SaleSNew

Zea

land

ManagerIssue 2 / 28th May 2008

www.nzsalesmanager.co.nz

NZ’s fortnightly e-mag for sales leaders

DwaynealexanDerliving his goals - From new immigrant to CeO of a major nZ media company in just three years

MakIng the MOst OF

thOse Callshow to turn inquiries into sales every time

http://www.landrover.co.nz

nZsM / May 2008 / 3

CONTENTSISSuE 2 / 28Th May 2008

5

12

5 InterVIew Dwayne alexander: living his goals New Zealand Sales Manager sits down for an in-depth interview with sales success story, Dwayne alexander.

8 thIs weeks Must reaD Making the Most Of that Call how to turn prospects into sales every time.

8

10 twO MInute tOP uP how to Burn a Buyer alastair Noble looks at the little mistakes businesses make which can turn into customers off in a big way.

11 nZsM CalenDer

12 BOOk reVIew how to win Friends AndInfluencePeople By Dale Carnegie

13 sItuatIOns VaCant

15 the ClOse

15 In the next Issue

nZsM / May 2008 / 4

From the editor

So it turns out that I wasn’t the only salesperson who wanted a publication just for the sales profession. In fact since Issue #1 went out two weeks ago we have been overwhelmed with

more well wishes and “Good on ya mates” than you can shake a stick at.

That said, time is money, and if there’s one thing on everyone’s mind at the moment it’s money – or rather how little our money buys us these days.

Petrol, cheese, houses, beer…

as we enter less certain economic times it’s important to remember that as commission earning salespeople we are actually some of the luckier ones, with our earnings determined not only by the number of hours we work, but by how effective we are in those hours. More effective = more sales = more money. In other words, one thing that salespeople have in their favour is leverage.

So to reiterate the purpose of NZ Sales Manager, we’re here to pro-vide New Zealand’s sales professionals with information, articles, and ideas to help them leverage their time more effectively – to enable you to turn the 10 minutes it takes to read each issue into 10 hours of increased productivity.

Short, sharp and to the point is the key.

Just like this editorial.

Richard Liew

PS. You’ll notice that this issue is a significant step up in presenta-tion from Issue #1. a big thanks to our new designer Jodi Olsson for making NZ Sales Manager that much more digestable!

aBOut /

Short, sharp and to the point, NEw ZEaLaND SaLES MaNaGER is a free fortnightly e-magazine delivering thought provoking and enlightening articles, and industry news and information to forward-thinking sales managers, business owners and sales professionals.

eDItOr / Richard Liew

DesIgner / Jodi Olsson

aDVertIsIng enQuIrIes /

+64-9-3073519 or email richardl@

nzsalesmanager.co.nz

COntent enQuIrIes /

+64-9-3073519 or

email richardl@nzsalesmanager.

co.nz

aDDress / NZ Sales Man-

ager Magazine,127a Ponsonby

Road, Ponsonby, auckland, NZ.

+64-9-307 3519

weBsIte / www.nzsalesmanager.

co.nz

NZ Sales Manager is aRev Sales Network publication.

nZsM / May 2008 / 5

DwaynealexanDer:

I N T E R V I E w

these days Dwayne alexander makes overcoming adversity look easy. he is a director of two success-

ful companies, goals Inc. and alexan-der Communications, writes a business blog for the new Zealand herald called Inspired People and last year founded livemygoals.com - the ‘social network for goalgetters.’

But it’s been far from plain sailing for Dwayne,aswefindouthowlivinghisgoalsincluded going from salesman to CeO in just three years.

nZsM: Dwayne you came to new Zealand from south Africaeightyearsago–canyouexplainfirsthandwhatthe experience was like for you as a “new kiwi”.

Da: well my entry into New Zealand was not as smooth as I originally anticipated. In fact it would be fair to say that like many other immigrants, I “hit the wall” shortly after arriving here.

