Heed is a consulting firm that aims to increase clients' sales performance through changing their sales approach. The document provides an overview of Heed's philosophy and methodology. It explains that Heed follows a consultative process to understand clients' challenges and objectives. Heed then conducts in-depth analysis and develops a tailored performance system and action plan for clients. The document also includes a sample comparative study analyzing a client's sales data and key metrics to identify opportunities for improvement.
Developing A Strategic Business Plan Part 1 (Pages 1 36)Earl Stevens
The document provides an overview of developing a strategic business plan in 3 sentences:
It discusses the importance of strategic planning, defining corporate mission and objectives, conducting environmental scans and SWOT analyses, identifying core competencies, and determining strategies to achieve a competitive advantage. Key aspects of strategic plans are setting a vision and values, assessing resources, and establishing goals and tactics to fulfill the organization's mission in a changing market.
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
Hire And Retain The Best With Success Mapping New Models For Unlocking Huma...rtchapman
This document discusses how employers can better hire and retain talent. It suggests that employers use "Job Success Profiles" instead of traditional job descriptions. Job Success Profiles map out the mindsets, skills, and competencies needed for a role, how success is defined, and how the role contributes to business goals. This provides more context than job descriptions. Profiles can also be used for career development by showing the skills needed over time. The document provides an example comparing a traditional sales manager job description to a Job Success Profile. It argues that profiles will attract stronger candidates that are a better fit, improving hiring. Profiles also support lifelong learning by mapping career paths and training needs.
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
The document discusses creative ways for a property developer, SHC, to maximize sales in an oversupplied market. It proposes strengthening the SHC brand through consistent branding, testimonials, and events. It also suggests joint marketing partnerships with hotels, banks, and other organizations to promote SHC properties. Finally, it outlines building customer loyalty through welcome kits, newsletters, and prioritizing high-value customers to increase repeat purchases and cross-selling. The overall goal is to differentiate SHC in the market and maximize sales through various marketing strategies.
Strategic intent refers to the long-term goals and aspirations that motivate an organization. It includes elements like vision, mission, business definition, and goals and objectives. A vision statement depicts what the organization wants to achieve, such as Tata Tea's vision to be India's foremost tea-based beverage company. The mission defines the organization's fundamental purpose and scope of operations. Goals are general outcomes while objectives specify how goals will be achieved, helping to measure progress and ensure focus. Together, these components of strategic intent provide direction and motivation for an organization's strategy.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
Developing A Strategic Business Plan Part 1 (Pages 1 36)Earl Stevens
The document provides an overview of developing a strategic business plan in 3 sentences:
It discusses the importance of strategic planning, defining corporate mission and objectives, conducting environmental scans and SWOT analyses, identifying core competencies, and determining strategies to achieve a competitive advantage. Key aspects of strategic plans are setting a vision and values, assessing resources, and establishing goals and tactics to fulfill the organization's mission in a changing market.
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
Hire And Retain The Best With Success Mapping New Models For Unlocking Huma...rtchapman
This document discusses how employers can better hire and retain talent. It suggests that employers use "Job Success Profiles" instead of traditional job descriptions. Job Success Profiles map out the mindsets, skills, and competencies needed for a role, how success is defined, and how the role contributes to business goals. This provides more context than job descriptions. Profiles can also be used for career development by showing the skills needed over time. The document provides an example comparing a traditional sales manager job description to a Job Success Profile. It argues that profiles will attract stronger candidates that are a better fit, improving hiring. Profiles also support lifelong learning by mapping career paths and training needs.
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
The document discusses creative ways for a property developer, SHC, to maximize sales in an oversupplied market. It proposes strengthening the SHC brand through consistent branding, testimonials, and events. It also suggests joint marketing partnerships with hotels, banks, and other organizations to promote SHC properties. Finally, it outlines building customer loyalty through welcome kits, newsletters, and prioritizing high-value customers to increase repeat purchases and cross-selling. The overall goal is to differentiate SHC in the market and maximize sales through various marketing strategies.
Strategic intent refers to the long-term goals and aspirations that motivate an organization. It includes elements like vision, mission, business definition, and goals and objectives. A vision statement depicts what the organization wants to achieve, such as Tata Tea's vision to be India's foremost tea-based beverage company. The mission defines the organization's fundamental purpose and scope of operations. Goals are general outcomes while objectives specify how goals will be achieved, helping to measure progress and ensure focus. Together, these components of strategic intent provide direction and motivation for an organization's strategy.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
The document provides an overview of Next Lifesciences, a strategic marketing firm that helps life sciences companies gain a competitive advantage. It discusses their approach of conducting primary research to understand customer needs, developing focused strategies and tactics, and executing innovative marketing plans. Examples are given of case studies where they helped clients increase funding, sales, and market share. The firm utilizes expert networks to tailor solutions for each client, and is led by the experienced president Dr. Anthony Jones.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Here are some potential opportunities and intentions to avoid common pitfalls:
- Focus on creating unique value for customers rather than trying to be the best
- Target underserved customer needs rather than competing on price alone
- Consider all stakeholders' interests, not just power/profit battles between parties
- Leverage core competencies to their fullest rather than spreading resources too thin
- Build on existing strengths and adapt to changes, rather than disruptive transformations
- Pursue opportunities aligned with your mission that you can realistically achieve
The key is to identify opportunities where you can create differentiated value for customers in a sustainable way, given your strengths and environment, rather than unrealistic aspirations to be the best or disrupt at all costs.
