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The any company standards

S. Sychev

The author of this material, has for the last 10 years been professionally engaged in PR-consulting in the field of management, has had experience in setting up and implementing company standards in various organizations. This experience proves that: the amount of chronic recurring problems from company to company (independent on the type of activity, turnover, share capital etc.) is "the same" and tends towards a constant value.

This gave rise to the opportunity to write down some core company standards for any company.

After reading this material, please replace underlined examples with your own, and, maybe, You will get core company standards for Your Firm.

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About the stimulation of active sales managers. The paradox of an agent

A. Kavtreva, K. Tkalich (Remizova), S. Sychev

Problem 1.

How to give a plan of sales to the trading agent, who actively looks for new Clients, when not only the number of Clients is important but also their “significance”, which is not easy to formalize?

Problem 2.

How to proceed in stimulating agents who are looking for new customers, if the first transaction is not indicative? Large customers may well make small trial orders…

Problem 3.

What should be done if we found only a few Clients for the month and on top of that, any Client can suddenly pass a large order (it would not be proper to include that in our plan)? That is, to wrongly set up the target income twice or even 20 times(!) is very easy in such a case.

Problem 4.

What is to be done in those situations when it is important that the agent not only aims at getting a big revenue from a newly found Client but also tries to sign a contract for more favorable terms for the company on deferred payment.

We shall collect 4 challenges in one salary...

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Advantages and disadvantages of multiplication. Dialogues about salary

A. Kavtreva, K. Tkalich (Remizova)

It is often said that: “I shall pay on end result!.." And just as often we get puzzled with: “Yes, but there are many of them (the results)…” What should we do?

Consider each one? How to “tie” each to one salary then. Outline the “main rating” from several? Which sign should be put between them?

And later. When there are the result criteria of several individuals, how shall we not allow each one to “dissolve” in this “general evaluation” and how shall we NOT “pick” one instead of the other? How shall we not let the opportunity pass, when the employee goes on “retirement” when a big deal is “struck”?

What shall force the employee to constantly “keep” a good level? And what shall be done when the employee “stopped short”, and he feels that the punishment is too severe?

This is what Alevtina Kavtreva and Ksenia Tkalich will discuss about.

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The business strategy. Elaboration.

The business tasks

Task 1. About the present. Why is no one buying (or not buying enough)? What to change in order for them to buy?

If Your expectations about sales are not met:

Sales were low to start with and never rose with time…
Everything was fine in the beginning and then everything went down;
Your products are not worse or even better than your competitors… But You have less Clients, and margins fall.
Much "work and hustle", but turns out to a "subbotnik instead of profit"…
Everything is fine but could it be better…

If You want to understand (make the situation "transparent") and move from position…. And if You require a thorough analysis of what You have and specific recommendations of what to do… Ask us for more details.

Task 2. About the future. How to forecast?

If the life-cycle of Your product is coming to an end:

There are already a lot of competitors and the past success will not repeat itself
And that is why, it is not clear what to do next?
Which trail to run? And is it worth it?
And if it is “worth it”, will it “work or not”? What are the prerequisites? Is there any similar past experience?
How to save accumulated resources, qualifications, staff at the beginning of another project?
Or is it better to try and give a “second wind” to the current business? But how?

If this is worrying You, ask us for more details.

Task 3. About the target. Where to invest?

If Your available funds are melting:

Your own business is successful and does not require investments, but Your accumulated funds melt during inflation periods…
Right now, there is the complete order, but the growth rates are falling… While the funds are still there, decisions need to be taken… But which ones?
Which joint business will be limited? In such a way, so as not to be distracted from the current one and so as to be effective…
Before You used to invest available funds in understandable assets (immovable, shares…), but now it is not working…
Even a joint business is present, but it is "so-so"

If You are thinking about it, ask us for more details

What You will get (taking task 1 as example):

An assessment of the demand and supply of the products/services for the proposed Customers. An analysis and evaluation of marketing activities of the enterprise. A description of target groups. A structuring of the list of stereotypes of Clients (relative and specific target groups).
Conclusions about the reasons for insufficient levels of sales. A detailed report with a list of problems, recommendations and proposals as part of Clients, as well as possible ideas, linked to changes in the market, changes in positioning. That is, in the format of “What is happening to the sales and what can be done”.
A marketing strategy for the development of the enterprise and advertising strategy to promote the products/services. Creativity. A list of marketing and advertising solutions, taking into consideration the rules of development which appear on the market, as well as taking into consideration the experience of the company.

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