ASR International is supporting Geberit in a key appointment with the Key Accounts team. We are seeking a 𝗞𝗲𝘆 𝗔𝗰𝗰𝗼𝘂𝗻𝘁 𝗗𝗶𝗿𝗲𝗰𝘁𝗼𝗿 for a dynamic and challenging leadership role, managing a select client base of National Merchant accounts, including one of the largest merchant clients within Geberit. These accounts represent a significant portion of the company's turnover. You will nurture and develop relationships and strategic partnerships with these key accounts. Additionally, you will work closely with the external sales teams to ensure full support of the strategic plans for these accounts. As an integral part of the Sales Management team, you will help shape the overall sales strategy. You will work with other key stakeholders within the business to deliver and communicate strategic plans internally, ensuring we are well-positioned to provide the best possible service and drive growth for these accounts. You will be the primary point of contact for these key national partners, managing significant budgets and identifying growth opportunities. By working closely with regional sales teams, you will ensure alignment with agreed plans for local delivery. This includes leading, managing, and motivating the Merchant Sales teams to meet and exceed targets. Suitable candidates should have a successful track record in a similar Key Account Manager, National Account Manager, or Key Account Director role within the merchant industry. Specific product or category knowledge is not essential; it could be HVAC, plumbing & heating, KBB, bathroom products, flooring, or others. This role offers a significant opportunity for someone with extensive knowledge and experience with National Merchants. The ideal candidate will be commercially aware, an excellent communicator, detail-oriented, and possess strong negotiation skills. This key role within Geberit provides substantial exposure and recognition. We are looking for a driven, ambitious, and adaptable leader with excellent leadership skills. Experience with National Builders Merchants is crucial, and ideally, you will be centrally based, given the national scope of this role. Travel to support the team, visit customers, attend meetings, and maintain proximity to our Warwick head office is required. In return, you'll be rewarded with a very competitive basic salary, a company car (ICE or EV), an attractive bonus scheme and a benefits package. Interviews will be on Thursday 18th July. T: 07946 126 863 E: Ed@asr-international.co.uk ASR International
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Experienced Data Analyst || SQL, Tableau, Excel, PowerBi || I help businesses to transform complex data into insights that drive strategic growth || 𝗧𝗿𝗮𝗶𝗻𝗲𝗱 𝗼𝘃𝗲𝗿 𝟭𝟬𝟯 𝘀𝘁𝘂𝗱𝗲𝗻𝘁𝘀 in Data Analytics!!
Hello friends, here are my key findings on Global Superstore Sales Analysis. From the Order Quantity ordered by customers; Aaron Bergman had the highest order 301, followed by Aaron Hakwins 231 while the third was Aaron Smayling with 231 total ordered. The company realized $452,251 revenue from Apple smart phone full size which was the first while $296,439 revenue was realized from Nokia smart phone full size with a revenue of $297,163 while Hon Executive Leather Armchair adjustable was the third with a revenue of $295, 439. Considering the first 3 products when it comes to the profit made, 3D systems cube printer, 2nd generation, magenta was the number 1 with profit not less than $3,717 while the second was Acco binding machine, durable with $1,235 and the third was Acco binding machine recycled with $954. This is quite encouraging. My analysis shows that in the region, central region came up with $14,026,848 in terms of revenue while the total profit was $311,043 which made them the first in the region. The second was south with a revenue of $8,066,654 and profit of $140,355 which made them the third in profit ranking, north region was the third with a revenue of $6,277,742 which was the second in profit ranking $194,597. The revenue and profit made from products sold in the states are as follows: England was ranked first in the revenue and profit. Revenue: $2,462,307 Profit: 99,907 Followed by, California Revenue: $2,301,217 Profit:$76, 381 The next is New York City Revenue: $1,561,073 Profit:$74, 038 While the last in the state was Rhone Alpes- Revenue: $353,051 Profit:$14,245. Across the segment, revenue actualized from consumer was $31,653,337 with a total profit of $749,239 which made them the first; this is quite encouraging. Corporate was the second with a total revenue of $18, 810,824 and a profit of $441,208 while the last was home office with a revenue of $11,357,110 and with a profit of $277k which is not encouraging when compared to the other two. Analysis carried out on sub-category products revealed that copiers came up with a profit of $258,567 and a revenue of $7,174, 849, profit made on phone was $216,717 with a revenue of $8,402,119 while the bookcase was $161,924 with a revenue of $7,061,788. Looking at the order priority, the company recorded much losses on medium, high, critical and low. By testing the overall profit actualized, the company had much Gain(2.4m) compared to Loss (-920,646). Recommendations: Since much losses were recorded from the order priority, the company should focus on the under performing products by rebranding them to the standard that will make people to order for them. The company should also put discount on those under performing products. By this, much people will be able to afford them. The company should make research on the particular products liked by specific region, then manufacture them.
