NZ Sales Manager e-Magazine

NZSALES

NZ’s e-mag for sales leaders

How’s the Heat Under Your Seat?Lessons from ‘The Art of War”

Connecting with your audience

B2B Sales Qualification launched

What do you want your customer to do next?

oCToBer 2012 Issue 65

http://bit.ly/NZSMweb


www.nzsalesmanager.co.nz / 2

CoNTeNTsTHIs WeeK's musT read

HoW’s THe HeaT uNder your seaT?

Time Management

lessoNs from “THe arT of War”

A perspective on Sales Leadership

BooK reVIeW

Strategic Sales Presentations

QuICK fIx

It’s not what you sell, it’s how you sell.

fIVe mINuTes WITH

TraCy CousINs

TWo mINuTe ToP-uP

CoNNeCTINg WITH your audIeNCe

Using ABCDE

CaleNdar

B2B sales QualIfICaTIoN lauNCHed

THe Close

6

10

14

15

16

18

21

22

23


3 / www.nzsalesmanager.co.nz

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from THeedITor

New Zealand’s first

sales qualification

has been a couple

of years in the making, so

it is great that the Retail

Institute have now released

the NZQA Level 3 National

Certificate in Sales.

The adoption of B2B sales

qualifications and assessment

will provide sales people with

a recognised qualification

and provide employers with

a benchmark of capability,

and allow them to offer more

structure for career progression.

The Retail Institute are

not training providers,

rather they are the Industry

Training Organisation that is

responsible for administering

the sales qualifications. They

also administer the well

established qualifications in

retailing. Check this out, and

post your thoughts through

the NZSM LinkedIn group.

In this issue we kick off a new

regular feature where we fire

a few questions at one of the

Nations sales professionals.

There are thousands of us

out there each and every day

facing the challenges of sales

and sales management, and

enjoying the rewards as we

go. We hope you enjoy the

thoughts and reflections of one

of your peers in each issue.

Happy selling

Paul

ABOUT /

Short and sharp, New Zealand

Sales Manager is a free e-magazine

delivering thought provoking and

enlightening articles, and industry

news and information to forward-

thinking sales managers, business

owners and sales professionals.

EDITOR / Paul Newsom

ART DIRECTOR / Jodi Olsson

GROUP EDITOR / Trudi Caffell

CONTENT ENQUIRIES /

Phone Paul on 04 586 4733 or email

[email protected]

ADVERTISING ENQUIRIES /

Phone Richard on 09 551 0607 or email

[email protected]

ADDRESS / NZ Sales Manager, C/- Espire

Media, PO Box 99758, Newmarket,

Auckland 1151, NZ

WEBSITE / nzsalesmanager.co.nz

IssN 2230-4762

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By Jeff Ribman

HoW’S THe HeAT UNder YoUr SeAT?Time Management

musT read

Time is increasingly

becoming a scarce

resource. Many of us find

that we are time poor – too much

to do and not enough hours in the

day. Increasing demands at work

with fewer resources make time

management skills more critical

than ever before.

Business success is becoming

dependent on staff’s ability to

manage their time effectively. It

relies on staff spending time on

the tasks that will generate the

greatest return. Spend time on

things that will make a difference

to the business.

We know that effective managers

of time prioritise and they’re

disciplined.

These two words are the key ones

to keep in your mind when going

about your daily business. Is this a

priority? Am I disciplined enough

to only work on the priorities?

Think about some of the

consequences for not managing

time effectively: stress, anxiety,

missed deadlines, missed

opportunities, missed family

time, not turning out the best

work, appearing unprofessional,

feeling dissatisfied with your

effort, feeling out of control,

taking time off work, heart

attacks. The list is endless – there

are many reasons to make this

topic a priority for you.

All time management

programmes will tell you to keep

a time log on how you spend

your time – awareness of where

your daily 24 hours is going is

the first step on working out

how effectively you’re using your

time at the moment. Only when

you have awareness of this can

you look for ways to make any

adjustments.



musT read

Many people don’t go to the

trouble of doing a time log

however (it takes time!) and as a

result they never fully understand

how to get the most out of every

moment. This is where ‘priorities

and discipline’ come in – a time

log is a priority to get you started,

discipline is required to do it.