Organizations win by developing and working around 'Big Picture'. Japanese firms called it 'Strategic Intent' and supplement it by 'Competitive Innovation'.... Obsession to win and following it up with Changing the rules of the game.
I’m asked frequently on how do you build a “functional business development plan” that’s versatile and can be implemented in any industry. The following presentation are basic steps and nomenclature you can use to build your biz dev team plan. This presentation is also from a workshop implemented by AH2 Management, contact me if interested in having a rollout introduction of this program.
We create well-thought-out financial marketing tools that will sharpen your organization\'s identity, attract fresh opportunities and expand your business relationships.
Heed is a boutique consulting firm based in Beirut that assists companies in improving their business development performance. Their approach involves carefully examining clients' needs and challenges, planning tailored solutions, executing plans through training and consultation, and following up to ensure new processes are sustained. Their goal is to facilitate cultural shifts that change sales approaches through disciplined planning, execution, coaching, and follow up until success is achieved.
Opus Global Group -Sales Accelerator Solutions Project 2010 Success Storytsilvestri
Opus Global Group helped a Fortune 100 marketing services company accelerate sales revenue by managing a project to develop a new daily deals coupon product. The client had lost 15% market share and revenue to competitors. OGG consultants redesigned business processes for sales, marketing, and operations. This improved customer retention and reduced costs by 25% while increasing revenue. The new product exceeded revenue targets and helped the client regain market leadership.
Minds&More is a consulting firm that helps clients grow their business through building capabilities in marketing, sales, and transformation. They provide services such as consulting, project management, interim management, and training/coaching. Their team of over 30 seasoned professionals use proven methodologies to inspire, challenge, train, and coach clients to achieve tangible business growth results. Their capabilities include areas like marketing, sales, pricing/value management, branding, and organizational change. They aim to help clients address needs such as developing new skills, accessing short-term resources, creating go-to-market plans, improving sales/marketing alignment, and more.
Jay Anthony Moore Digitial Resume Portfolio 2011jamf92
This document provides an overview of Jay Moore's experience and qualifications as Business Development Director of Marketing and Sales. It summarizes his decade of experience managing marketing campaigns that increase sales and brand awareness, experience with Salesforce.com, and core competencies including sales and marketing management, strategic planning, and customer relationship management. It also highlights accomplishments like reducing advertising expenses while increasing website traffic and leads. The document promotes Jay Moore's leadership abilities and record of delivering measurable returns on marketing investments.
Phalanx Consulting Group provides assistance to organisations in applying for various federal and state government grants. They can explain the different grant schemes available and eligibility requirements. Phalanx also helps clients through each step of the application process to maximize the benefits obtained. Some of the grants mentioned include Enterprise Connect programs, Grow Your Business Program, Skills for Growth, COMET, export grants, and sustainability funds. Clients can contact Phalanx to discuss their needs and receive a complementary business review.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
Rob gordon sales skill sets core competencies 2-5-2012Rgordon2012
Rob Gordon has over 25 years of experience in business development, sales management, and brand management. He has a proven track record of developing strategies to penetrate new markets and capitalize on opportunities. Gordon is an innovative leader who builds high-performing teams and drives companies forward. He has extensive domestic and international experience across various industries.
Kolota Creative Marketing provides innovative marketing and communications solutions through a full range of services. They can help solve marketing problems at any level in an organization through three service modules tailored for senior leadership, functional managers, and product/program managers. With over 25 years of experience, Kolota has developed marketing solutions for 35 companies across multiple business sectors. Their approach involves immersing themselves to understand a client's "Brand DNA" and position them for maximum marketing returns.
The document discusses employer branding and activating an employer's brand. It defines employer branding as the sum of characteristics that prospective and current employees perceive about an organization's employment experience. It then outlines a four step process for activating an employer brand: 1) Discovery to assess the current employment experience, 2) Road Map to develop the employer brand identity, 3) Activate to communicate the brand internally, and 4) Measure to evaluate success and make adjustments. The goal is to position an organization as an employer of choice to attract top talent and increase engagement and retention.