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Balance between KAM sales targets and Costumer relationship Have you ever wondered if setting too high goals for your sales team can actually damage your relationship with your customers? 🤔 Well, let's dive into this thought-provoking conversation! Account Manager Team Leader: "The pressure to meet the sales target is immense, but it's pushing our customers away." Boss: "But isn't that the whole point? We need them to buy more!" Account Manager Team Leader: "Yes, but when the goals are unrealistic, our customers feel forced into making purchases they may not actually need." 💥💥 Here's why setting overly ambitious goals can backfire: 💥💥 1️⃣ Strained Relationships: When customers feel pressured to buy products or services, it can damage the trust and rapport developed between the account manager and the customer. Instead of fostering a long-term partnership, it becomes a transactional relationship. 2️⃣ Unnecessary Purchases: High goals may drive account managers to push products or services that customers don't genuinely need. This creates dissatisfaction and may lead to negative word-of-mouth and lost future business opportunities. 3️⃣ Missed Opportunities: By solely focusing on short-term sales targets, companies may overlook the opportunity to truly understand their customers' needs and provide tailored solutions. This can hinder long-term growth and customer loyalty. ⭐️⭐️ So, what's the solution? ⭐️⭐️
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I am a confident and successful Procurement and Supply Chain professional who thrives in challenging environments.
Selling & Buying: It seems the quality of sales people has deminished- in my experience. I believe there are three fundimental skills for sales and they can be applied to procurement: 1. Speak to and work with Joe (customer/stakeholder), how Joe likes to be spoken to and worked with! 2. The customer (stakeholder) is not always right- the customer has a perspective, our job is to broaden that perspective. 3. Know how and where customers (stakeholders) are aquiring your product/ service. Knowing these will significantly increase what customers buy and the value stakeholders achieve from you. The post is sparked by some negotiations this week, in particular one the above three points where oblivious to 3 sales people; I quoted the first and the reply "that's nice, but not how we do things here at ..." Clearly the sales team had one approach and unaware the points above could significantly improve their success; specifically point 3. Being aware how your customer is aquiring your product/service is important to (a) closing the sale, (b) making more sales easily and (c) achieving the optimal price. It's knowing the difference between "selling" and "buying" behaviours. Selling behaviour is a sales person "pushing" a sale (any price) and customer to buy as seen in automotive sales, window and double glazing etc. There's nothing wrong with this but rarely, useless desperate, do people like this sales behaviour. Sales teams in such environments apply point 1+2, gain rapport and broaden the thinking about the product/ service. Buying behaviour is different, it's when there's sales with little or no sales pitch and to know why that is happening. These sales people were selling and pushing their service- "you need to it this way, this is our way of working and process, it can't be changed..." Perhaps the quality of the sales experience I mention is a result of moving to video sales- I know IT sales is focused on a fixed position and making customers believe their RRP is real - personally I think it shouldn't make a difference, people have always bought from people not processes, where a solution is solved easily people will return; it's not that hard but pushing a customer for a sale or certain belief is not necessary. The hard part tends to be the technicalities of the content but not the sales experience. As for procurement: point 1 is universal, point 2 is best described as many hear me say, what a stakeholder thinks they need and what is actually needed are two very different things- listen very carefully and ask questions to get a full picture. Point 3, is recognising how the stakeholder approaches a purchase (always an emergency or planned) and their connection to the purchase (honeymoon buy, emotional and panic, collaborative or transactional) will enable a better experience and achieve more value in the future. This is an opinion from my experiences which I hope adds value or gives a different perspective to the sales and purchase activities you do.