Look at it from a global

perspective:

When thinking about how you

spend your work time there are

two questions that should come to

mind every time:

How is it helping me keep the 1.

business?

How is it progressing new 2.

business?

When you are in front of

customers are you spending time

with them or investing time in

them? You invest time to help

discover more needs and wants

for your customer. If you are just

spending time, you might be

leaving money on the table for

the next professional that comes

in to their office. Take the time to

truly listen to your customers and

discover why they want to move

forward with you today instead of

waiting to replace a broken item.

Sales people are in the business

of generating sales – your

organisation relies on your ability

to do one of these three things

while in the field:

Prospect1.

Present2.

Follow up.3.

Check all the time whether your

activities are aligned to these

things. It takes awareness of what

you are doing and then discipline

to work out how to minimise the

things that are distracting you

from getting on and doing the job.

The consequence is a disruption to

your ‘life-work’ balance.

Take some time to understand

how to work out what your

priorities are.

Steven Covey developed a model

to help work out which tasks

should be done first, which ones

should be planned, minimised or

Discretionaryhrs



eliminated. His model requires

you to think about your tasks

in terms of how important and

urgent they are.

Sometimes you are asked to do

something urgently however if

you think of the importance of

that task in helping you achieve

your business outcomes, it ranks

as low. Conversely, many things

we don’t do are the things that

are important to the business.

We don’t do them because they

haven’t become ‘urgent’ yet!

musT read

You can usually gauge the

importance of a task by the feel

of the ‘heat under your seat’

when you don’t do it. The size of

the consequence for not doing

something is the ‘heat’ and it’s

under your seat because it’s your

responsibility. Thinking about ‘the

heat under your seat’ is a great

way to work out what you need

to be doing. The disciplined time

manager will plan to do these

tasks and stick to the plan.

The ‘should do’ tasks (quadrant 2)

may include those tasks that will

help you progress the business.

They may not be urgent yet but

are likely to become urgent as the

deadline for completion looms

closer. Identify these tasks and

schedule some time to do them.

Stick to the schedule!

The ‘could do’ tasks (quadrant 3)

are often those that have been left

to the last minute and have now

become urgent. They distract you

from the important tasks because

of their urgency – they need to

be done now! Once you work out

what these are, the next step is

to work out how to minimise the

number of these tasks. Sometimes

poor planning on someone else’s

part means that the task becomes

urgent on your part.

For example, your manager has

left their business plans to a week

before it’s due and now they

realise they need some information

from you. Due to the urgency of

the plan, you need to drop what

you’re doing and get them the

information they need. If you had

been given a month’s notice about

this, you would have recognised

that it was important, but not

urgent, and planned to do it.

High urgeNT low

High I m P o r T a N C elow

The majority of your time should be spent in quadrants 1 & 2

Here are some other examples of what other tasks could fit into this model.

must do: Make appointments for key customers

should do: Develop processes to make my reporting requirements easier

Territory Plan

Could do: Answer queries from customers who are not important ones

eliminate: Offering catering when I can get the appointment without it.

Too much time on small talk



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you make the sale”

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Call Murray Beer on 021 279 2783 or email [email protected] today!

Generating consistent and qualified appointments can be a mundane and time consuming process...

Let the experienced professionals at Ibex Marketing set them for you so you can spend more time meeting with

prospects and helping them solve their problems!

jeff ribman is a Business mentor with a breadth of expertise from start-ups, to sales, to succession planning. for more information, visit www.linkedin.com/in/jeffribman

fINd aNoTHer Way

A key part to time management

is being alert for different ways

to achieve the same outcome.

There is usually always another

way, we often just don’t look for it.

Consider this simple analogy:

If you had to make 3 lots of

sandwiches for lunches 5 days a

week, each time it takes about 15

minutes to get all the ingredients,

make 3 sandwiches, pack them up,

put the ingredients away, clean up

the mess. 15 mins/ day x 5 days

a week = 1 hr 15 mins a week x 4

weeks a month = 5 hours a month.

