NZ Sales Manager Issue 44

NZ’s e-mag for sales leaders

Are you oNe of this week’s wiNNers? see iNsiDe!

NZSALESSEPTEMBER 29TH 2010 / ISSuE 44

You Are Your Product

Solving the Problem of Call Reluctance

The Four T’s of Business

Un-usual

Using a referral base

http://www.nzsalesmanager.co.nz

sePteMBer 29th / issue 44

this week's Must reAD

you Are your ProDuct

Some do's and don'ts of

first impressions.

solviNg the ProBleM of

cAll reluctANce

Two ways to help sales people

overcome call aversion

NZsM cAleNDAr

sAles trAiNiNg Directory

two MiNute toP-uP

the 4 t's of BusiNess uNusuAl

The foundations of success in the

new economy.

resource corNer

Drive: the surPrisiNg truth

ABout whAt MotivAtes us

Quick fix

It’s not what you sell, it’s how

you sell.

the close

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6

8

12

13

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6Are you oNe of

this week's wiNNers? see iNsiDe!

15

CONTENTS

http://www.businessmentors.org.nz

CONTENTS

MID STRENGTHFULL FLAVOURFULL LIFE

NZSM / SEPTEMBER 29TH 2010 / 44 / APR 7TH 2010 / NZSM

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 Alastair on 09 522 7257 or

email [email protected]

ADDRESS / NZ Sales Manager,

C/- Espire Media, PO Box 137162,

Parnell,

Auckland 1151, New Zealand

WEBSITE / www.nzsalesmanager.co.nz

First impressions count. They always have and they always will. When we first meet someone, whether we know it or not, we make a judgement about the person,

and this very often will influence our decisions on if and how we interact with that person.

Our personal presentation is clearly important and can become part of our personal brand so that you will be remembered for your consistent appearance. Think of Steve Jobs, CEO of Apple. Jeans and black polo every time you see him. He looks smart, presentable, and is accepted by his audience. In contrast, I recall a Chief Executive that I once worked for who regularly dressed in tired old suits. When standing in front of employees this sent a message, and a wrong message, even before he opened his mouth.

Occasionally I challenge sales people on their business attire. Not because I am the “Gok” of the sales profession (far from it in all respects!), but because I can see that people are letting themselves down. And when I hear that ‘my employer doesn’t pay me enough to dress in good business clothes’, I remind them that their clients are judging them, not their employer, and their appearance tells others how they view themselves. In this issue, Jill Wilkinson gives some valuable advice on the many ways we can create that important positive first impression.

As Espire media introduce new titles, we are changing some of our issue dates. The next issue date for NZSM will be Wednesday 13th October, and the

magazine will then become a monthly publication.

Happy Selling!

Paul

“We make the call…

you make the sale”

www.ibexmarketing.co.nz

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!

NZ Sales Manager is a GREEN MAG, created and distributed without the use of paper so it's environmentally friendly. Please think before you print. Thank you!

From the Editor

“We make the call…

you make the sale”

www.ibexmarketing.co.nz

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!

Rev Sales Network

visit us at www.rsn.co.nz

Member Update - 29 September 2010

Passionate About Sales? Join your local RSN Sales Professionals Hub!

Join your local RSN hub and meet up with positive, motivated sales and business professionals in your area to discuss sales, sales management and personal development related issues, ideas, and challenges! Each RSN Hub is run by an RSN Hub Leader who will facilitate each meeting to ensure an enjoyable and valuable networking experience. Keep abreast of local business developments and opportunities, share relevant leads and referrals, and help each other out! To attend a hub in your area, just introduce yourself to one of the friendly RSN Hub Leaders below or visit www.rsn.co.nz for more information.

RSN Sales Professionals Hub locations

Get inspired, get involved, get ahead!

Wellington Sales Professionals Hub Meets: Mojo Café, Bond Street

Wellington

Next Meeting: 12.30pm—2pm Monday 4 October 2010

Contact: Phone 04 586 4733 or email [email protected]

Hub Leader Paul Newsom

Christchurch Sales Professionals Hub Meets: Mona Vale Restaurant & Bar

Mona Vale Ave, Riccarton

Next Meeting: October meeting postponed due to Chch earthquake


Hub Leader Lincoln Rout

Sponsored by Mona Vale — the Continental venue experience!

