THE CUSTOMER IS RIGHT! WHICH SIDE YOU’RE ON COULD DETERMINE A HIT OR A MISS (II)

Stronger reactions, for both likes and dislikes, will tend to occur when the product is closer to the body, while less important responses will occur further away. For centuries, salespeople have always been looking for an angle. They were probably unaware that they were ac…

Share:

Read More

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) IV

CASE STUDY The director of a regional multinational corporation was upset when he heard from his divisional head that the morale of his organization was suffering and the discontent of his staff was being felt by multiple people who worked in the regional office. The discont…

Share:

Read More

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) III

The precise impact of a given structural or procedural change will be different at the various levels of hierarchy. For example, a factory manager may have to accommodate new financial constraints imposed centrally, to relocate his plant, to suffer political stresses from p…

Share:

Read More

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) II

RESISTANCE TO CHANGE  Changes are often imposed upon an organization by external agents such as customers, suppliers, political, upheavals, community pressures, and so on. When change is directly instigated by senior management, it will usually be presented in the form of ar…

Share:

Read More

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) I

Modern life subjects numerous changes, many of them quite demanding. One of a leader’s most difficult roles is to guide an organization-a complex entanglement of social, cultural, political, behavioral, and structural factors, smoothly and succesfully through transitions to…

Share:

Read More

MANAGEMENT FUNCTION

Management plays a vital role in any business or organized activity. Management is composed of a team of managers who have charge of the organization at all levels. Their duties include making sure company objectives are met and seeing that the business operates efficiently…

Share:

Read More

COMPLAINTS CREATE CONFIDENCE III

LEARN AND ADAPT It’s hard to get it right all the time. We have all received feedback with a sting. At times, we reach with anger, hurt, or frustation. The “it’s not fair” response, or become totally submissive in accomodating those with influence. Salespeople invite their f…

Share:

Read More

COMPLAINTS CREATE CONFIDENCE II

HANDLING COMPLAINTS A business can swing dramatically from positive to negative and back, all within a day. Complaints about your company’s services or product mostly come as asurprise since people rarely set outto disappoint or offend. Not only do salespeople have to manage…

Share:

Read More

COMPLAINS CREATE CONFIDENCE

Confidence is the key to gaining a larger proportion of the market share; confidence on the people, the company, and the product. As in most areas of life, we are judged by our performance. Therefore, we must continually improve ourselves, striving to better our past standa…

Share:

Read More

Managerial Acumen II

Obviously, konwledge alone does not make a good businesssman. I remember a remark that a famous Marxist economist at the University of Tokyo made in early 1950s about the stock market. When asked to give a short-run foerecast, the proffesor refused, saying "if I could …

Share:

Read More

MANAGERIAL ACUMEN

A CEO is commander, with a role fundamentally different from the advisory functions of staff officers. The CEO has to make final decisions, choosing the best course of action from among a variety of options suggested by his aides and advisers. A military commander who adop…

Share:

Read More