·
Different
negotiation styles
*
self
awareness
*
uses and
dangers of your own personal style
·
The process
of negotiation
*
defining
the issue
*
exploring
and seeking mutually beneficial solutions
*
reaching a
collaborative solution - ‘Win/Win’
*
concluding
and closing
·
Recognising
a negotiation situation
·
Preparing
for the negotiation to avoid barriers
*
researching
the other party’s position
*
formulating
strategy and tactics
·
Managing
customer behaviours
*
overcoming
behavioural barriers
-
dealing
with difficult customer behaviours
*
4
techniques for handling objections
*
resolving
conflict
*
what if the
customer won’t play ball?
*
developing
a BATNA
*
“Negotiation
Jujitsu”
Format
Two or three days duration, with extensive use of exercises, role-play
practice and feedback. For the more extensive programmes, two separate
workshops are recommended, approximately two to three weeks apart. This will
allow time to practice and consolidate initial skills taught, prior to introducing
the more advanced negotiation skills.
Maximum group size: 10
Participants
Anybody who needs to negotiate, whether you want to be more persuasive
with colleagues or more effective in a sales negotiation.
Exhibitions are a good way of seeing a large number of potential
customers in a short space of time. However, successful prospecting on an exhibition
stand requires a completely different skill set to that of selling at meetings
or on a one-to-one basis.
This programme introduces the sales person to the necessary skills to
sell successfully from an exhibition stand.
Contents
·
Setting up
the exhibition stand
·
Organising
exhibition staffing
·
Ways of
inviting discussion
·
Leading the
sales discussion
·
Closing the
discussion
·
Following
up leads
Format
One-day workshop, with role-play practice and feedback.
Maximum group size: 20
Participants
Any sales person who attends exhibitions.
We also provide other skill training services as
follows:
A
set of tailored 1-3 hour skill training workshops, perceived as “added-value”
services which clients can offer their customers.
Topics
available:
*
Business
planning
*
Performance
management and motivation
-
Situational
Leadership
-
Interpersonal
management skills
-
Motivation
-
Appraisals
-
The 3 C’s –
coaching, counseling and confronting
*
Recruitment
and selection
*
Body
Language
*
Running
effective meetings
*
Time
management
*
Stress
management
*
Telephone
techniques
*
Negotiation
skills
Maximum group size: 10
What
do you do if a Field Sales Manager, Regional, or Area Manager moves permanently
to another position within the organisation, or leaves?
Often
it can take up to 6 months to fill the position with the right candidate for
the company.
Alternatively,
the manager may be taking a fixed-term secondment into another department or on
paternity leave.
Whichever
it is, the sales team’s motivation, stability and long-term productivity can be
adversely affected and the temporary, caretaking manager’s workload and stress
levels increased exponentially!
In
large companies there is often enough resource available to cover these sales
management vacancies reasonably painlessly, either with senior sales people or
another field sales manager from another team.
However,
smaller organisations can be relatively more stretched to achieve this
satisfactorily, with the extra workload on the remaining members of staff being
particularly onerous.
NETMAN™
is a contract hire field sales management service, which consists of a UK
network of specialist, highly trained, pharmaceutical sales managers who are
available for contract hire to cover such vacancies.
All
NETMAN™ managers are handpicked individuals who have had extremely successful
careers as first-line sales managers in the pharmaceutical industry with
exceptional results, both in the community and hospital-selling environment.
Several members of the network have also had demonstrable success as training
managers or second-line managers as well.
The
network has experience across all of the major therapeutic areas.
Ø
Immediate
representative training and sales support
Ø
Immediate
salesforce administrative cover
Ø
Minimised
loss of salesforce productivity, stability and motivation
Ø
Minimal
product and no management training required
Ø
Flexibility
of employment and, therefore, costs
Ø
No company
National Insurance, Pension, Holiday or Sickness costs
Ø
Provides a
solution to allow existing field sales managers to broaden their experience
through interdepartmental secondments
Logistics
Every
NETMAN™ Manager is equipped with their own car, office (including telephone and
fax facilities), mobile telephone and portable computer (which can be loaded
with the client’s software if required).
The
contract hire can be on a full-time or part-time basis, for a flexible period
from half a day to six months.
The
contract hire costs range between £400 - £550 per day depending upon the length
of the contract. This excludes all expenses (telephone expenses, postage,
printing, photocopying, hire of meeting rooms and/or equipment, etc.),
Manager’s travel, and living expenses. These are charged to the client at the
incurred cost, with the exception of mileage, which is charged at the relevant
AA rate.
All
figures quoted are exclusive of V.A.T. where applicable and are subject to our
normal terms and conditions of business.
We
recognise that you work in an increasingly competitive and high-pressure
environment, and that our lives will never be totally without stress. In fact
experts agree that the right amount of pressure can fuel performance, improving
health and personal satisfaction. The skill lies in learning how to operate at
your personal optimum pressure level, whilst protecting yourself from
overstress.
This
programme is designed to help delegates understand how to manage pressure
positively.
Contents
·
Understand
how stress and pressure affects work
·
Pressure vs
Stress
·
Recognise
who is vulnerable
·
Causes of
stress
·
Signs of
stress
·
Strategies
for managing stress
*
tackle
cause
*
self-management
*
physical
stamina
*
use of
tension reducing / relaxation techniques
*
develop
personal skills
·
Use a
personal coaching strategy to continually improve performance
·
Strike a
balance – win at work, win at home
Format
One-day workshop, with role-play practice and feedback.
Maximum group size: 20
One-to-one coaching can also be provided if required. This allows in-depth
analysis of individual areas of stress and tailored stress management
strategies.
Participants
Anybody who wants to proactively manage his or her work pressures.
We also provide a range of other consultancy services
including:
We
also work with client salesforces identifying and prioritising personnel
training needs.
We
work with client salesforce personnel and management on a one-to-one basis as
specialist trainers / mentors using modern techniques, including
neuro-linguistic programming and practical psychotherapy.
We are
able to help client companies with their interview and selection process
according to a specific brief, at times when client internal resources are
insufficient to cope with executive time requirements.