1) The document outlines the candidate's professional experience in sales, marketing, business development, and people management roles across various industries and companies.
2) It highlights leadership experience including direct P&L accountability, business unit leadership, portfolio management, and sales force effectiveness.
3) It lists key accomplishments such as rapid market share growth, strategy changes that drove results, launching new products and campaigns, and cost reductions through process improvements.
The document discusses services provided by The Navigator and The Engineer to help professionalize small and medium enterprises. Some of the services discussed include organizational design, developing top management teams aligned with business needs and values, creating change champions, aligning organizational culture with vision, developing HR strategies and frameworks, assessing competencies, and facilitating strategic workouts. The Sculptor is also discussed as providing executive coaching, developing leader plans, and functional guidance.
The document discusses various aspects of corporate and product branding including:
1) Crystallizing a unifying brand identity across businesses and defining brand architecture to position the brand with stakeholders.
2) Developing differentiation through excellent customer service, new market entry, and brand portfolios.
3) A three step process of diagnosing consumer understanding, designing product/service strategies, and directing initial brand development.
4) Tools to create desired identities, manage creative execution, and facilitate brand sustainability through audits.
5) Key elements in developing a brand including stakeholder understanding, business roadmaps, identities, and realization.
This document describes Porter Henry & Company's sales training and consulting services. It outlines their philosophy of collaborative, learner-centered training. It also details their comprehensive curriculum covering sales, sales management, leadership and other topics. Their services include needs assessment, customized training solutions, and competency-based interventions. Testimonials and profiles of leadership are provided.
This document discusses several case studies of employer branding strategies and initiatives. It describes how one company established itself as a premium brand in its category through 360 degree stakeholder branding targeting homeowners, contractors, and mobile testing. It also discusses developing a powerful regional brand in Andhra Pradesh through local language advertising and radio. Another case discusses redefining a brand through innovative packaging that stands out on store shelves. The document provides examples of employer branding programs that helped companies regain their top campus status, attract diverse talent, and increase hiring metrics.
About Joseph Sobin: With Dual Masters Degree’s in Urban and Regional Planning with
an emphasis in Resort Planning Development and Strategic Marketing for the Hospitality
and Tourism Industry, Certified Travel Counselor and Destination Specialist Designations
coupled with 15 plus years in travel, tourism, hospitality and real estate marketing
consultancy, Joseph and his team deliver tangible, practical results for their clients.
Their work is on-time, compelling, and professional. Joseph also holds real estate brokerage
licenses in the states of Colorado and New York.
Joseph writes a Travel Industry Column for Examiner.com and is a frequent guest lecturer
concerning Marketing and Public Relations at New York University’s Tisch School
of Hospitality, Tourism and Sports Management
Joseph and his associates specialize in the deluxe, luxury and green market niche utilizing
an extensive network of travel, tourism, hospitality and real estate professionals
worldwide.
About Joseph Sobin: With Dual Masters Degree’s in Urban and Regional Planning with
an emphasis in Resort Planning Development and Strategic Marketing for the Hospitality
and Tourism Industry, Certified Travel Counselor and Destination Specialist Designations
coupled with 15 plus years in travel, tourism, hospitality and real estate marketing
consultancy, Joseph and his team deliver tangible, practical results for their clients.
Their work is on-time, compelling, and professional. Joseph also holds real estate brokerage
licenses in the states of Colorado and New York.
The document provides an overview of Next Lifesciences, a strategic marketing firm that helps life sciences companies gain a competitive advantage. It discusses their approach of conducting primary research to understand customer needs, developing focused strategies and tactics, and executing innovative marketing plans. Examples are given of case studies where they helped clients increase funding, sales, and market share. The firm utilizes expert networks to tailor solutions for each client, and is led by the experienced president Dr. Anthony Jones.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Here are some potential opportunities and intentions to avoid common pitfalls:
- Focus on creating unique value for customers rather than trying to be the best
- Target underserved customer needs rather than competing on price alone
- Consider all stakeholders' interests, not just power/profit battles between parties
- Leverage core competencies to their fullest rather than spreading resources too thin
- Build on existing strengths and adapt to changes, rather than disruptive transformations
- Pursue opportunities aligned with your mission that you can realistically achieve
The key is to identify opportunities where you can create differentiated value for customers in a sustainable way, given your strengths and environment, rather than unrealistic aspirations to be the best or disrupt at all costs.
Organizations win by developing and working around 'Big Picture'. Japanese firms called it 'Strategic Intent' and supplement it by 'Competitive Innovation'.... Obsession to win and following it up with Changing the rules of the game.
I’m asked frequently on how do you build a “functional business development plan” that’s versatile and can be implemented in any industry. The following presentation are basic steps and nomenclature you can use to build your biz dev team plan. This presentation is also from a workshop implemented by AH2 Management, contact me if interested in having a rollout introduction of this program.