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🔍 Unraveling the Power of Concession Strategies in Sales Negotiation🔍 As a sales professional, I've learned firsthand the importance of concession strategies in sealing the deal. Recently, a memorable encounter with my mother at a furniture store shed light on the critical role that concessions play in influencing buyer behavior. Intrigued by a cozy day bed, my mother inquired about the price, prompting the salesperson to offer a substantial discount. However, instead of seizing the opportunity, my mother hesitated and eventually walked away empty-handed. Reflecting on this encounter, I realized that the salesperson's concession strategy had inadvertently raised doubts about the product's quality and the salesperson's credibility. This experience underscored the importance of having a well-defined concession strategy in sales negotiation. Research supports this notion, showing that the timing and presentation of concessions significantly influence buyer behavior. Strategic concession-making, tailored to the prospect's needs and preferences, can enhance the perceived value of the offer and increase the likelihood of closing the deal. My mother's journey through the furniture store serves as a poignant reminder of the power of concessions in sales negotiation. It's not just about making discounts or concessions—it's about crafting them thoughtfully, with the prospect's best interests in mind. In conclusion, the art of concession-making is a cornerstone of effective sales negotiation. By drawing on personal experiences and insights, sales professionals can tailor their concession strategies to resonate with prospects and achieve mutually beneficial outcomes. Partnering with Halifax Consulting ensures that sales professionals are equipped with the tools and knowledge they need to excel in negotiations and deliver value to their clients. Discover how Halifax Consulting can help your sales team maximize profitability and achieve sustainable success in today's competitive market. #SalesNegotiation #ConcessionStrategies #SalesSuccess #NegotiationTechniques #HalifaxConsulting #BusinessSuccess
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"Find your ideal container at Semark Container Sales in Dar es Salaam. From 20ft to 40ft, we've got you covered. Explore our premium selection for the perfect fit. Call 0764006600. Your container solution awaits!"
Welcome to Semark Container Sales in Dar es Salaam, your ultimate destination for all things container-related! Are you in search of a reliable, high-quality 20ft or 40ft container? Look no further – we've got you covered with a top-notch selection that's tailored to meet your needs. At Semark Containers, our commitment to excellence is unmatched. We pride ourselves on being more than just a container provider – we're your partners in finding the perfect solution. Our extensive range of containers caters to various requirements, whether it's for shipping, storage, or conversion projects. Each container in our inventory is meticulously inspected to ensure it meets our stringent standards of quality and durability. What sets Semark Containers apart is our dedication to customer satisfaction. Our team of experts is not only knowledgeable but also passionate about helping you make an informed choice. We understand that selecting the right container can be a crucial decision, and we're here to guide you every step of the way. Our commitment doesn't stop at providing top-notch containers; we also prioritize transparency and affordability. When you choose Semark, you're not just getting a container – you're investing in reliability and peace of mind. Our pricing is competitive, and there are no hidden costs. What you see is what you get, and what you get is excellence. Ready to take the next step? Reach out to us today at 0764006600 or +255784008088 to discuss your container needs. Our team is eager to assist you, whether you're a seasoned professional or new to the world of containers. Feel free to ask questions, explore options, and make an informed decision that aligns perfectly with your requirements. Semark Container Sales in Dar es Salaam is your trusted partner in container solutions. Discover the difference with us and let's embark on a journey towards finding your ideal container, one that matches your needs and exceeds your expectations. Your satisfaction is our priority, and we're here to deliver excellence, one container at a time. EMAIL: container@container.co.tz www.container.co.tz
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*Medical Sales Representative. *Key Account Management and Retention. *Business and Sales Analyst. *Data Analyst. *Sales and Business Coach. *Public Health Enthusiast
THIN LINE BETWEEN SALES AND KEY ACCOUNT MANAGEMENT BY KINGSLEY OKEMIRI Sales and Key Account Management (KAM) may seem similar in their initial mode of operation, but what sets them apart is the approach to customer relationships. Sales are day-to-day responsibilities carried out to connect products and services to customers, while KAM involves nurturing customers and helping them grow. The thin line between the two is that while sales end in making a purchase, KAM goes further to keep customers happy and help them make the right choices. As a KAM, it's not just about making sales, but also about ensuring the customer's satisfaction and growth. By being an advisor to customers, Key Account Managers help customers make informed decisions, resulting in a long-term partnership. As Kingsley Okemiri says, "The thin line looks thin but at the same time, it is a process that must be built with so much intellect and selflessness." KAMs must understand their customers' needs and help them grow to build a successful partnership. Remember, when customers are satisfied, they are willing to invest more money for their happiness, leading to increased revenue for the organization. So, whether you are in sales or KAM, always prioritize your customers' satisfaction and growth. #BUSINESS QUOTES WITH KINGSLEY