5 hours a month. 65 hours a year

making sandwiches!

The other way: once a week get

out all the ingredients for a week’s

sandwiches, make them, wrap

them up, put them in the freezer,

put the ingredients away, clean the

mess. 30 mins per week, 26 hours

a year – 39 hours saved on this

chore. That’s almost a full working

week per year.

Develop your ability to question if

there is another way to complete

some of the tasks you are

required to do as part of your job.

Explore alternatives. Get creative

and share your great ideas with

the team.

TyPICal road BloCKs

We all have some of them. Know

what yours are and be disciplined

about not letting them get in your

way of achieving your goals. Here

are some examples:

Procrastination – jobs that you •

don’t like doing or are too big

to get started

Perfectionism – known to be •

the thief of time – think about

the 80/20 rule

Not saying ‘no’ – taking on too •

much, some being outside our

key objectives

Interruptions –dropping •

important things for someone

or something else

Emails - too much, too often•

Socialising – too much, too •

often

Surfing the web – too much, •

too often

What are the other things that get

in your way? ■

http://bit.ly/srnr4p


LeSSoNS from “THe ArT of WAr”A perspective on Sales LeadershipBy Alex Chan

2,500 years ago the

Chinese general Sun

Tzu wrote a 13 chapter

‘how-to’ manual on winning

war. It has been suggested that

if the United States of America

was more familiar with this book

sooner, they may have avoided the

Vietnam and Korean Wars. Today

it can be found in the business

section of your local book store.

It is studied in military academies,

read by sports coaches, and

by CEOs. It has formed the

basis for conducting business in

competitive environments around

the world. In today’s challenging

economic times, what attention

should leaders give to these

ancient writings which are just as

relevant in the 21st century as they

were when they were written?

Today’s managers would do well

to heed his opening words in



LeSSoNS from “THe ArT of WAr”

Chapter 1: 3, 4 – “The art of war,

then, is governed by five constant

factors, to be taken into account in

one’s deliberations, when seeking

to determine the conditions

obtaining in the field. These are:

1) Moral law, 2) Heaven, 3) Earth,

4) The Commander, 5) Method of

discipline.”

‘Heaven’ refers to night, day,

and the seasonal conditions.

This can be likened to economic

conditions. ‘Earth’ refers to

distances and terrain, and can be

interpreted by business people

as market conditions. ‘Method of

discipline’ is understood to refer

to the command structure of the

army and management of logistics.

Modern business applications refer

to the existence of processes (such

as CRMs), the structure of the

sales team including sales support.

However, there are two factors

we will give special focus to: ‘The

Commander’ and ‘Moral Law’.

What is the significance of these

two factors, particularly when the

economic going gets tough?

THe CommaNder

This clearly refers to the

leadership of an organization.

The challenge faced by many of

today’s managers is that they have

backgrounds as good technical

workers who were promoted to

their current management roles.

They know their industry well,

but cannot distinguish between

management and leadership

beyond a mere intellectual

understanding.

Leaders think more strategically,

whereas managers tend to get

bogged down operationally.

The latter are effectively in the

trenches with the troops instead

of on the hill where they can

concentrate on what’s going on

around them.

If this aspect of The Art Of War

was understood by Robert E. Lee

at Gettysburg, then that fateful

battle may never have been

fought. On that disastrous day

he committed his entire army to

what began as a skirmish whilst

trying to locate a supply of boots.

In doing so he allowed himself

to commit all of his resources to

an operational matter instead of

concentrating on his main strategy,

which was to capture a town of

strategic importance. Lee’s loss on

that disastrous day along with the

appalling casualties suffered by his

troops was a major contributor to

his Confederate Army losing the

entire war.

Business managers likewise must

understand strategic concepts

instead of reacting to operational

issues to the detriment of the

overall plan, and losing their nerve

when things get tough, retreating

into a corner.

