Sales department

• Do you know which cost per sales region/representative are spent in total and have you elaborated a comparison regarding the profitabiltiy of the sales regions/sales routes with reference to the total profit, the products sold there and the total cost spent ?
• Which new sales regions/countries - with reference to the client groups/markets segments should be developed in addition umtil when – based on which sales projections ?
• How have the necessary sales regions to be structu
  Is a 2X2 Matrix Marketing System Legitimate
  I bet if you have been on the internet very long you have seen a few programs that market themselves with a matrix system. In the 2X2 matrix, the recruit would sponsor two and those two would sponsor two, filling the 2X2 matrix with six people.There are questions by many whether this is legal or not. That is almost like asking if concrete is legal. It really depends on how it is used. The matrix system itself is not illegal, unless it is used to perpetuate a fraud or a transaction or exchange of money without any substantial product or consideration for the money spent.The 2X2 is limited in its w
  Company in General
  • Which targets – referring to the turnover and the profit resp. the personnel needed and the production means – do you intend to reach with your company within 3 years from today ?
  • Broken-down into sales region/country as well as product group and sales route – and in which steps – e. g. massive marketing investment and then switching to a permanent business or step-by-step-increase ?
  
  
  

  Present resp. Last years’ turnover structure

  • Which turnover is generated by each sales region/country/sales route – with reference to the individual products ?
  • Which contribution margin/profit is generated for each sales region/ country/sales route referring to each product ?
  • Which sales routes should be envisaged/are necessary to reach the targets as per 1. above ?
  
  
  

  Client structure

  • Which client groups/market segments do you supply today ?
  • Do you have an analysis of the existing/potential clients per field of activity/product ?
  • Which client groups/marketsegments (for each sales region/country) are missing then (e. g. compared to your presently ‚strongest/most successful’ market ?
  • Are you aware of the total number of potential clients for each sales region/country/market segment ?
  • Is/Would ‘key-accounting’ be important for you and which information is available about such potential clients ?
  • Which is your market portion/coverage (as percentage of all clients available in the respective sales region/country/market segment ?
  
  
  

  Competition

  • Who is your competition – listed from ‚most important’ to ‚nearly negligible’ ?
  • Where are they better/worse compared to you (with reference to products and sales routes) – and why ?
  • Would it be advisable to adapt possibly any of the procedures of the competition for you without becoming untrustworthy to your clients ?
  
  
  

  Products

  • Which are the most successful products – as well in your own portfolio as compared to the competition - and why ?
  • Which new products are requested by the clients already today, respectively which tendencies are shown in the market with regard to HIS new developments, i. e. is known which market segment is going to develop how and do you think you will remain the suppliers to this market (even if the final products are changed) ?
  • Is there any kind of replacement/substitution of your products already available and – if so – would it be advisable to produce these yourself or cooperate with others ?
  • With whom and would possibily some kind of exclusivity be available – especially e. g. for foreign markets … or any other … ?
  • Which new products do you intend to produce and why ?
  • Which products are so small in turnover/quantity that they could possibly be eliminated from your range – or are there any good reasons to go on to produce tem ?
  
  
  

  Pricing/profit

  • Which contribution margins/product per client group/market segment are reached by you and could they/how possibly be increased ?
  • Which contribution margin/profit generates each of the products checked on which sales route - Internet, direct sales, project orders, via representatives, … ?
  • Could possibly the ‚most successful’ sales route/product be adapted for other sales regions or how could this be solved ‘at the lowest possible cost’ ?
  
  
  

  Sales department

  • Do you know which cost per sales region/representative are spent in total and have you elaborated a comparison regarding the profitabiltiy of the sales regions/sales routes with reference to the total profit, the products sold there and the total cost spent ?
  • Which new sales regions/countries - with reference to the client groups/markets segments should be developed in addition umtil when – based on which sales projections ?
  • How have the necessary sales regions to be structur
    An Entrepreneur's Dreams Can Come True!
    Dream Jobs Can Come True - Especially If You Are An EntrepreneurThe weekend gardner dreams about escaping their office and working with plants all day. The weekend gourmet chef considers leaving their accounting profession behind to open a restaurant. These daydreams are happening every day in offices, schools and factories.According to findings from a recent Hudson poll, a national staffing and outsourcing firm based in New York, almost three-quarters of American entrepreneurs say that being self-employed is their dream job. The survey also found that almost half of employees
    each the targets as per 1. above ?
  