Coming from a senior management role in banking, I was assured by my immigration consultant and, indeed by personnel agencies and potential employers alike that my skills were urgently needed in New Zealand.

nZsM: and were they?

Da: well let’s just say that I’m not sure it was my ability to do the job that was a problem! after arriving in New Zealand, I was short-listed, wait for it, seven times for senior roles, down to the last two candidates. The end result of all seven of these encounters (which almost always involved psychometrics, references and hop, skip

and jumping) was that some lucky person landed the job that I wanted.

nZsM: Do you think new Zealand employers were wrong not to give you a shot?

Da: No. I wouldn’t have the opportunities I have today without the adversity I faced earlier on. I looked at this from two different perspectives.

After making the final two seven times in a row it was sometimes tempting to think I just wasn’t worthy of the career of my dreams in New Zealand and that compe-tition was too stiff, and that as an immigrant I would always be the last cab off the rank. I could easily have started to feel that people had it in for me and there was some plan to keep me down!

at the same time though I knew that everything we ex-perience is for a reason, and that employers here are no different than any other country and just want the best talent at the minimum risk to themselves. at that time my capital was draining fast and my mental reserves

lIVInghIsgOals

nZsM / May 2008 / 6

were dangerously low but I knew the right opportunity would surface as long as I didn’t give up and perse-vered beyond my comfort zone, and kept thinking out of the square.

Thankfully I chose to go with the latter, and have ended up employing many Kiwi’s and immigrants in the management roles I’ve had since.

nZsM:Andhowdidyougetthatfirstbreak?

Da: After five months of near misses it actually came in the shape of a tough minded blond entrepreneur of Dutch heritage, called helma Mitchell who had been in New Zealand for many years. we had one coffee and she hired me without even speaking to my referees!

nZsM: and what were you hired to do?

Da: My first role in New Zealand was actually selling advertising on some of the best radio stations in New Zealand. The role paid a small base salary and the rest was up to me. helma was both my lucky break and a mentor and she now runs a highly successful media placement company called MediaR.

nZsM: how close were you to giving up at that stage?

Da: I never give up, but at the time this opportunity came up it was just as easy to go back to South africa as it was to move forward in New Zealand. Obviously though I’m happy I chose the latter!

nZsM: AndhowdidyoufindsellinginNewZealand?

Da: well, sales is in my blood. I actually come from three generations of sales people. To me I had to make the most of that chance and I had already managed to win the Sales Person of the year award in a previous

media company. I then used that track record to be-come national sales manager of The Sunday Star-Times, and then proved myself enough to be offered a CEO in a sales focused business where the numbers counted every single day. The thing with selling is the numbers don’t lie.

nZsM: so from selling radio advertising to CeO for apnfindaltd.howlongdidthattakeyou?

Da: amazingly that all happened in the space of three years. From my last day in Radio to my first day as CEO.

nZsM: so two years later you started goals Inc. and launched livemygoals.com. what were you thinking?!

Da: well those early experiences in New Zealand taught me a lot about myself and how powerful we can be if we want to. It sort of inspired the conceptu-alization of Livemygoals which connects goalgetters to goalsetters by providing tools, techniques and inter-views with people who are doing it, have done it or want to do it. I guess I’d proved to myself that anything is possible so why not? It also gives me a chance to be a “helma” for others. I am helping people and compa-nies achieve their goals through Goals Inc. which is my consulting company.

nZsM: so have you got any advice for our readers, many of whom I’m sure will also be trying to get their firstbreakas“newKiwis”?

Da: My message to readers is that it is often darkest before the dawn and that your opportunity will ap-pear, as long as you keep striving for it and never give up. If you are looking to step up in your career or just improve your performance -there is no magic formula, except to keep persevering and adapting your strategy as you go along.

have a mindset of ‘my breakthrough is just • around the corner.’ask as many experienced sales people, including • managers and top sales producers as much ad-vice as you possibly can – write it down – learn-model-copy and paste their successful strategies.Get a mentor.• Be a mentor.• Take the back door to where you want to be – • rather than breaking down the front door and doing dam-age.Take one more risk- whether you have come • across the oceans, or from Nelson, Otago or Rem-uera, go a little further than you normally would.