North Shore Sales Professionals Hub Meets: Quarry Bar, Smales Farm,

74 Taharoto Rd, Takapuna

Next Meeting: 5.30pm—6.30pm Tuesday 19 October 2010


Hub Leader Colin Quinn

Ponsonby Sales Professionals Hub Meets: The Williamson

1 Wiliamson Ave, Ponsonby

Next Meeting: 11am-12pm Friday 22 October 2010


Hub Leader Jason Dinan

Newmarket Sales Professionals Hub Meets: Jones The Grocer

143 Carlton Gore Rd, Newmarket

Next Meeting: 7am-8.30am Thursday 30 September 2010


Hub Leader Paul O’Donohue

East Tamaki Sales Professionals Hub Meets: OfficeMax Café

30 Sir Woolf Fisher Dr, Highbrook

Next Meeting: 7.30am-8.30am, Fri 8 Oct 2010


Hub Leader Adam Sands

Nelson Sales Professionals Hub Meets: Rutherford Hotel Café

Nile Road, Nelson City

Next Meeting: 10am-11am Tuesday 26 October 2010


Hub Leader Paul Kernot

Want to start an RSN Sales Professionals Hub in your area?

Send an email to Paul Newsom at [email protected] for more information or give him a call on 04 586 4733.

Sponsored by Mojo Coffee — premium coffee and delights!

http://www.rsn.co.nz

NZSM / SEPTEMBER 29TH 2010 / 6

T H I S W E E K ’ S M u S T R E A D

Jill wilkinson of color Me Beautiful, assists men and women in both the corporate and private sector create great first impressions. to find out more, visit www.colormebeautiful.co.nz

some do’s and don’ts of first impressions

By Jill Wilkinson

You are your Product

I am a Kiwi of three and a half years. In that time I have

joined that huge group of self employed business

owners here and as such have taken all and every

opportunity to network with others in that position. During

the speed dating sessions termed “business networking”

I have received a great number of business cards. I have

taken time to read these cards, noted logos, design,

colours and business type, at which point I often enquire

about time and costs invested in these ‘sales materials’.

My next question is about the investment in the

owner’s website, in getting an apt representation of

the company’s brand, ethics, products etc. The answers

are in weeks and months not hours and days and in

thousands not hundreds of dollars. As is the way with

these dances, often my dance partner will ask at this

point about my business. My reply, that I am an Image

Consultant and help others with their personal brand,

will often be met with a confused look, or the question

‘do women need help to shop’?

The truth of the matter is that every one of these small

business owners is a sales person for their own business and

lots of them don’t realise that they are the product! They

may, in lots of cases be selling a product too, but first of all

they need to establish their own credibility and integrity.

When we meet a person for the first time, it takes us

just ten seconds to decide whether we trust them and

want to allow them into our circle of people we are

happy to do business with, or work with, amongst other

things. If we reject their image for any reason, we reject

them as a person. This first impression is lasting and can

take months if not years to repair.

We judge others by their height (taller people get paid

more, but the right clothes can help you look taller),

by their weight (fit people are perceived as being able

to work harder but again, the right clothes help you

to look slimmer), and by their age (looking too old

7 / SEPTEMBER 29TH 2010 / NZSM

"When we meet a person for the first time, it takes us just ten seconds to decide whether we trust them and want to allow them into our circle of people we are happy to do business with."

can work against you, as can looking too young. Here,

beware clothes that make you look immature or clothes

that are dated and aging).

Body language factors a lot in how others react to us. It’s

important that our body language reflects our clothes

and our personality, otherwise we lose all credibility. For

example, confident clothes need a confident manner, not

hesitancy or reticence. Our voice too adds or detracts

to our first impression, a good clear voice adds a lot, a

mumble or softly spoken voice may lose you points.

Being able to create a great positive first impression is a

valuable asset in business. It means you are memorable,

for the right reasons, and adds depth to the branding on

your business cards. It is one of the things you also have

total control of. You must remember however, your brand

can also be damaged quite quickly too, by inappropriate

dress or behaviour, perhaps at a time when you think

you are not on company time. I have seen members of

sales teams away at conference, staying in hotels, and

reasonably well dressed for the formal part of the event,

but lapse in to beach or shed wear as the evening moves

on. Often their body language and spoken language

goes with it! Not great if you want to promote a family or

clean image as your brand.

Your first impression extends into your telephone

manner or that of your staff. As your company grows,

don’t forget that is calls in as well as out!