SunTzu faced this dilemma of

tough times. Being outnumbered

ten to one, he could have

retreated into a corner and

fortified his defences. But instead,

he went on the attack, and actually

invaded enemy territory. Realizing

conventional warfare would be

suicide, he engaged in a guerrilla

campaign which eventually won

him the war.

Likewise leaders who understand

strategy may for example, avoid

conventional quoting for business in

general where their prices are often

too high, and instead concentrate

“The art of war, then, is governed by five constant factors, to be taken into account in one’s deliberations, when seeking to determine the conditions obtaining in the field. These are: 1) moral law, 2) Heaven, 3) earth, 4) The Commander, 5) method of discipline.”



their forces on vertical markets and

key centres of influence.

A commercial example of retreating

into a corner is savage cost cutting

in a bid to reduce overheads,

and in the process, destroying

the very troops who make you

money. These troops might include

your sales force or marketing

spend. Recanting on commission

payments, sacrificing training which

gives them the competitive edge

they need, cutting advertising –

all of these things are frequently

the first casualties caused by

operational thinking during tough

times. Of course, these cut backs in

reaction to tough times only serve

to compound the problem. With

your sales troops demoralised and

marketing decimated, sales decline

further, and … well you know how

it goes. We call it the Death Spiral.

As Tom Peters says, “You can’t

shrink your way to greatness”.

But mor is needed in addition to

strategic thinking. Leaders must also

win and retain the confidence of

their troops, which brings us to the

next factor of Sun Tzu – Moral Law.

moral laW

What does Sun Tzu refer to when

he sites Moral Law amongst his

five factors? Moral Law refers to

troops possessing unwavering

faith in their commanders. They

are the warriors who will loyally

fight against all odds, even to

the death. In other words, a key

attribute of business leaders is the

ability to motivate and lead their

staff, in spite of the challenges

they face.

Too often we see poor change

management during tough times,

especially when the change

includes cut-backs. The life is

sucked out of our team, who

become less productive or look for

alternative employment, and the

Death Spiral begins.

Good leaders rally their people

and openly discuss the challenges

ahead. But they don’t just

highlight the challenge. They

inspire a vision, and provide focus

on where they want their team

to concentrate their energy for

the best results. They consult for

ideas so that staff have ownership

of both the challenge and the

solution. As a result of doing this

some staff have willingly accepted

temporary pay cuts or shorter

working hours for the good of the

company. In other cases, we have

seen huge sales and productivity

drives. Sales and productivity

bonuses coupled with a ‘we-can-

do-it’ leadership style have been

the cause of pulling companies

out of ‘bust’ and into ‘boom’ with

some of our clients.

So how is our Moral Law? Is staff

morale positive and high? How

loyal are they to the management

team and to the company?

The state of our Moral Law is

directly connected with the

calibre of our commanders. Are

our commanders managers or

leaders? Remember, Sun Tzu

says in Chapter 1: 14, 15, “By

means of these … considerations

I can forecast victory or defeat.

The general that hearkens to

my counsel and acts upon it

will conquer – let such a one be

retained in command!” ■

alex Chan, of salesstar.com, specialises in winning major sales and sales leadership. To hear more about sales leadership and what you can do to get greater results reserve your seat at salestar.com’s limited capacity event The sales leadership association, November 21, auckland.

“By means of these … considerations I can forecast victory or defeat. The general that hearkens to my counsel and acts upon it will conquer – let such a one be retained in command!”



http://bit.ly/PGZAYj




sTraTegIC sales PreseNTaTIoNs

When your big moment

comes, will you be

ready? Strategic sales

presentations, those given to

high level decision makers at the

crucial time in the sales process,

are the most highly leveraged

activities in sales-and those that

most sales professionals are least

prepared for. Strategic Sales

Presentations prepares you for

the presentations that could make

or break you as an accomplished

sales professional. And it will

help polish your skills for any

presentation that matters. This is a

presentation book like no other! In

Strategic Sales Presentations you

authors: Jack MalcolmPublisher: Libertary CompanyPrice: $24.99 from fishpond.co.nz

BooK reVIeW

will improve your ability to position

yourself strategically for success,

craft presentations that speak

the language of senior decision

makers, and deliver engagingly,

confidently and professionally.