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Founder & Executive Producer 🎥 Making of An Entrepreneur DocuSeries 🎤 The Happy Entrepreneur Show #1 daily business development & late-night show | CEO Mastery Network | EasySalesHub 🖳 | Maxwell Leadership Certified
The IKEA Success Story - Sales Strategies to Grow Your Business. Imagine starting a business with just pencils and postcards. That's what Ingvar Kamprad did in 1943 at 17 years old. He founded IKEA in a small Swedish town called Småland. Initially, it was a mail-order business selling simple items. It wasn’t until 1948 that furniture was added to IKEA’s offerings. The challenge was how to turn this small business into a global giant. One interesting struggle turned into a breakthrough moment for IKEA. In 1956, a worker unscrewed the legs from a table to fit it into a car. This simple act led to the idea of flat-pack furniture that customers could assemble at home. This innovation of DIY assembly made furniture cheaper and easier to transport, changing the furniture business forever. It was a key part of IKEA’s success and helped them stand out in the market. So, what can CEOs learn from IKEA's journey? IKEA’s success wasn’t just luck; it was based on smart strategies. IKEA’s flat-pack design is a great example of a unique selling proposition (USP). In sales, having a USP can set you apart from competitors. IKEA’s approach made furniture more affordable and accessible. They focused on what their customers needed: low prices and convenience. This smart sales positioning allowed them to capture a huge market share. Companies can use this lesson to think about their own unique advantages and how they can solve their customers' problems in innovative ways. My Big Takeaway: IKEA’s story is the importance of having a strong sales system. IKEA made a system where customers were involved in the assembly process, making products cheaper and increasing customer satisfaction. This sales strategy not only boosted their revenue but also created a loyal customer base. A well-thought-out sales system can make your business more profitable and impactful. For CEOs, it's crucial to develop a sales strategy that solves customer problems and stands out in the market.
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Strategic Leadership | Business Transformation | Market Expansion | Operational Excellence | Innovation Management | Corporate Strategy | Business Development | IPO | Sales & Marketing | Tech & Startup
The Unexpected Key to Boosting Your Sales I've worked in strategic roles for years across various industries, and from time to time, I've delved into sales strategy and management. Along the way, I've had the privilege of discussing and learning from some exceptional sales professionals. What I've learned from these interactions is invaluable. However, as a strategist, I’ve come to realize that sometimes, thinking outside the box can lead to unexpected and powerful insights. Many sales professionals might believe that the key to success lies in pinpointing the perfect selling point of their product or thoroughly understanding the buyer's pain points. While these aspects are undoubtedly important, they don't always hit the mark in every situation. The most critical technique in selling, which often gets overlooked, is selling the results, not the product itself or even the idea of using the product. The Technique: Sell the RESULTS, Not the Product Let’s take selling cars as an example. Traditional sales training might focus on the features of the car – the materials used, the speed, the model details, or the technical specs. But what truly resonates with buyers isn't just these features. It’s about the results of owning that car. Imagine telling a potential customer how amazing they’ll feel driving this car, how heads will turn when they pull up to a gathering, or how the car’s prestige ensures special treatment at high-end malls. This approach makes the sale about the buyer's experience and the results they can expect, rather than just the product. This technique isn't just limited to car sales. Whether you’re selling a software solution, a luxury watch, or even a simple household appliance, the principle remains the same. Focus on the results. For instance, instead of selling software by emphasizing its features, talk about how it can streamline their workflow, reduce stress, and boost productivity, ultimately leading to more free time for the things they love. Selling results is about connecting with your audience on a deeper level. It’s about painting a vivid picture of how their lives will improve with your product. This technique transforms the conversation from a simple transaction to an emotional journey where the buyer can see, feel, and almost experience the benefits even before making a purchase. In conclusion, while knowing your product and understanding your customer's pain points are crucial, the real magic happens when you can sell the results. It’s this approach that makes the difference between a good salesperson and a great one. So next time you’re gearing up for a sales pitch, remember to focus on the transformative results your product can bring to the buyer’s life. #SalesSuccess #CustomerExperience #ResultsDrivenSales