Decide on your purpose- link what you are doing • with your purpose and persevere.Create some action, every single day, towards • your bigger purpose in life.Remind yourself that you may have to work • harder and smarter than everyone else Visualize already achieving what you want in fine • detail.Pay it forward, become ‘a helma’ to others.•

You can find out more about Livemygoals by visiting www.livemygoals.com, and find out about Alexander Communications by visiting www.alexandercommu-nications.co.nz.

Dwayne alexanDer’sgOalgettIng tIPs

nZsM / May 2008 / 8

But all too often, when we do receive these types of sales enquiries, we fail to capitalise on them and let what should be easy busi-

ness, slip through our fingers.

Typically the enquiry goes something like this.

The phone rings. “hello,” you answer, “how can I help?”

“well,” says the caller, “I need an XyZ service, how much do you charge?”

Now at this stage your heart starts doing double time. “This must be my lucky day!” you think to yourself, and so having already imagined ringing up the sale, you cheerfully tell your new prospect the exact price and prepare to take their order.

and then they utter the words all sales people and business owners dread, “OK thanks for that, I’ll call you back later.”

and in an instant, your dream phone call becomes just that – a dream! your prospect, who only seconds ago you thought was going to be the easiest sale of all time, is gone, usually forever!

as comical as it may sound, this scenario is being played out everyday, costing business owners and sales people an astronomical amount in terms of lost sales and wasted marketing and advertising dollars.

If this kind of thing is happening to your business or sales team, stop and think for a second how much it actually cost to get that prospect to call you in the first place. how much money did you spend on that yellow Pages ad? how much time and creativity was put into that brochure? how much money went into developing that website or advertising campaign? how much effort

did your company put in to delivering great service so your clients would refer more potential customers to you?

all too often the great work we put in to generate sales enquiries is undone because we are unable to convert them into sales when they do come in.So how do we ensure we make the most of these en-quiries in the future?

Several things happen that cause us to let prime sales opportunities slip through our fingers:

we get so excited about making a quick sale that we forget that we still have to put the work in and sell to them. Remember, the prospect hasn’t bought yet – at this stage it’s just an enquiry!

we assume that the prospect already knows what they’re looking for, so instead of taking time to try and find out what their real needs are, we simply give them an answer and hope that they’ll like it. unfortunately though our customers often don’t know what to ask for and simply start by asking about the one thing they do understand - the price!

If we’re only giving the caller a price, then our price is the only way they can compare us to our competi-tors. Inevitably they simply dial the next supplier in the phone book and keep going until they find someone cheaper or until someone is skilled enough to turn their enquiry into a sale.

If we’re only giving the caller a price, we miss out on the opportunity to present ourselves as experts in our field and therefore miss out on the opportunity to differentiate ourselves from our competitors.

MaKING ThE MOSTOF ThaT CaLL

If we’re only giving the caller a price, we miss out on the opportunity to present ourselves as experts in our field and therefore miss out on the opportu-nity to differentiate ourselves from our competitors.

It’s the dream scenario for business owners and sales people everywhere… receiving a phone call from a hot prospect ready to give you the biggest order in your company’s history!

T h I S w E E K ’ S M u S T R E a D

By Richard Liew

TuRNING IT aLL aROuNDhere are four easy steps you can take to ensure you and your team make the most of these hot sales opportunities:

STEP 1:Firstly, decide what the ideal outcome for an enquiry actually is and make sure your team knows about it. Depending on your business and your sales cycle, it may be completely unrealistic to expect a customer to make a buying decision after only one conversation with you. Instead you may just want to aim to arrange a meeting, or for them to come into your shop or to book an appointment - whatever the next step is in your sales process.