We create well-thought-out financial marketing tools that will sharpen your organization\'s identity, attract fresh opportunities and expand your business relationships.
Heed is a boutique consulting firm based in Beirut that assists companies in improving their business development performance. Their approach involves carefully examining clients' needs and challenges, planning tailored solutions, executing plans through training and consultation, and following up to ensure new processes are sustained. Their goal is to facilitate cultural shifts that change sales approaches through disciplined planning, execution, coaching, and follow up until success is achieved.
Opus Global Group -Sales Accelerator Solutions Project 2010 Success Storytsilvestri
Opus Global Group helped a Fortune 100 marketing services company accelerate sales revenue by managing a project to develop a new daily deals coupon product. The client had lost 15% market share and revenue to competitors. OGG consultants redesigned business processes for sales, marketing, and operations. This improved customer retention and reduced costs by 25% while increasing revenue. The new product exceeded revenue targets and helped the client regain market leadership.
Minds&More is a consulting firm that helps clients grow their business through building capabilities in marketing, sales, and transformation. They provide services such as consulting, project management, interim management, and training/coaching. Their team of over 30 seasoned professionals use proven methodologies to inspire, challenge, train, and coach clients to achieve tangible business growth results. Their capabilities include areas like marketing, sales, pricing/value management, branding, and organizational change. They aim to help clients address needs such as developing new skills, accessing short-term resources, creating go-to-market plans, improving sales/marketing alignment, and more.
Jay Anthony Moore Digitial Resume Portfolio 2011jamf92
This document provides an overview of Jay Moore's experience and qualifications as Business Development Director of Marketing and Sales. It summarizes his decade of experience managing marketing campaigns that increase sales and brand awareness, experience with Salesforce.com, and core competencies including sales and marketing management, strategic planning, and customer relationship management. It also highlights accomplishments like reducing advertising expenses while increasing website traffic and leads. The document promotes Jay Moore's leadership abilities and record of delivering measurable returns on marketing investments.
Phalanx Consulting Group provides assistance to organisations in applying for various federal and state government grants. They can explain the different grant schemes available and eligibility requirements. Phalanx also helps clients through each step of the application process to maximize the benefits obtained. Some of the grants mentioned include Enterprise Connect programs, Grow Your Business Program, Skills for Growth, COMET, export grants, and sustainability funds. Clients can contact Phalanx to discuss their needs and receive a complementary business review.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
Rob gordon sales skill sets core competencies 2-5-2012Rgordon2012
Rob Gordon has over 25 years of experience in business development, sales management, and brand management. He has a proven track record of developing strategies to penetrate new markets and capitalize on opportunities. Gordon is an innovative leader who builds high-performing teams and drives companies forward. He has extensive domestic and international experience across various industries.
Kolota Creative Marketing provides innovative marketing and communications solutions through a full range of services. They can help solve marketing problems at any level in an organization through three service modules tailored for senior leadership, functional managers, and product/program managers. With over 25 years of experience, Kolota has developed marketing solutions for 35 companies across multiple business sectors. Their approach involves immersing themselves to understand a client's "Brand DNA" and position them for maximum marketing returns.
The document discusses employer branding and activating an employer's brand. It defines employer branding as the sum of characteristics that prospective and current employees perceive about an organization's employment experience. It then outlines a four step process for activating an employer brand: 1) Discovery to assess the current employment experience, 2) Road Map to develop the employer brand identity, 3) Activate to communicate the brand internally, and 4) Measure to evaluate success and make adjustments. The goal is to position an organization as an employer of choice to attract top talent and increase engagement and retention.
1) The document outlines the candidate's professional experience in sales, marketing, business development, and people management roles across various industries and companies.
2) It highlights leadership experience including direct P&L accountability, business unit leadership, portfolio management, and sales force effectiveness.
3) It lists key accomplishments such as rapid market share growth, strategy changes that drove results, launching new products and campaigns, and cost reductions through process improvements.
The document discusses services provided by The Navigator and The Engineer to help professionalize small and medium enterprises. Some of the services discussed include organizational design, developing top management teams aligned with business needs and values, creating change champions, aligning organizational culture with vision, developing HR strategies and frameworks, assessing competencies, and facilitating strategic workouts. The Sculptor is also discussed as providing executive coaching, developing leader plans, and functional guidance.
The document discusses various aspects of corporate and product branding including:
1) Crystallizing a unifying brand identity across businesses and defining brand architecture to position the brand with stakeholders.
2) Developing differentiation through excellent customer service, new market entry, and brand portfolios.
3) A three step process of diagnosing consumer understanding, designing product/service strategies, and directing initial brand development.
4) Tools to create desired identities, manage creative execution, and facilitate brand sustainability through audits.