You will see the concepts in

action as Jack Malcolm expertly

weaves an example of a strategic

sales presentation throughout

the book. Implement the ideas

from this book and you will be

able to create a clear, concise,

compelling presentation that

you will be able to confidently

present to executives. This book

will take your presentations to a

new level! ■

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IT’s NoT WHaT you sell, IT’s HoW you sell.

QuICK fIx

WHAT do YoU WANT YoUr CUSTomer To do NexT? If you are expecting a reply from a

customer or prospect, and it doesn’t

come through, do they know what you are

expecting them to do next?

Before you send your emails and sales letters,

you must answer this question for yourself,

‘what do I want my customer to do next?’

Then make sure this is clear in your

communication.

It might be clear cut – for example, ‘to meet

your required delivery date we need your

instruction to proceed by this Friday.’

If it is a bit more complex and for a softer

approach, you might simply say ‘I suggest the

next step is to……. ■

QuICK fIx


http://bit.ly/IvZ4K3


fIVe mINUTeS WITH TrACY CoUSINSTRACY COUSINS HAS BEEN IN SALES FOR 25 YEARS, AND MOST RECENTLY A SALES MANAGER FOR CROxLEY WORKING WITH A TEAM OF EIGHT SALES PEOPLE.

WHy dId you geT INTo sales?

Enjoyed helping business grow and be more effective

because of the services or products we promoted.

Enjoyed meeting people and enjoyed the financial

rewards and control you had.

WHere dId you learN To Be a sales

maNager?

Mentors, surrounding myself with good leaders,

listening and learning from how they behave, make

decisions and take action. Training and development

in soft and hard skills. Life lessons.

WHaT Is THe BesT THINg aBouT BeINg a sales

maNager?

Seeing those around you achieve beyond their

expectations

WHaT do you looK for WHeN reCruITINg?

Heart, commitment, willingness to trust and work

consistently to a plan. Ongoing learning and

inquisitiveness about business and enjoyment at

seeing your clients succeed because of how you

helped them. Thrill of being in control of your

financial future.

sales suCCess you are mosT Proud

of? Seeing my team get sales or have value add

conversations with clients they did not think they

could.

WorsT sales momeNT. Can’t remember one off

hand except that what I perceived as often my worst

was in fact the best learning opportunity I could have

and an opportunity to improve often resulting in

winning back the business.

adVICe for someoNe CoNsIderINg a

Career IN sales maNagemeNT? It takes

managerial courage, political savvy, resilience and a

desire to help others achieve their goals before you

can achieve yours. ■

fIVe mINuTes WITH



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How do you connect

with your audience

when you’re giving a

presentation?

Remember that you’ll likely have

a variety of different personalities

in your audience, all with different

preferences and priorities.

Here’s an easy-to-remember

guide to use when you’re

planning your presentation to

make sure you are building in

aspects which will help you

engage as many of your audience

as possible.

Think ‘A,B,C,D,E’....

a- stands for ‘All’ - We

all have the ability to

change our priorities and

preferences, so it’s important to

keep an open mind as regards

your audience, and to realize that

they could respond differently than

expected from time to time.

The B, C, D, and E stand for the

FOUR common human behaviour

types that you will likely

encounter in your audiences:

B - stands for ‘Being’ -

People who display ‘being’

behaviour will tend to be

more relaxed and easy listeners.

They will respond to a warm

and harmonious tone in your

presentation.

C - stands for ‘Checking’

- People who display

‘checking’ behaviour will

focus on the details and your

getting things ‘right’. To better

engage these types, ensure you

are well-organised and have your

facts and figures correct.