  
  

  Client structure

  • Which client groups/market segments do you supply today ?
  • Do you have an analysis of the existing/potential clients per field of activity/product ?
  • Which client groups/marketsegments (for each sales region/country) are missing then (e. g. compared to your presently ‚strongest/most successful’ market ?
  • Are you aware of the total number of potential clients for each sales region/country/market segment ?
  • Is/Would ‘key-accounting’ be important for you and which information is available about such potential clients ?
  • Which is your market portion/coverage (as percentage of all clients available in the respective sales region/country/market segment ?
  
  
  

  Competition

  • Who is your competition – listed from ‚most important’ to ‚nearly negligible’ ?
  • Where are they better/worse compared to you (with reference to products and sales routes) – and why ?
  • Would it be advisable to adapt possibly any of the procedures of the competition for you without becoming untrustworthy to your clients ?
  
  
  

  Products

  • Which are the most successful products – as well in your own portfolio as compared to the competition - and why ?
  • Which new products are requested by the clients already today, respectively which tendencies are shown in the market with regard to HIS new developments, i. e. is known which market segment is going to develop how and do you think you will remain the suppliers to this market (even if the final products are changed) ?
  • Is there any kind of replacement/substitution of your products already available and – if so – would it be advisable to produce these yourself or cooperate with others ?
  • With whom and would possibily some kind of exclusivity be available – especially e. g. for foreign markets … or any other … ?
  • Which new products do you intend to produce and why ?
  • Which products are so small in turnover/quantity that they could possibly be eliminated from your range – or are there any good reasons to go on to produce tem ?
  
  
  

  Pricing/profit

  • Which contribution margins/product per client group/market segment are reached by you and could they/how possibly be increased ?
  • Which contribution margin/profit generates each of the products checked on which sales route - Internet, direct sales, project orders, via representatives, … ?
  • Could possibly the ‚most successful’ sales route/product be adapted for other sales regions or how could this be solved ‘at the lowest possible cost’ ?
  
  
  

  Sales department

  • Do you know which cost per sales region/representative are spent in total and have you elaborated a comparison regarding the profitabiltiy of the sales regions/sales routes with reference to the total profit, the products sold there and the total cost spent ?
  • Which new sales regions/countries - with reference to the client groups/markets segments should be developed in addition umtil when – based on which sales projections ?
  • How have the necessary sales regions to be structu
    Six Useful Strategies for Navigating Career Transition or Job Change [And Other Big Changes as Well]
    Through my own two major career changes, and after coaching many people through successful career change, I have determined six useful strategies for navigating this life passage with skill, perspective, humor, a sense of adventure, and a great outcome.First of all, know up front that few people feel skilled at figuring out a new career or finding that next job. Most people find the task daunting. If you are someone who is used to feeling on top of your game, be willing to be out of your comfort zone on this one – chances are, this is not your game. And if you are usually a not-too-confident person, kno
    petition
    • Who is your competition – listed from ‚most important’ to ‚nearly negligible’ ?
    • Where are they better/worse compared to you (with reference to products and sales routes) – and why ?
    • Would it be advisable to adapt possibly any of the procedures of the competition for you without becoming untrustworthy to your clients ?
    
    
    

    Products

    • Which are the most successful products – as well in your own portfolio as compared to the competition - and why ?
    • Which new products are requested by the clients already today, respectively which tendencies are shown in the market with regard to HIS new developments, i. e. is known which market segment is going to develop how and do you think you will remain the suppliers to this market (even if the final products are changed) ?
    • Is there any kind of replacement/substitution of your products already available and – if so – would it be advisable to produce these yourself or cooperate with others ?
    • With whom and would possibily some kind of exclusivity be available – especially e. g. for foreign markets … or any other … ?
    • Which new products do you intend to produce and why ?
    • Which products are so small in turnover/quantity that they could possibly be eliminated from your range – or are there any good reasons to go on to produce tem ?
    