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Selling through minds is the key to direct sales employee excellence During the beginning of my journey in sales, I worked in a retail store, and my mission was to serve the customer through direct communication, and after the first 3 months of work, the keys and secrets of success in completing deals began to be revealed to me. Imagine that you can enter the mind of the customer and offer him the appropriate product, then offer complementary products to the basic product for him and he accepts to take it, then you start selling to his family who are not present in the place and he buys for them. Can you imagine how much you can complete this process? Yes, this is the magic that I came up with, and it consists of 3 basic points Know all available products in detail The personality and appearance of the sales employee The most important thing is to search through the client’s mind and read him The key to the secret is in the word “acceptance.” Yes, the greatest secret I learned during my journey, which I sought to achieve by various means and methods to begin my real influence on customers. The achievements you have achieved because of these keys 1- I applied for 33 sales employees and won two bonuses for the highest sales and the highest UPT (average number of pieces in the invoice) over a period of 3 months, but it did not exceed 7 months, and the rest had experience for a year or more. 2- I received a job promotion after the first year as the first Saudi in charge of a region at the Kingdom level in this company 3- Gained education and training experience What then? I started moving between jobs. Yes, no, I will hide from you that I trained approximately 10 employees, but the training was not completed due to the time available being only one month and they are divided into 7 different departments and the products are in the tens of thousands. But 3 of these ten were honored as the best sellers in the region in comparison to the month in which I was leading them, and one of them was honored 3 times, one of which was best seller, one of them was distinguished by customer service and people’s praise of him, and the third was unique in being flexible. Yes, the secret keys start with “customer acceptance,” but in order to reach the keys, employees must be trained on several different topics that go through 3 stages (education - training - training). If you are a retail store that relies on direct sales employees and want to drive sales to the highest possible efficiency, I can help you by educating, training, and measuring the performance of the employees. #hiring #sales #direct_sale #sale
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Distribution could be of the following two types: − Direct Distribution:- It can be defined as expanding or moving from one place to another without changing direction or stopping. For example, Bata has no distribution channel; it sells its products directly to the end consumers. Indirect Distribution It can be defined as means that are not directly caused by or resulting from something. For example, LG sells its product from the factory to the dealers, and it reaches the consumers through dealers. Sales management in an organization is a business discipline, which focuses on the practical application of sales techniques and the management of a firm’s sales operation. It is done in an efficient and effective manner through planning, staffing, training, leading and controlling organizational resources. Sales management is done by Sales Managers and they are responsible for generating sales, profits and customer satisfaction. Skills of a Sales Executive Sales management is an art where the sales executive or the salesperson helps the organization or individual to achieve its objective or buy a product with their skills. The following are some skills that a sales executive needs to possess − Conceptual Skills Conceptual skill includes the formulation of ideas. Managers understand abstract relationships, improve ideas, and solve issues creatively. The sales executive should be well versed with the concept of the product he/she is selling. People Skills People skills involve the ability to interact effectively with people in a friendly way, especially in business. The term ‘people skills’ involves both psychological skills and social skills, but they are less inclusive than life skills. Every person has a different mindset, so a sales executive should know how to present the product depending on the customer’s mindset. Technical Skills Technical skills are the abilities captured through learning and practice. They are often job or task specific. In simple words, a specific skill set or proficiency is required to perform a specific job or task. As a part of conceptual skills, a sales executive should also have a good grasp on the technical skills of the product. Decision Skills Decision skills are the most important because to tackle the questions from consumers, sales executive should always have the knowledge of competitors’ products and take a wise decision. Monitoring Performance Sales executives should monitor the performance of the employees and report to higher management to improve the performance and fill the loop holes. Thus, conceptual skills deal with ideas, technical skills deal with things, people skills concern individuals, technical skills are concerned with product-specific skills, and decision skills relate to decision-making. Importance of Sales Management Sales management is very crucial for any organization to achieve its targets. In order to increase customer demand for a particular product, we need management
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