So what is good business dress and behaviour?

Your clothing should be appropriate for your work and your

clients. So clothing must reflect your industry and status

within that industry. For example if you sell real estate,

you are in general selling your clients most expensive

and personal possession. To establish trust over this, your

presentation of yourself needs to be impeccable, from head

to toe, and authentic. To appear authentic you should wear

clothes that reflect your personality, flatter your colouring

and your shape and that you feel relaxed in. Your hair

should be well cut, and a current style. Women should wear

a small amount of well applied makeup; it shows attention

to detail amongst other things.

Clothing should be reasonably up to date, fit well and

not show an excess of flesh, it should be clean and well

pressed. It should also reflect the level of your success,

and the value of the properties or products you sell.

If you sell multimillion dollar homes you should wear

expensive clothing and drive a clean, good quality car.

Your vendors will feel comfortable with you, as long as

you don’t outshine them, in which case they may feel

you over charge!

An older car or clothing that looks dated or poor quality

will reflect on your sales ability. If you are selling homes for

example under $400,000, your clothing needs to be cared

for in the same way but the styles and fabrics may be less

designer. Your clients need to feel comfortable with you.

Selling other products may need a hands-on approach,

so wearing clothing that allows this may be necessary,

for example, boots and hard hat for factory and building

sites, a warm jacket for outdoor visits. If you sell fashion

clothing it’s important your dress sense reflects that you

understand the brand and show your commitment to it, if

you sell make up you need to wear it.

Body language as mentioned earlier is another vital

part of this first impression. It’s crucially important that

you appear confident and positive; nobody wants to

deal with your problems as well as their own. Leave

yours at home or in the car! A firm, dry handshake,

not crushing or wet fish. A genuine smile and respect

for your client go a long way towards building a

good relationship. Also, don’t push into their space

without invitation. By this, I mean don’t sit or put your

materials onto the client’s desks, tables or anything

else without checking first. Be careful with perfume

and aftershave, you may not notice it but it may

overwhelm others.

In your own space, when welcoming clients, please

remember it is part of your brand, from the colours you

choose to the artwork on the walls. The furniture and the

organisation, or lack of, speaks volumes about how you

conduct business. You may not notice dust on the shelves

and mud on the carpet but others will.

You are your Product


ian segail is a leading authority on sales strategy and sales management, and works as a strategic sales Performance coach with both novice and experienced sales managers across a wide variety of industries and selling disciplines. find out more at www.iansegail.com

Solving the Problem of

Call Reluctance

in the last issue, ian segail identified the four

primary causes of call reluctance. in the second

and final part of this article, ian now examines

how you can help your sales team to combat this

sales debilitating disease.

The first step in dealing with call aversion is to help

the salesperson recognise that they suffer from it and

how it specifically manifests itself. When confronted

with the news that “the secret is out”, salespeople

respond in all sorts of ways. Some immediately

become defensive and will argue that they are just in a

“slump”, and that everyone has a slump from time to

time. They will hang their hat on their past successes.

Therefore, it’s your role as sales performance coach to

call their behaviour, give them accurate feedback, and

help them to start taking self responsibility for their

dysfunctional behaviour.

It is interesting that the distinct lack of relevant feedback

is one of the most common reasons salespeople never get

to deal with their call reluctance issue. Providing accurate

feedback is essential to enabling your salespeople to

begin the road to recovery. When feedback is accurate

and provided in an appropriate manner, it is almost always

appreciated, and helps to drive performance improvement.

unfortunately, too many salespeople operate in a vacuum.

They receive very little by way of feedback and information

on where and how they need to improve.

In many instances, providing call reluctance feedback

takes sales managers out of their comfort zones. This is

especially true when they dread the salesperson’s reaction.

Salespeople who suffer from call reluctance often become

very defensive and emotional when confronted. Delivering

effective feedback requires courage, understanding and

skill, and demands both self-respect and respect for others.

what Are the Appropriate Actions to help A call

reluctant salesperson?

When it comes to call reluctance, simply telling the

sufferer to, “Just Do It!” rarely works.

There are two issues that need to be dealt with when you

are looking to coach and support worthy salespeople to

overcome their call aversion.

two ways to help sales people overcome call aversion By Ian Segail


Therefore your role as sales performance coach is to

get the individual to counter their internal roadblocks

with supportive arguments to the contrary. For many call

aversion sufferers this exercise is sufficient to get them

moving again. For others you will need to walk them

through the next tactic below.

change the definition of what it takes to win

Help the call reluctant sufferer to re-set their call objective.

