Developing your management style

Written by Anthony Harrison

One thing a lot of us don't do in sales is take time out to analyse things.

How are we doing it? Why are we doing it? Can we do it better?

Taking time out to assess your management style is one of repparttar most fundemental tasks a person can do. We are not just talking about managing others here either, it can also be how you manage yourself. One thing we should all do (at least once a week) is take time out to analyse your performance and management style. Ask yourself;

How effective are you as a manager today?

Have you identified specific areas where improvements in your management style can be achieved.

Got an idea worth working for? A case study.

Written by Mike Hayden

============================================================ Got an idea worth working for? A case study. ============================================================

CONTENTS: 1. Does this problem sound familiar? 2. Have you ever been to a sales "shoot out?" 3. Is this an idea worth working for? 4. But, will I lose this client? 5. Did we do what customers wanted? 6. It all began with that idea worth working for.

As I've said before, businesses don't work by themselves; people work. Andrepparttar thing that makes people work is an idea worth working for.

Here's how this principle worked for my client and me.

============================================================ 1. Does this problem sound familiar? ============================================================

I arrive for my appointment with Carole, a product-marketing specialist who works for their VP of Marketing. Inrepparttar 119471 lobby, we have a brief meeting where she explainsrepparttar 119472 situation.

"Our 800 number is ringing offrepparttar 119473 hook! We can't handle allrepparttar 119474 customer's questions and complaints. We cover everything in our product manuals, but our customers refuse to read them."

"Why won't they read them?" I ask.

"Our manuals were written by programmers and engineers. Our customers are radiologists and physicians and they refuse to read them!"

"Well, I'm sure I could..."

"Wait, there's more. We're designing our new 'flagship' ultrasound imaging system, and we don't want to make repparttar 119475 same mistakes again."

I say, "Good idea! It's always best to develop documentation as you developrepparttar 119476 system."

"I agree," said Carole. "Our last effort was a hasty, last minute compromise - after we had already builtrepparttar 119477 system. Now, we're payingrepparttar 119478 price. This time we're going to do it right. Let's go meet Greg, my boss."

============================================================ 2. Have you ever been to a sales "shoot-out?" ============================================================

We takerepparttar 119479 elevator torepparttar 119480 second floor, where Carole gives me a brief tour ofrepparttar 119481 systems development area. She then escorts me to Greg's plush corner office with its view of Silicon Valley and south to Los Gatos. Carol introduces me to Greg, then tells him about our prior phone conversations and today's brief meeting.

After some cordial conversation, I ask Greg, "Can you tell me a little about your typical sales cycle?"

"Why? I thought you were a technical writer."

"Actually, I've spent a few years in sales and I'm well aware ofrepparttar 119482 need for good documentation when selling. Maybe we can writerepparttar 119483 documentation to help you sell more systems. I assume you'd be interested in that."

"Hmmm..." he said. I could tell he was skeptical. "Well, OK. We take part in what we call a 'vendor shoot-out.' "Our shoot-out isrepparttar 119484 most important part of getting repparttar 119485 order - if we don't acerepparttar 119486 shoot-out; we don't get repparttar 119487 sale. "A shoot-out occurs when all competing vendors bring their equipment to a specific room in a hospital or clinic. Inrepparttar 119488 room, there will be a real (or pretend) patient. We vendors then gather aroundrepparttar 119489 'patient' to demonstrate our equipment to physician and radiologists."

"Brutal!" I exclaimed. "Exactly how does that work?"

"The vendor's technicians take turns showingrepparttar 119490 physicians and radiologists how their system works with repparttar 119491 patient..."

I interrupt with a question; "Dorepparttar 119492 physicians and radiologists get to 'test drive'repparttar 119493 system?"

"Oh, no! The systems are so complicated that we must use experienced computer technicians for demonstrations."

"Are these techniciansrepparttar 119494 same programmers or engineers who developedrepparttar 119495 system?"

"Yes. Unfortunately, they must be there to handlerepparttar 119496 inevitable problems and crashes."

"So, when dorepparttar 119497 physicians or radiologists get to tryrepparttar 119498 system?"

"They don't. No vendor is willing to take that risk because ofrepparttar 119499 possibility of a crash!"

============================================================ 3. Is this an idea worth working for? ============================================================

I ask, "Suppose you wanted to buy a new car andrepparttar 119500 salesman would only let a mechanic take you for a demonstration drive. Would you buy a car that you couldn't drive your self?"

"No, but this is different. After they buy a system, repparttar 119501 winning vendor will give extensive training torepparttar 119502 buyer's technicians who will runrepparttar 119503 equipment."

I respond, "OK, what if your new system were so simple to use that physicians and radiologists could demonstrate it to themselves? Would that be an advantage in selling?"

Cont'd on page 2 ==> © 2005
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