STEP 2:Make a list of the sales enquiries you receive most often from customers when they call in. For example, the most common one will probably be price related, “Can you tell me the price of your____________ ?” Other questions commonly asked are, “Do you have any _________?” or, “what types of _________ do you sell?”

STEP 3:Next, for each of the enquiries you came up with in Step 2, come up with a question that you can reply with that will enable you to shift control of the conversation from the customer, to you. This step is

absolutely critical if you want to have any influence over the direction and outcome of the conversation.

For example, if someone rings up asking for the price of sales training, you could turn it around very quickly by saying, “well we have several different types of sales training to cater to the specific needs of our clients, so the price varies. what results are you trying to achieve with your team?”

In fishing terms, your aim is to keep them on the hook long enough for you to get them into your net.

STEP 4:Once you’ve asked this first question you’ll then be able to proceed with your normal line of ques-tioning, allowing you to uncover and quantify the callers real needs and build urgency so you can get them to the next stage of the sales process - the outcome you determined in Step 1.

For anyone in the business of selling, planning for and practising taking those incoming enquiries before you actually get them, will enable you to maximise your chances of converting enquiries to sales, and do your marketing campaigns justice!

nZsM / May 2008 / 10

In hindsight now I have seen and been on the other side of the table in both the retail and B2B sales roles. when I was a pimply faced twenty year old

working in retail management Head Office used to dream up impractical policies all the time, I always used what I called the “monkeys in crystal palaces” rule. That is to say my support for a policy at store level dreamed up by the monkeys in the crystal pal-ace (head office) was directly proportional to my cus-tomer’s reaction to the policy. If it hindered or irritated my customers in any meaning way I binned the policy and promptly ignored any further orders to imple-ment it. I quickly found provided I had documented evidence from my customers then Head Office left me alone.

I have worked for B2B sales organisations providing capital equipment which had equally stupid procedures. This organisation insisted all customers go on seven day

credit terms, regardless of the size of the customer or the fact that our average sale was $10,000. This same organ-isation though would not deal with any supplier that did not give them 45 day terms, and would then often fail to pay suppliers on time. as a salesperson I found myself frequently having to mediate between my customer with whom I had a very fruitutious selling relationship and our rabid accounts team who would start causing six dif-ferent kinds of merry hell from the eight day onwards.

If you think about it there are examples all around, one of the major telecommunications suppliers in New Zealand which advertisers heavily as a business partner for large corporate, can’t even seem to process my address change for billing after six months and frequent calls and advice of change of address from me. Maybe it’s because my account is small and not a major corporate one? at the same time now though I am considering where to spend my corporate telecom-

munications dollar and can’t help but factor in the ineptitude of this supplier to do something simple for me as a customer on a personal level.

Getting back to my Mothers Day experience, I went to quite a major trendy book retailer. I chose three books for Mum approximate value $160. when I went to the counter I was asked if I wanted a bag, I said yes as it was raining cats and dogs outside and didn’t want to get Mums presents wet. I was told there was a ten cent sur-charge for a bag to take my purchase away in. I pointed out that it was raining but the staff member wouldn’t budge, I asked for a free paper bag alternative, they didn’t have one. I didn’t object to spending ten cents on a bag, I objected to spending $160.10. The reason why? a new corporate policy to discourage customers from relying on plastic bags, and to promote a greener environment! I have no issue with green policies in fact

I applaud them, however participation should be a choice, and common sense should apply when dealing with cus-tomers buying gifts on a wet day in a busy mall with only outdoor parking!