Often the objective for the business development call

is completely unrealistic. For salespeople that struggle

with call reluctance, winning is far too black and

white. They either got the appointment or they didn’t!

Goals like “make a sale” or “secure an appointment” may

be reaching too far ahead. When the goal is too “big” it

can seem daunting and the individual will more than likely

experience a high degree of perceived failure should they

fail to achieve the goal. This sets up the reluctance to

make the attempt.

Help them re-define what it takes to win by chunking

down their business development process into much

smaller wins. Take the game of tennis as an example. Look

at the amount of opportunities one has as a tennis player

to achieve a win. Look at all the points that one can win

along the tennis pathway.

As sales leaders, we need to help the salesperson with

call aversion to build a model like this, where there are

multiple opportunities along the selling pathway for

them to achieve a win. As an example, let us imagine

that it takes an average of four to five sales contacts

before a customer will give you an initial order. What

then should the strategy be for each one of those sales

calls? Chunk down the new-business call plan into

components such as:

Pre call research - gathering of specific prospect •

intelligence

Planning their line of attack -Determining what •

problems they can solve for the prospect

Confirming sales data•

Make the prospect’s acquaintance and establish •

rapport

Send out customised information pack•

Set up a follow-up meeting•

Confirm next step•

When you shift the paradigm of what it means to win at

the game of prospecting, you change their perception of

rejection. Help acknowledge and celebrate their little wins

when they achieve the objectives that were determined in

their chunked down pre-call strategy.

PsychologicAl issues

In some call reluctance situations the individual knows how

to prospect. It’s not their knowledge of what to do that

stops them, rather its overcoming the psychological and

emotional barriers that requires your support.

Please note you are not their therapist or counsellor, you

are their sales performance coach! Your role is to assist

them to overcome the roadblock that is preventing them

from doing what they know.

here are two ways:

Uncover their self-saboteur: Have them fold a piece of

paper in half. Then have the individual write down, on one

half of the page, the stories that their internal “self-critical

voice” is telling them. Together with you, have them

examine their internal sabotaging language.Your role is to

prompt them to get the saboteur out in the open

Ask them, “What are the things you tell yourself

when sitting down to make the phone call to set an

appointment?” or “You are about to walk into a reception

office, cold, off the street, what does the little voice inside

your head say to you?”

Get their stories out on the table! Stories in which

they say things like, “They are probably in meetings

at this time” or “I haven't done enough research

about their company” or “They are most likely

happy with their current supplier or they would

have called us” or “They won’t take a cold call”

Once their internal “self-critical stories” have been

captured, have them answer their critic as though they

were you, the sales manager. Have them write out rational

responses to their self critics claims. As an example,

inner critic

rational response

“They are most likely happy with their current supplier or

they would have called us”

“Even though they may be happy with their current

supplier, they might be looking for a second tier

alternative supplier. What are the problems that they may

be currently facing?”

Activity issues

Very often a major reason salespeople struggle with

new business development is tied in with their lack of

confidence. They may not know what to say or what to do

to move a prospect forward. Sales managers often have an

entire team that don’t really know what to do to generate

new business. Where to begin can seem overwhelmingly

daunting. Therefore it is often helpful to change the

definition of what it takes to win, as discussed above.

Depending on the individual, you may even have to begin

helping them to target specific prospects. Maybe the

place for them to begin is with research into uncovering

the prospects potential problems that your products and

services solve. What are the other factors that need to be

identified prior to even making the approach call?

Once they have targeted the specific prospects, help

them construct a plan to approach them. Their approach

strategy must be very specific in what they will say and

how they will say it. Prepare and rehearse actions such as:

be professional but friendly•

effectively start the call•

engage the prospect in conversation•

effectively steer the conversation•

respond to concerns and possible objections•

professionally end the conversation•

teeing up next steps•

Then they need to practice their approach until it feels

natural. The more detailed the plan and the more they

rehearse their approach, the more at ease they will be

when it comes down to delivery.

Another powerful tactic to manage the activity reluctant

salesperson is to provide them with an “accountability

partner.” Team them up with a co-worker to whom they

will be accountable, to report regularly on their call

activity. So it’s a bit like having a jogging partner or

personal trainer. They drive you to get you out of bed

in the morning, or do that extra rep, especially when

you don’t feel like it. By teaming up the call reluctant

salesperson with an “accountability partner” you will

help them to break their inertia and thereby get them

up and running again.