By Sally Mabelle

Using ABCDE

CoNNeCTING WITH YoUr AUdIeNCe

2 mINuTe ToP-uP



2 mINuTe ToP-uP

sally mabelle, ‘Inspirational speaker of the year’ 2011 NsaNZ, empowers you to find and express your authentic voice. To find out more visit www.sallymabelle.com

d- stands for ‘Doing’ -

People who are ‘doers’

want you to make your

point sharply and quickly, so

best for you to get to your point

directly and assertively to engage

these people.

e- stands for ‘Expressing’ -

People who are expressive

love to interact and have fun.

Include plenty of action and

interaction for these people,

make them the centre of attention

through focusing on making them

feel noticed.

It’s important when crafting a

presentation to research your

audience beforehand if you can.

The more you understand who

they are and what’s important to

them the better your connection

will be. If you are not familiar with

the audience, your preparation

can be a little trickier. Thats when

it is useful to apply the A B C D E

technique and to build in aspects

to address each of these different

kinds of people.

So remember your A, B, C, D,

E’s if you want to improve your

ability to engage an audience.

Enjoy practicing with the abundant

opportunities you’ll encounter in

Life as you engage with a variety

of different personalities.

Over time, notice how you

become more sensitive to the

needs of others and how that

improves your relationships

and the outcomes of all your

interactions and presentations.■

over time, notice how you become more sensitive to the needs of others and how that improves your relationships and the outcomes of all your interactions and presentations.


Do you have a great proDuct, service

or offer for :

YOUR VALUE PROPOSITION


NZSALESJUNE 2012 IssUE 61

NZ’s E-mag for salEs lEadErs

Sales Management MythsReprogram yourself for sales success

Sales role design, personality

and job satisfaction

Cure boring body language!

Learning from objections

Sales & Marketing Managers?GM’s & Business Owners?

High Performing Sales Professionals?

YOUR VALUE PROPOSITIONNZSALES

AUGUST 2012 ISSUe 63

NZ’S e-mAG for SAleS leAderS

Get rejected more often!Is Sales Management for you?Price increases? Don’t be sorry!

Selecting & implementing your CRM

NZSALES


The Myth of Exceeding Client Expectations

Are there natural born sales people?

How to bug me on LinkedInKeeping the door open when your

competitor is cheaperHave your say on sales qualifications

sePTemBer 2012 Issue 64

Let feLLow reaDers know about it with afforDabLe casuaL aDvertising rates for nz saLes

manager subscribers. share your business with thousanDs of forwarD thinking saLes managers,

business owners anD saLes professionaLs in nz

Email Richard Liew at [email protected] for

all enquiries, bookings and ad specifications

Online • Targeted • Affordable

emailto:[email protected]

http://bit.ly/mG0JzR

CaleNdar


daTe Name PlaCe ComPaNy lINKMonday 5th November -

Wednesday 7th November

franklinCovey: The

7 Habits of Highly

effective People

Auckland David Forman http://www.davidforman.co.nz/Our-

Programmes/Personal-Effectiveness/

Franklin-Covey-7-Habits-of-Highly-

effective-people.aspx

Tuesday 6th November Cold calling and

prospecting

Top Achievers

Sales Training

www.topachieverssalestraining.

co.nz

Tuesday 6th November Negotiating skills Wellington Scotwork www.scotwork.co.nz

Monday 12th November -

Tuesday 13th November

Winning Proposal

strategies

Auckland Shipley NZ www.shipleywins.co.nz



Negotiation Wellington David Forman http://www.davidforman.co.nz/Our-

Programmes/Sales/Negotiation.