If I consider all these examples it seems almost too easy to “burn” or lose a customer, what’s a business to do with all these risks? I can’t help but feel the

solution is easy, as a sales professional I have always built my sales business around the customer first with everything else going backwards in importance from there. after all if you have no buyers your business won’t last long! The best business strategies are based around simplicity and building a bridge or relationship with your customers, make it easy for your customers to do business with you, don’t make them jump through hoops. Make your policies and market facing proce-dures with your customer in mind, if your customers don’t like them throw them away and start again, get feedback from customers. Be agile and adaptive to your customers as they grow in value and mature in buy-ing tastes. whatever you do don’t build a bureaucracy behind your business that drives new initiatives to burn your customers!

Simplicity and common sense sells, always!

recently I had the misfortune of encountering a stupid policy at a major new Zealand retailer while completing some Mothers Day shopping. It got me thinking about simple ways businesses ‘burn’ customers without even realising.

I have always built my sales business around the customer first with everything else going backwards in importance from there. after all if you have no buyers your business won’t last long!

Burn a Buyerhow toT w O M I N u T E T O P u P

By alastair Noble

nZsM / May 2008 / 11

FRI 27 JuNE

SuN 8 JuNE

Key accountManagementuniversity of aucklandauckland

7 habits Of highlyEffective PeopleDavid Formanauckland

Key accountManagementuniversity of aucklandauckland

Discipline & DismissalChamber of Commerceauckland

how To Improve yourBusiness writing Skillsuniversity of aucklandauckland

how To Improve yourBusiness writing Skillsuniversity of aucklandauckland

NegotiationDavid FormanaucklandPresentation SkillsDavid FormanwellingtonSales DevelopmentDavid FormanQueenstown

NegotiationDavid FormanaucklandPresentation SkillsDavid FormanwellingtonSales DevelopmentDavid FormanQueenstown

Time ManagementRichard Geeauckland

Constructing yourSales SystemChamber of Commerceauckland

Sales ManagementRichard Geeauckland

Sales BasicsRichard Geeauckland

Customer Service SkillsNZIMauckland

Real Estate MarketingSales & Marketing Ins.Prospecting for NewBusinessEMa NorthernDeveloping & Managing Business RelationshipsNZIMall auckland

Developing & Managing Business RelationshipsNZIMauckland

Customer Service SkillsNZIMauckland

Negotiation Skillsuniversity of aucklandaucklandSales PlanningDavid FormanwellingtonSales DevelopmentDavid FormanQueenstown

Negotiation Skillsuniversity of aucklandaucklandSales PlanningDavid Forman wellingtonSales DevelopmentDavid Forman QueenstownPaul Kernot - Preparingfor Tough TimesRSN auckland

Sales DevelopmentDavid FormanQueenstown

Sales DevelopmentDavid FormanQueenstown

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nZsM / May 2008 / 12

I would argue that there are not many timeless classics on selling. this is one.

First published in 1937, and revised many times, How To Win Friends And Influence People truly stands the test of time. although not written spe-cifically for sales people, in explaining why he wrote the book, Carnegie

makes the point that dealing with people is probably the biggest problem you face, especially if you are in business. he goes onto say that countless numbers of sales people have sharply increased their sales by the use of the principles in the book.

For example, I would hazard to guess that the six principles of part two of the book (Six ways to make people like you), will have appeared in any half decent sales training programme for decades, and will continue to do so:

- Become genuinely interested in other people- Smile- Remember and use a persons name- Be a good listener- Talk in terms of the other persons interests- Make the other person feel important – sincerely

The book has so many fundamentals on how to get on with people, every sales person should read it. I got my copy (a 1981 paperback version) for $7 from the local second hand bookshop. It’s a small investment for a treasure. Go and get yourself a copy today.