Finally you need to check the call reluctant

salespersons product belief. How congruent are they

when they talk about your products and services.

Congruence is when the words that come out of your

mouth match with your tonality and body language

in such a way as to be believable. If your salespeople

absolutely don’t believe fully in the value your

products and services provide they will very often

be reluctant to go out into the market place and

talk about them. The more they believe, the easier it

will be to lift them out of their call reluctant stupor

because “people need what they have to offer!”

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NZSM CALENDARSEPTEMBER-OCTOBER 2010

30 september

Sales Preparation-Reaching Decision makers

Auckland

DINANMITE

www.dinanmite.com/event-registration

5 october

Negotiating Skills (Day 1)

Auckland

Scotwork

www.scotwork.co.nz/how+youll+Benefit.html

Sales Mindset & Motivation

Auckland

Sales STAR

www.salesstar.trainingplatform.co.nz/courses/7-

sales-mindset-motivation

6 october


Auckland

Scotwork


Sales Dynamics

Auckland

Sales STAR


sales-dynamics

7 october


Auckland

Scotwork


Business to Business Sales Skills

Auckland

Zealmark Group Ltd

www.zealmarkgroup.co.nz/profile_Business_to_

Business.php

14 october

Pitching -Qualifying

Auckland

DINANMITE

http://www.dinanmite.com/event-registration

Consultative Selling

Auckland

Sales STAR


consultative-selling

Negotiating Tips

RSN Rev-up

Auckland

www.rsn.co.nz/wawcs0110206/tn-rsN-rev-ups.

html

19 october

Key Account Management

Auckland

Sales STAR


key-account-management

21 october

Business to Business Sales Skills

Auckland

Zealmark Group Ltd

www.zealmarkgroup.co.nz/profile_Business_to_

Business.php

28 october

Overcoming Objections - Closing

Auckland

DINANMITE

http://www.dinanmite.com/event-registration

NZ Sales Manager - Sales Training Directory

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The 4 T’s of Business

Un-usual!the foundations of success in the new economyBy Hannah Samuel

Hannah Samuel is a specialist reputation advisor, author and professional speaker, and founder of onlineperformance-based service directory, TRuSTcite.. To find out more visit www.hannahsamuel.com

T W O M I N u T E T O P u P


Will 'business as usual' ever return? I doubt it.

Although business owners and operators may

yearn for the 'good old days' before the Global

Financial Crisis, the chances of 'business as usual' ever

returning are diminishing by the day, which in my opinion,

is probably no bad thing.

As increasing numbers of us have become more cynical

than ever, more critical than ever, and aware that it's

significantly more competitive than ever, the level of

trust we have in product and service providers has

plummeted. Given the ever-expanding list of failed

finance companies, apparently less-than-honourable

senior executives and so-called ‘professionals’ that

turned out to be anything but, our levels of doubt and

mistrust have soared.

Many of us don’t want businesses to go back to being

‘usual’. What we want is ‘business uN-usual’, particularly

in terms of truth and trust. New Zealand business

commentator Mark Di Somma’s concept of ‘Peak Trust’

is right on the button. Much like the concept of ‘peak oil’,

Di Somma notes “some sectors have reached and passed

their highest levels of trust – and that they can now expect

trust to be harder to find and to cost much more to

generate than it has historically.”

'Peak Trust' affects all of us. As businesses and individuals,

arguably the single most important quality we must have

is to be trustworthy and the #1 responsibility we have

as leaders and business owners is to engender trust

especially amongst our customers, employees, investors,

joint venture partners and others. There are no more

second chances. These days it’s ‘one strike and you’re

out’. Increasing numbers of us want companies and

individuals to demonstrate more:

Truthfulness •

Transparency •

Trust •

Thanks •

The traditional 4Ps of marketing - Product, Price, Place

and Promotion – should not be ignored as they will

continue to affect our selection processes. However,

consistently demonstrating the 4Ts will give you a

significant competitive advantage. We are crying-out for

honourable businesses, and business-people, who deliver

on their promises, make us feel both valued, and valuable,

and genuinely care that both parties benefit. People do

business with people and organisations they trust.