5) Key elements in developing a brand including stakeholder understanding, business roadmaps, identities, and realization.
This document describes Porter Henry & Company's sales training and consulting services. It outlines their philosophy of collaborative, learner-centered training. It also details their comprehensive curriculum covering sales, sales management, leadership and other topics. Their services include needs assessment, customized training solutions, and competency-based interventions. Testimonials and profiles of leadership are provided.
This document discusses several case studies of employer branding strategies and initiatives. It describes how one company established itself as a premium brand in its category through 360 degree stakeholder branding targeting homeowners, contractors, and mobile testing. It also discusses developing a powerful regional brand in Andhra Pradesh through local language advertising and radio. Another case discusses redefining a brand through innovative packaging that stands out on store shelves. The document provides examples of employer branding programs that helped companies regain their top campus status, attract diverse talent, and increase hiring metrics.
About Joseph Sobin: With Dual Masters Degree’s in Urban and Regional Planning with
an emphasis in Resort Planning Development and Strategic Marketing for the Hospitality
and Tourism Industry, Certified Travel Counselor and Destination Specialist Designations
coupled with 15 plus years in travel, tourism, hospitality and real estate marketing
consultancy, Joseph and his team deliver tangible, practical results for their clients.
Their work is on-time, compelling, and professional. Joseph also holds real estate brokerage
licenses in the states of Colorado and New York.
Joseph writes a Travel Industry Column for Examiner.com and is a frequent guest lecturer
concerning Marketing and Public Relations at New York University’s Tisch School
of Hospitality, Tourism and Sports Management
Joseph and his associates specialize in the deluxe, luxury and green market niche utilizing
an extensive network of travel, tourism, hospitality and real estate professionals
worldwide.
About Joseph Sobin: With Dual Masters Degree’s in Urban and Regional Planning with
an emphasis in Resort Planning Development and Strategic Marketing for the Hospitality
and Tourism Industry, Certified Travel Counselor and Destination Specialist Designations
coupled with 15 plus years in travel, tourism, hospitality and real estate marketing
consultancy, Joseph and his team deliver tangible, practical results for their clients.
Their work is on-time, compelling, and professional. Joseph also holds real estate brokerage
licenses in the states of Colorado and New York.
This document provides information about Joseph Sobin and the services offered by his consulting firm Concierge Services and Consulting, which specializes in strategic planning, business plans, brand management, marketing communications, and market research for the hospitality, tourism, and resort development industries. The firm takes a boutique approach and believes in exceeding client expectations. Joseph has dual master's degrees and professional certifications related to urban planning, marketing, and travel. Key services include strategic planning, business planning, brand management, marketing communications, and market research. Examples are provided for each service highlighting admired companies in those areas.
Not getting the results you want your design may be wrongThe BrainLink Group
Poor organisation design accounts for 50% of strategy failures. There are seven key questions to evaluate an organisation's design: 1) Do market segments reflect customer needs? 2) Do value propositions deliver outcomes for each segment? 3) Is there clear ownership of each customer segment? 4) Is there accountability for each value proposition? 5) Have you defined how the organisation is structured around customers or value propositions? 6) Should you try to create one culture or allow different cultures for different segments? 7) Is the organisation design changing as quickly as the market? Regularly reviewing these questions can help ensure the organisation is optimally configured to implement its strategy.
This presentation will take us through the marketing function, starting with challenges within the marketing career itself, considering marketing best practices, our own research plans in this area and some best practice case histories, as well as touching on the role of the CEO’s growth team.
Newport Consulting Group is an independent consulting firm founded in 1995 that delivers strategy, operations, risk, and technology services through experienced professionals. The document discusses Newport's services in corporate sustainability, enterprise performance management, pathway innovation, and governance, risk, and compliance. It provides an overview of their approach and frameworks in these areas to create value for clients.
Hire And Retain The Best With Success Mapping New Models For Unlocking Huma...traciauger
This document discusses how employers can better hire and retain talent. It recommends that employers use "job success profiles" instead of traditional job descriptions. These profiles map out the skills, mindsets and competencies needed for a role. They also describe what success looks like for the role and how it contributes to business goals. The document also advises individuals to create "employability profiles" that showcase their skills and potential in the context of employer needs. It states that collaboration between employers, educators and individuals is needed to develop sustainable talent pipelines and unlock human potential.
Robert Sawhney presented on marketing and branding professional services firms. He discussed how professional services firms differ from traditional businesses in their marketing approaches. Specifically, he noted that the product resides in the human capital of the firm, differentiation is difficult to achieve, and professionals may not take easily to being "managed". Sawhney emphasized adopting a client-focused orientation and understanding what clients truly value in order to effectively market professional services. He also discussed the importance of changing firm culture to prioritize client needs over billable hours in order to successfully brand and market professional services firms.