B O O K R E V I E w

hOw TO wIN FRIENDSaND INFLuENCE PEOPLE By

Dale CarnegieReview by Paul Newsom

nZsM / May 2008 / 13

S I T u aT I O N S V a C a N T

Business Development Manager- Media

• Media Sales in a dynamic environment with top rewards • Fantastic opportunity with a bright future • Retainer + Commission OTE $80,000 + rewarDs & BeneFItsExcellent remuneration package Very attractive rewards and positive acknowledgement for high achieversGreat training and support to get you starteda fun, dynamic and high-energy teamExcellent management, plenty of supportPlenty of opportunities to succeed and progress within the business COMPanyDynamic Internet Media business Very successful market innovatorFast moving dynamic industryInternational Business Smart, innovative and forward thinking people rOleResponsible for all aspects of business performance in your portfolioDrive business growth from existing accounts, and foster new relationshipsDevelop strong client relationships through a consultative selling approachDevelop new sales initiatives and present to market Enjoy the challenge of acquiring new businessa strong desire to have a successful career in salesa great attitude, highly driven to succeed and 100% fo-cused on providing outstanding service apply to Mike ShawRev Sales Networkphone +64 9 307 3519email mikes@rsn.co.nzweb www.rsn.co.nz

natIOnal sales Manager – FMCg

Jack Links NZ is seeking an experienced Sales Manager to take control of our NZ Sales Department. Jack Links NZ, part of Jack Links uSa the world largest producer of Meat Snacks, supplies both New Zealand and other world Markets with Beef Jerky as well as a wide range of other meat snacks.

while you will be very much part of the Jack Links team, the position is a sole-charge role which is very much “hands on”, dealing with all retail channels as well as the promotion and marketing of our product range.

The successful applicant will be highly motivated with a good track record and FMCG and the ability to get out and work alongside our distributors and customers. Based at auckland airport Oaks.

The negotiated package will include a motor vehicle. Please Email your CV to Maurice Crosby atmauricec@linksnacks.co.nz

sales & Marketing Manager –Birkenhead, auckland

• Key Senior Leadership role• Broad Business Scope

Since 1884 we’ve been crafting one of NZ’s favourite brands...”Chelsea”.

here’s your opportunity to take on a key leadership role with an organisation, who is proud to have a long and successful history manufacturing and marketing sugar, sweeteners & blended solutions for New Zealand and Asia Pacific customers.

Responsible for several business sectors, your extensive experience and well-recognised level of business acumen will enable you to successfully manage the complexity and variety required within this role.

you’ll have considerable senior level experience in sales & marketing business-to-business and retail environ-ments with a food industry focus. Outstanding negotia-tion skills are essential and exposure to commodity & foreign exchange markets will be advantageous.

Leading the company’s sales & marketing function you’ll be accountable for the development and delivery of budget and business plans across the business sectors and the development of a professional and competent team aligned to the “Chelsea” culture. Strong customer focus, strategic ability and leadership style will ensure high level of credibility both internally and with our customers and key stakeholders.

The chance to make a significant contribution to a unique and iconic business doesn’t come along every day!! apply online TODay!This position has been advertised on our parent com-pany’s website www.csr.com.au under the main heading People & employment > Job Vacancies.

nZsM / May 2008 / 14

S I T u aT I O N S V a C a N T

regional sales and servicesManager, Canterbury

• Coachingpeopletoprovidegreat customer experiences• Trueownershipofbusinessperformance

Do you get a thrill from coaching others and watching them excel?

are you passionate about achieving business results through

people?

we have an opportunity for you to use your coaching expertise to

continue the development of a sales and service team across our

PostShop Kiwibank network in Christchurch and surrounds. you

will be working with a mix of corporate ly owned and franchised

PostShops offering you a degree of complexity. while no two weeks

are the same, your responsibilities will include embedding a high

performance sales and service culture, influencing key stakeholders,

business management and planning and sales and revenue growth.

To ensure your success in this role it is crucial that you are a moti-

vated professional, who values honesty, being the best, accountabil-

ity and people recognition. you will be able to demonstrate sound

business acumen and managerial courage and have a reputation for

being a successful people leader.