aspx

Tuesday 13th November overcoming

objections

Top Achievers

Sales Training


co.nz

Tuesday 13th November -


Consultative selling Auckland SalesStar.com wwwsalesstar.com

Wednesday 14th November -

Thursday 15th November

Negotiating for

results

Auckland NZIM Northern http://www.nzimnorthern.co.nz/w

a.asp?idWebPage=16885&idDeta

ils=107



advanced sales

development

Auckland David Forman http://www.davidforman.co.nz/

Our-Programmes/Sales/Advanced-

Sales-Development.aspx


Thursday 22th November

sales development Auckland David Forman http://www.davidforman.co.nz/

Our-Programmes/Sales/Sales-

Development.aspx



Key account

management

Wellington NZIM Central http://www.nzimcentral.co.nz/

training/course.a4d?gCode=133

Tuesday 20th November How to retain clients Top Achievers

Sales Training


co.nz

Wednesday 21st November Business to Business

sales accelerator

Auckland Zealmark Group

Ltd

http://www.zealmarkgroup.co.nz/

profile_Business_to_Business.php

Wednesday 21st November The sales leadership

association event

Auckland SalesStar.com www.salesstar.com

Thursday 22nd November sales force launch Auckland Zealmark Group

Ltd

http://www.zealmarkgroup.co.nz/

profile_Foundations_of_sales_

Success.php

Tuesday 27th November Negotiating skills Auckland Scotwork www.scotwork.co.nz

Do you have a great proDuct, service

or offer for :

YOUR VALUE PROPOSITION


NZSALESJUNE 2012 IssUE 61

NZ’s E-mag for salEs lEadErs

Sales Management MythsReprogram yourself for sales success

Sales role design, personality

and job satisfaction

Cure boring body language!

Learning from objections

Sales & Marketing Managers?GM’s & Business Owners?

High Performing Sales Professionals?

YOUR VALUE PROPOSITIONNZSALES

AUGUST 2012 ISSUe 63

NZ’S e-mAG for SAleS leAderS

Get rejected more often!Is Sales Management for you?Price increases? Don’t be sorry!

Selecting & implementing your CRM

NZSALES


The Myth of Exceeding Client Expectations

Are there natural born sales people?

How to bug me on LinkedInKeeping the door open when your

competitor is cheaperHave your say on sales qualifications

sePTemBer 2012 Issue 64

Let feLLow reaDers know about it with afforDabLe casuaL aDvertising rates for nz saLes

manager subscribers. share your business with thousanDs of forwarD thinking saLes managers,

business owners anD saLes professionaLs in nz

Email Richard Liew at [email protected] for

all enquiries, bookings and ad specifications

Online • Targeted • Affordable


B2B SALeS QUALIfICATIoN LAUNCHed

IN THe NeWs

retail Institute has been

working as a part of a

consortium set up to

evaluate the need for sales specific

qualifications in New Zealand.

The consortium consulted a range

of businesses that employ sales

people, and it was found that:

76 per cent said that sales •

qualifications should be

introduced.

52 per cent are interested in •

using the sales qualifications.

Many respondents involved •

in sales management feel

there is a big gap in sales

management capability and

training in New Zealand.

This feedback initiated a

collaborative project to develop

suitable sales qualifications for

sales professionals.

The National Certificates in Sales

provide qualifications mapped to

national standards and promote

learning and development among

sales professionals.

The qualifications will establish

recognised career entry points,

provide structure for career

progression, and set a benchmark

of competence and assessment that

adds value to the sales profession.

NaTIoNal CerTIfICaTe IN

sales (leVel 3) Retail Institute

has recently launched National

Certificate in Sales (Level 3). This

qualification is suitable for sales

professionals wishing to further

develop their selling skills.

The National Certificate in Sales

(Level 3) covers:

Marketing basics, target •

markets, and buyer behaviour

Developing effective business •

relationships

Using prospecting techniques•

Achieving goals and targets•

Understanding the actions of •

the salesperson

Managing time, sales •

expectations and professional

development

Negotiating and closing a sale•

Completing sales administration

to track sales performance and

provide product information to

customers.

It is reasonable to expect trainees

to complete the programme within

12 months.

Employers have the option

of supported or unsupported

training delivery. The supported

model uses the services of a

training provider to facilitate

training and assessment, while

the unsupported model expects

trainees to be supported through

their training and verified in their

workplace.

If your company has a group

of sales people wanting to

complete this qualification,

Retail Institute can work with

you to tailor the delivery of the

qualification to your business.

For more information please

contact Retail Institute on

0800 486 738. ■



‘first we will be the best, and then

we will be the first.’ - Lou Holtz

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