Sales enablement for startups and SME organisations M Baba Sam
Consulting engagement - As an output, the leadership team would have a document that would be a blue print for driving sales and marketing initiatives to build a healthy sales funnel and an operational framework for tracking milestones for achieving revenue targets, quarter on quarter, for the entire financial year.
Sales And Business Development Final 9.9.10Patti_Leith
The document discusses the need for sales organizations to adapt to changing economic conditions. It notes that past skills and processes may no longer lead to success. The document proposes that EDGES can help organizations assess skills, develop salespeople, and customize training to improve sales results through a six-part interactive skills series addressing topics like developing pipelines and closing sales. EDGES' approach includes classroom training, train-the-trainer guides, and fully customized solutions to connect salespeople and processes.
This document outlines 8 training modules covering skills for sales professionals, account managers, and managers. Module 1 focuses on professional communication skills. Module 2 covers solution selling. Module 3 involves negotiation skills. Module 4 is about powerful presentations. Module 5 is on essential account management. Module 6 is for future sales leaders. Modules 7 and 8 aim to support modern managers in areas like managing young employees, talent retention, and building high-performing teams. The modules involve practical lessons and learning objectives centered around communication, client relationships, leadership, and people management.
The document discusses the Positive Leadership approach to helping companies facing challenges. It states that companies are under pressure from intense competition, new technologies, global markets, and the struggling economy. Positive Leadership works with these companies to define how to respond to challenges and emerge stronger by translating strategy into action, conquering opportunities, enhancing competitive advantage, and increasing stakeholder value. It does this by defining what good leadership looks like for each organization, creating shared vision and commitment, focusing on business goals, disseminating leadership, building teams, and providing development tools.
The document describes how a publishing company implemented a new sales incentive plan to improve performance. It outlines the challenges of changing market conditions and lack of individual accountability in the previous plan. The new plan designed by Salto Dee Fe Consulting included defining key principles, mapping individual performance metrics, budgeting simulations, and a communication strategy for rollout. The impact was improved line of sight for sales employees and business leaders on performance and motivation of the sales force to outperform targets.
The document discusses the challenges of integrated marketing. While 67% of marketing organizations develop integrated programs, only 33% are satisfied with the results. Key challenges include lack of alignment between organizational goals, cultural barriers that prioritize tactics over coordination, and lack of strategic vision and leadership. Common disconnects occur when different reporting relationships allow for silos, metrics are not agreed upon, new media channels operate independently, and there is a lack of integration between marketing, sales, and store operations. The document provides an overview of key marketing functions and their accountabilities, and notes that experience is needed to implement integration successfully and avoid common execution issues.
The document provides an overview of Eucliea's Framework Validation Method for helping organizations improve by analyzing the assumptions that underlie their frameworks. It begins by outlining how Eucliea helps organizations solve problems through increasing knowledge, finding causes, and developing solutions. It then describes the Framework Validation Method, which involves listing assumptions, classifying them into measurable and non-measurable categories, collecting and analyzing data, developing solutions, and creating an execution plan. Finally, it provides examples of how Eucliea has applied this method to help various organizations improve performance by invalidating incorrect assumptions.
The document outlines a process for developing an effective sales plan with 3 key steps: 1) Review the current state of the business including financials to understand issues and opportunities, 2) Identify and address issues that could prevent achieving sales objectives through factor and marketing mix analysis, 3) Develop clarity around vision, values, customer segmentation, and prioritized actions to grow sales.
The document discusses the mission and vision of businesses. It defines a mission statement as outlining the fundamental purpose and reasons for an organization's existence. Mission statements can be narrow or broad in scope. Effective mission statements should answer questions about customers, products, markets, technology, growth, philosophy, competitive advantage, public image, and employees. The document also defines a vision statement as depicting the future state an organization aims to achieve through strategic planning. It highlights the importance of mission and vision statements in providing organizational focus and direction.
This two-day forum provides an opportunity for marketing professionals to learn about new trends and insights in strategic marketing. Over the course of presentations and workshops, attendees will gain practical knowledge on topics such as product innovation strategies, aligning marketing with business strategy, leveraging social media, measuring marketing ROI, and designing strategic marketing plans. The forum is aimed at senior marketing executives and is designed to provide perspectives and best practices for shaping effective marketing strategies.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
Vision and Goals: The primary aim of the 1st Defence Tech Meetup is to create a Defence Tech cluster in Portugal, bringing together key technology and defence players, accelerating Defence Tech startups, and making Portugal an attractive hub for innovation in this sector.
Historical Context and Industry Evolution: The presentation provides an overview of the evolution of the Portuguese military industry from the 1970s to the present, highlighting significant shifts such as the privatisation of military capabilities and Portugal's integration into international defence and space programs.