Our diverse PostShop Kiwibank network, incorporating corporate

and franchise stores, deliver comprehensive postal and financial

services to a diverse range of customers. Our vision is to be the

vital link connecting people, helping New Zealand run through

providing the services and experiences our customer’s value.

we believe in creating a culture where our people are motivated to

do their best every day, and are focused on the customer to optimise

their experience.

If you’re looking for a fresh challenge, with an organisation who

believes in developing and supporting you to be successful then

we encourage you to apply for this position here, or visiting www.

nzpost.co.nz/careers or for further information please contact Jo

Owsley on 03 353 1809. This role closes on Friday 30 May 2008.

Category Manager Beauty & CosmeticsNational Role & Attractive Brands/Company

This is a unique opportunity to cement your self into a forward think-ing progressive household name, brand and success story. having a big picture view and skill set to match you will be responsible for the buying of an exclusive and exciting range of beauty & cosmetics products into one of NZ largest retail organisations. Reporting into a high profile division manager you will also aid in delivering a service internally to your piers in the form of communications and market trends and analysis. Cosmetics, beauty or fragrance experience is highly desirable as is a buying or category management experience. Some primary functions • Trends analysis and reporting• Supplier and agreement negotiations• Market analysis and reporting• Prescribe visual merchandising techniques to achieve consistency in stores• Sale profitability • New product sourcing and development plus taking it to market This is a multi skilled role set up for someone with an exposure to senior dealings. The ideal person is clearly from retail and must show wins and successes in their past. as the company is rolling out new plans and projections the candidate would ideally have an entrepre-neurial flair, creativity and fresh ideas. This unique role requires a unique person. If you think you posses the skills to step into this then we would love to speak with you. Role pays - Salary + bonus + phone & laptop In the first instance contact Brad Stewart via phone on 5207613 or forward your resume to brad@rwr.co.nz. Thanks!Brad StewartExecutive account ManagerRwR Executive www.rwr.co.nz

MarketIng Manager• Iconic brand in a growing industry• Market expansion and challenging product growth opportunities

NZ’s premier theme park is seeking an experienced senior Marketer to continue the ongoing growth anddevelopment of the business.

as this is a senior role reporting directly to the General Manager, typical experience will include:- Managing and motivating a small team- ability to generate efficient advertising strategies to target markets- organising a variety of events of varying scales- negotiating with customers, suppliers, B2B and key industry players - internet marketing, market research and most aspects of the marketing mix

An ideal candidate will have experience in a similar service or hospitality industry. A relevant tertiary qualification or extensive marketing experience is preferred. This role is offered on a contract basis for maternity leave cover. See our website for more information: www.rainbowsend.co.nz

Please email your CV and cover letter to britta@rainbowsend.co.nzapplications close on Tuesday, 3rd of June 08

nZsM / May 2008 / 15

T h E C L O S E

I N T h E N E X T I S S u E

A clear vision and powerful reasons why we absolutely must succeed are essential for selling and business survival in tough economic times. The Rev Sales Network and New Zealand Institute of Management invite you to join us as top sales man and performance expert Paul Kernot leads us through a goal setting session you won’t forget! Whether you’re a sales person, manager, or business owner Paul delivers a timely and essential message for all of us. If you have an upcoming sales conference or training day to organise, this also a great chance to preview what Paul can do for your sales team.

The Rev Sales Network and NZIM present: Paul Kernot—Preparing For Tough Times 12pm—2pm, Tues 24 June 2008 DLA Phillips Fox Tower 209 Queen Street, Auckland $49+gst (RSN & NZIM Members free) Includes light lunch

Call the RSN on 09 307 3519 or email andyr@rsn.co.nz to register you or your team now!

Are you prepared for selling in the tough economic times ahead?

you have to believe in yourself when no-one else

does - that’s what makes

you a winnerVenus Williams

FIVe sIMPle Clues FOr hOw tO reCOgnIZe a great salesPersOnsellIng a PayMent nOt a PrICe –retaInIng retaIl MargIns In aslOwIng eCOnOMy

**

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