Far from being ‘old-fashioned’ notions, these four ‘T’s

are the foundations upon which business and personal

success in the new economy will flourish. Find ways

of demonstrating them repeatedly in very real and

meaningful ways and you won’t need to worry about

getting back to how things used to be. You’ll be too

busy serving the clients and customers that will be

beating a path to your door. In the new economy, 'Most

Trusted' wins

We are crying-out for honourable businesses, and

business-people, who deliver on their promises, make us feel both valued, and

valuable, and genuinely care that both parties benefit

http://bit.ly/an7yoU


R E S O u R C E C O R N E R

We've been conditioned to think that the

best way to motivate ourselves and others

is through external rewards like money

or fame, or by the fear of punishment - the carrot-

and-stick approach. That's a mistake, Daniel H. Pink

says in his transformative new book. The key to high

performance and satisfaction is intrinsic, internal

motivation: the desire to follow your own interests

and understand the benefits in them for you.

In Drive, Pink lays out the hard science for these

surprising insights; describes how people and

corporations can embrace them; offers details about

how we can master them; and provides concrete

examples of how intrinsic motivation works on the

job, at home and in ourselves.

Drive: the surprising truth about what motivates us

Author: Daniel Pink

Publisher: canongate Books ltd

$34.95 from Fishpond.co.nz

Personalised booklet calendars for your business.250 New Zealand Scenic Booklet Calendars

Normally $6.00 each

Special Price $3. 20 each + GSTIncludes your company details printed in black ink.

To order phone: Tony 09 625 3373your details here

Q u I C K F I X

usiNg A referrAl BAse to helP overcoMe cAll reluctANce.

I had serious call reluctance problem when I was selling

print advertising. To overcome this I decided that where

possible, prospects should have some awareness of me

before I made face to face contact. That way I could

start a conversation on the front foot, and have a better

chance of helping them.

So I built a referral base. I would ask clients (especially

the key accounts) if I could use them as a referee on

the performance of the publication and myself as a

rep. Once in agreement, I would then leverage the

client for potential leads & contacts. This proved to be

a successful strategy to build relationships and gain

new and repeat business.

16 years later, when between jobs in 2008, I contacted

a former client, Ray Schofield of BMNZ who I originally

met when I was selling advertising. We now work

together at BMNZ.

This Quick Fix was contributed by Lee Carr, Agency

Manager Counties-Manukau, Business Mentors New

Zealand. Thanks Lee!

it's not what you sell, it's how you sell

Quick fix

WIN A LASER POINTER PEN FOR YOuR QuICK FIX!

If you have a favorite ‘quick fix’ that you would like to

share with our readers (without giving your winning

secrets away!) then email the editor at pauln@

nzsalesmanager.co.nz. You will be in to win a high-

powered laser pointer pen, courtesy of the great guys

at Brand Storming Promotions.

Drive: the surprising truth about what motivates us

Personalised booklet calendars for your business.250 New Zealand Scenic Booklet Calendars

Normally $6.00 each

Special Price $3. 20 each + GSTIncludes your company details printed in black ink.

To order phone: Tony 09 625 3373your details here

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retail industry leaders forum to Debate what can Be Done to improve capability

Industry Training Organisation, The Retail Institute, has

invited the CEO’s of the top 60 retail companies in New

Zealand to a forum next month to discuss the level of

education and skills of retail employees and explore ways

to collaborate to improve labour productivity issues.

CEO of the Retail Institute, John Meeuwsen says ‘this forum

will be an opportunity for retailers to add to the Retail

Institutes ability to represent industry views – both within

the industry itself, and with the government and educational

establishments – on what can be done to improve the

capabilities of our most valuable resource – our people’.

The Retail Institute is owned and governed by the retail

distribution and sales industries. It’s purpose is to advance

the educational and training interests of these industries.

The Forum is on 5th October at the Sky City Convention

Centre. For more information contact Kiri Baddeley at

[email protected] or by phone on 04-495-9137.


Have you subscribed to NZ Sales Manager? It’s free!Simply visit www.nzsalesmanager.co.nz to get a copy of NZ Sales Manager delivered straight to

your inbox every f ourth Wednesday!

-Sylvester Stallone

“

I think I’d like to be remembered as someone who beat the odds through just plain determination… that I persevered.

Because I think that being somewhat of a pest to life, constantly plaguing and pursuing, will bring results.

NZ Sales Manager Issue 44

Documents

Transcript of NZ Sales Manager Issue 44