Innovation and Defence Linkage: Emphasis on the historical linkage between innovation and defence, citing examples like the military genesis of Silicon Valley and the Cold War's technological dividends that fueled the digital economy, highlighting the potential for similar growth in Portugal.
Proposals for Growth: Recommendations include promoting dual-use technologies and open innovation, streamlining procurement processes, supporting and financing new ICT/BTID companies, and creating a Defence Startup Accelerator to spur innovation and economic growth.
Current and Future Technologies: Discussion on emerging defence technologies such as drone warfare, advancements in AI, and new military applications, along with the importance of integrating these innovations to enhance Portugal's defence capabilities and economic resilience.
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1. Business Development
Presentation
Confidential –Internal use only – do not distribute
HEED S.A.L. | Introduction 1
2. Introduction
Our society has become so results driven and oriented where everyone is looking for the quick fix, which in turn
st Introduction Introduction
produces a lack of quality and depth, accordingly heed came on the 1 of January 2011, to fruition through the
& Purpose
experiences and mentality of the founders.. With our solid experience and understanding of our society and the
way of selling, we came with our mission and through our Business Development Performance System (BDPS)
to bridge the gap and go all the way to be the catalyst in changing the sale approach in the MENA region. Philosophy
Philosophy
Heed, “to pay close attention to”, our name embodies the philosophy and approach that runs through the core Approach Buildup Breakthrough
of our organization and program. We listen, without judging, since the moment we judge we stop listening. At Flywheel
Heed, we assist companies in having an on-going increase in their business development and sales performance
and driving tangible results. Our modular systems have been carefully crafted and developed with the intention
of tapping into and unleashing the ocean of potential within organizations on the macro and the micro level. Chinese Bamboo
“It’s not possible to discover the ocean unless one is willing to lose sight of the shore.”
Solution Formula Explanation - Customer Segmentation
Approach and Methodology
At Heed we work in tandem to understand your challenges, and objectives while maintaining your culture, and Strategy
upholding the ideals and vision that your company embraces. We follow the process consultative approach
with a buildup-breakthrough flywheel model to insure consistency and coherence until we guarantee the Mapping Process
success of the project execution.
Conclusion Sales Strategy
Partnering with Heed will commence by conducting a detailed analysis, through identifying your challenges,
measuring every internal and external sales factor while having a thorough understanding of your objectives.
This process is performed on a research analytical base and conducted in a project management plan
Plan Phase I
timeframe, while leaving no stone unturned. This goes beyond assessing your sales performance, to widen the
scope and evaluate scientifically your sales organizations with an eye toward developing a bespoke performance Phase II
system.
HEED S.A.L. | Introduction 2
3. HEED Business Mission
Every company has a mission and a story to tell — about its history, its vision and its key people. The mission must be more than an aspiration to sell more products and services.
It is really the core statement about why you are in business, what “valuable formula” will distinguish you from your competitors, and how do you relate to your customers and
employees. This narrative is important information to ground you and the reader in introducing the company.
HEED was founded in 2011 with a sole purpose to assist organization in having an on-going increase in their sales
performance through changing, developing and refining the way of selling.
Mission
Heed assists organizations in having an on-going increase on their sales performance.
Vision
Heed envisages being the catalyst in changing the culture within the sales approach in the MENA region.
Objectives
HEED 2012 overall objectives:
Build to Last: Develop a structured replicable process in order to build upon the fast growth of HEED.
Develop a complete team well experienced to be a prototype for replications. A team builds from a PM and two research analytical associates.
Deploy four successful projects or at least be engaged with four.
HEED S.A.L. | HEED Business Mission 3
4. SWOT analysis
SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved. It involves specifying the objective of the
business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve thus we have a clear picture to set the strategy
accordingly.
Strength Opportunities
100% successful stories for different clients in different growth Sales is the back bone of companies, all need to further develop it.
stage. The program is New to the market
Renewals of clients The trend into going to structured program and implementing
Low cost of developing the program since it is development structured methodologies in the organizations will work on our
internally by the team while executing for the clients side as USP (unique selling proposition)
Structured management culture and mentality. Not much direct competitors
A unique selling opportunity in having a completing structured Threats
performance system not only training or coaching or any non- The market is not well educated and evolved for such program
structured consulting program. And this difference is crucial. Competitors are taking the easy way by providing a non-
A good knowledge and feel of the Lebanese market (target market) complicated high level in-direct competitor program (training,
as well as the program coaching and non-structured consulting) and this difference is not
Beirut central district office location that gives better image for the easily recognized
company Long sales cycle for such intellectual program in our market that
High quality service embodied in the culture as well as the project might affect hardly on our cash flow
mentality. Most of the market is a family old age organizations, and such
The young energetic team people is difficult to move from their comfort zone and their way
Weaknesses of doing things to the new professional trends. This will be an
The lack of potential prospect clients in the pipeline obstacle in selling
Vulnerable financial funds The social-cultural approach in Lebanon and the MENA that is
Low investment in marketing mostly influenced by the friendly relationship and taken by the age
No accreditation or international franchised system rather than their expertise.