    
    

    Pricing/profit

    • Which contribution margins/product per client group/market segment are reached by you and could they/how possibly be increased ?
    • Which contribution margin/profit generates each of the products checked on which sales route - Internet, direct sales, project orders, via representatives, … ?
    • Could possibly the ‚most successful’ sales route/product be adapted for other sales regions or how could this be solved ‘at the lowest possible cost’ ?
    
    
    

    Sales department

    • Do you know which cost per sales region/representative are spent in total and have you elaborated a comparison regarding the profitabiltiy of the sales regions/sales routes with reference to the total profit, the products sold there and the total cost spent ?
    • Which new sales regions/countries - with reference to the client groups/markets segments should be developed in addition umtil when – based on which sales projections ?
    • How have the necessary sales regions to be structu
      Customer Service is Not a Department
      The only reason your company exists is to solve problems for customers. If you do not do this well the customers go away and your company ceases to exist. I have often marveled at how huge corporations place minimum wage employees in their customer service department and then wonder why their sales have gone down. Customer service in not a department of your company. It is what your company does to keep and earn trust in the marketplace.Last week, I visited my local supermarket to pick up some groceries, and they made a ridiculous customer service mistake. I am a very courteous customer. Ho
      nal products are changed) ?
    • Is there any kind of replacement/substitution of your products already available and – if so – would it be advisable to produce these yourself or cooperate with others ?
    • With whom and would possibily some kind of exclusivity be available – especially e. g. for foreign markets … or any other … ?
    • Which new products do you intend to produce and why ?
    • Which products are so small in turnover/quantity that they could possibly be eliminated from your range – or are there any good reasons to go on to produce tem ?
    
    
    

    Pricing/profit

    • Which contribution margins/product per client group/market segment are reached by you and could they/how possibly be increased ?
    • Which contribution margin/profit generates each of the products checked on which sales route - Internet, direct sales, project orders, via representatives, … ?
    • Could possibly the ‚most successful’ sales route/product be adapted for other sales regions or how could this be solved ‘at the lowest possible cost’ ?
    
    
    

    Sales department

    • Do you know which cost per sales region/representative are spent in total and have you elaborated a comparison regarding the profitabiltiy of the sales regions/sales routes with reference to the total profit, the products sold there and the total cost spent ?
    • Which new sales regions/countries - with reference to the client groups/markets segments should be developed in addition umtil when – based on which sales projections ?
    • How have the necessary sales regions to be structu
      Communicate With Customers - Their way
      We all use e-mail today - or do we?Have you ever asked your customers and potential customers how they'd like to hear from you? Some of them might check e-mail messages regularly throughout the day; some of them might check their messages only once or twice a day; and some of them might not use e-mail at all.If you've been automatically using e-mail to avoid lengthy phone conversations, first check to see if that's also your customer's preferred method of communication. Then consider the benefits of picking up the phone.I know, e-mail is convenient, it gives you a record of what was said,
      the products checked on which sales route - Internet, direct sales, project orders, via representatives, … ?
    • Could possibly the ‚most successful’ sales route/product be adapted for other sales regions or how could this be solved ‘at the lowest possible cost’ ?
    
    
    

    Sales department

    • Do you know which cost per sales region/representative are spent in total and have you elaborated a comparison regarding the profitabiltiy of the sales regions/sales routes with reference to the total profit, the products sold there and the total cost spent ?
    • Which new sales regions/countries - with reference to the client groups/markets segments should be developed in addition umtil when – based on which sales projections ?
    • How have the necessary sales regions to be structured – and why this way ?
    • Sales through own personnel, subsidiaries, representatives, synergy-partners/alliances, Internet ?
    • Which additional contribution margin/profit can be expected by them and which investment would be necessary to develop such new sales regions/market segments ?
    • Which sales areas have to be re-structured due to the potential available in order to reach a better/optimum coverage of the market ?
    • Are all representatives well informed regarding their present clientele, i. e. not only to know the decisive people of the client but also their future plans - with regard to products, sales regions, etc. ?
    • How is their success in winning new clients and who is responsible for the respective data ?