Program is not ready to be deployed at large companies
Program difficult to be replicated
HEED S.A.L. | HEED Business Mission 4
5. Overview
Introduction
Heed is a boutique consulting firm operating from a principal hub in Beirut, with a sole
purpose of changing, developing and refining the way of selling. With our solid experience •We will peruse your product/ solution and the markets.
and understanding of our society and the way of selling, we came with our mission and strategies and
•We will examine your sales strategy, vision, culture , and
through our Business Development Performance System (BDPS) to bridge the gap and assist
plans history.
companies in increasing their sales performance while creating sustainable improvements
and driving tangible results. Our modular system has been carefully crafted and developed
with the intention of tapping into and unleashing the potential within organizations on the
•We will identify and examine the current processes and
macro and the micro level. processes procedures
So what we do varies and depends on your objectives and challenges you are facing. We
address the macro level by facilitating a sales strategy (targeted offering, targeted market, •We will identify the competency gap of every individual as
customer segmentation, sales model, and structure). We further work on the process, well as his attitude, behavior, approach and intellect.
mapping your sales process with all guidelines, tools and maps needed to bridge the gap
people •We will identify the headroom for change and the ability to
between rainmakers and average sales people. Finally we work on your people, keeping an adapt to new culture.
eye on directing training and coaching your sales force with this cultural evolvement.
What differentiates us is the approach, as process consultant going to the root cause of the
problem leaving no stone unturned.
HEED process consultants are handpicked for their specific business experience and acumen
for heeding to your challenges and objectives, moving together shoulder to shoulder for
building a solid solution with an action plan for execution. At HEED, we guarantee to you a
high-quality, professional consultancy service that will meet your objective and scope. Our
program is exclusively dedicated to increase your sales, market share and achieve set
objectives and goals.
HEED S.A.L. | Overview 5
6. Strategy and Plan
This chart shows in details the sales figures of the company divided into Rent –
Sale as well as Commercial – Residential along the year of 2011.
The Total shows the sales figures of the company which is the summation of
Commercial + Residential.
Progress
Sales is the backbone and as this line indicates a big variance in the peaks and
valleys in the first two quarters. Thus this set the company in a very unstable cash
flow and growth, much difficult for the management to strategize and plan upon.
On the other hand the curve shows continuous progress in the second annual,
reaching the peak in sales in December with 69,564$ leading a positive and
steady increase in growth since the first of August.
We believe, that we should leverage on this history to achieve a continuous
increase in the sales performance while lifting the plateau.
HEED S.A.L. | Overview 6
7. The data collected from Requests goes back to four months only. This
chart shows in details the number of requests to the company divided
into Rent – Sale – Commercial – Residential along the 4 months.
The Total shows the number of requests to the company which is the
summation of Commercial + Residential.
HEED S.A.L. | 7
9. The Comparative Study
Introduction The Number It is the number of sales people available at the client
of Sales
( ) ( ) (
People
)
In the current study, it represents the total number of sales
people regardless of.
Ceiling of Requests
Total All figures were shown in the above tables to show the total
Ceiling number of request/salesperson = ( ) ( ) Number of traffic in 2011 based on the average of latest 4 months * 12
Requests months.
Maximum Number of Request for every Sales
Person
Traffic =
Hrs per sales
÷
Avg hrs /
X % Of closing % of closing The weighted average (8.76%) of closing ratio between sale
person/year customer
ratio (0.43%) and rent(9.55%) was calculated based on the effect of
279 = 1050.00 ÷ 43 x 8.76%
deal
Maximum Number of Requests / month
Total Number
Avg Number of Requests/Month = / 12
of Requests
23.23 = 279 / 12
Hours Per The weighted average = 43 hrs/customer for the sales person not including the closing cycle
Customer
Maximum Number of Potential Deals for ever Senior The weighted average = 16 hrs/customer for the senior to do the closing cycle
Hrs per Avg hrs /
Number of Potential Deals = ÷ X % Of closing
senior/year customer
125 = 1200.00 ÷ 16 X 60.00%
It was calculated based on the 48 hrs/week and then deducting all annual leaves ,
Total sick leaves, floor time hours, training and coaching hours with HEED.
Maximum Number of Potential Deals / month Number of
Number of Potential Deals/Month = Total Number of Potential Deals / 12 hours/year The average is 900 hours for every sales person and 1050 hours for a senior
10.42 = 125 / 12
The ceiling hours is 1050 hours for a salesperson and 1200 hours for a senior
HEED S.A.L. | The Comparative Study 9