A Ten Point Plan Skill Strategy

The Strategy focuses on tackling four priority areas that emerged strongly from research with employers. These areas critically underpin the skills and labour needs of the sector, which in turn are hampering the productivity of the sector:

· Management and leadership

· Customer service

· Chef skills

· Retention

In order to effectively tackle these areas, the following ten point plan has been developed:

1. A Single communications channel
2. Management and leadership
3. Right Qualifications and funding
4. Supporting small businesses
5. Customer service
6. Chefs
7. Industry code of practice
8. World class skills delivery
9. Attracting high quality people
10. Broadening the appeal of the sector

The next section sets out the ten point plan, including a description and rationale for each point of the plan, targets and specific commitments from employer representatives and key partners. The status of these commitments is highlighted as agreed, proposed or in principle, depending on the development of discussions/agreement reached at this stage.

Through the discussions with key partners and employer representatives a number of barriers have been identified that if not removed will hamper the effectiveness of the strategy to meet its ambitions. A separate discussion paper outlines those barriers.

Key targets and strategic phases of activity

The strategy has five overarching targets:

1. Productivity – raising levels of productivity to meet new government and industry targets

2. Customer service – raising international perceptions, as measured by VisitBritain

3. Retention – a significant reduction in the existing rate of staff turnover

4. Employer business engagement – enabling all businesses to appraise their readiness for 2012

5. Achieving the 2020 skills mix – as determined by the Leitch Review (2006)

The ten point plan outlined in the remaining part of this document brings together strategic activities required to meet these overarching targets. In addition, the specific activities that have been agreed are underpinned by five strategic levers that industry and public sector partners must use if the strategy is to succeed:

1. Government policy
2. Industry codes of practice
3. Quality assurance
4. Public funding
5. Effective communication

The Global Skills

Why raise standards? – the case for change

The sector needs to be prepared to meet the growing expectations of both domestic and international visitors and take advantage of the increased visitor numbers and profile that the 2012 Games offers.

However, our ability to train and develop our workforce is being undermined by poor staff retention across the sector and the fact that few businesses have a coherent retention strategy.

Conservative estimates suggest that we are losing 590,640 number of people annually, costing £886m a year. By 2012, the sector would have lost 4.1m people costing the sector £6.2bn.

A staggering 70% of recruitment is being undertaken to replace existing staff. The sector has been very good at recruiting people again and again, but for too long we have been trying to solve the wrong problem. The sector’s recruitment crisis is less to do with the perception of the sector, but rather its reality. We are managing to recruit, but we are failing to retain our staff. We are targeting short term labour pools such as students and international workers, but the lack of career progression routes and robust training and development means that many are not staying. Poor management is at the heart of the problem with independent sector research firmly highlighting poor management and lack of recognition as the key reasons why they are not prepared to stay.

In turn the high labour turnover has hampered the sector’s attempt to tackle three critical skill priorities, as identified in the comprehensive SSA research:

1. Management and leadership skills

54% of managers do not possess the minimum level of qualification required for a manager

2. Customer service skills

63% of employers believe their staff’s customer service skills are not sufficiently proficient to meet their needs

3. Chef skills

40% of chefs do not possess a qualification at level 2, the minimum required to prepare and cook food from scratch

We’re training, but to what end?

The vast majority of employers are training their staff and spending a significant sum of money – in 2006, 6% of employers trained their staff to the cost of £144m.

• 71% of employers are offering their staff an induction
• 66% of employers trained their staff in the past year
• Smaller employers are less likely to provide training. 90% of units with 200 or more staff provide training compared to just 47% of units with 1 to 5 staff
• A third of employers are not training. Of which, a quarter of them say nothing will get them to train, but 58% say that training could increase their productivity.

Most employers are training to increase their levels of customer service and increase their effectiveness as a business.

Poor uptake of qualifications

While the sector is training, little of it is resulting in recognised qualifications. This is a result of a general confusion amongst employers about the purpose of qualifications, but also reflects the fact that few employers believe the qualifications in existence fully meeting their needs.

• The sector spends £91m on supervisory/management training compared to £6m by the Learning and Skills Council (LSC) on sector-specific provision
• The sector spends £34m on customer service training compared to £511,000 on sector-specific customer service training by the LSC on sector-specific provision
• When it comes to chef training the LSC is spending more than the sector. £54m compared to £19m.
• Only a small percentage of training is resulting in a formal qualification. For instance less than 2% of employers use Apprenticeships and 2.7% use a health and safety qualification
• Chain employers are more likely to be using National Vocational Qualifications (NVQs) – nearly 5% percent, compared to just 2.5% of independent employers. This is significant given that NVQs often draw down government funding

Is funding helping those employers that most need it?

The confusion many employers have in understanding the qualifications available carries through to the funding system. 80% of employers do not know where to access government funding and only 3% have directly accessed government funding and 5% indirectly through training providers. While slightly more small and micro employers have directly accessed government funding than larger employers, a much higher percentage of larger employers have accessed funding through a training provider. In the main this is due to the fact that it is the longer qualifications, like NVQs, that tend to be funded. These are much less likely to meet the needs of smaller employers.

The lack of qualifications that fully meet the needs of the sector also undermines the effectiveness these qualifications have in providing the right skills for new entrants. However, the targeting of students and international workers at the expense of other labour pools has meant that the sector lacks a diverse workforce that reflects the customer base. Currently a third of the workforce is under 25.

Of continuing concern is the fact that we are unaware of the true figure for how much money is being spent on skills and productivity across the sector and how that money is being directed (in particular public money). People1st’s ‘Smarter Spending’ work continues to help clarify this important area.

No significant impact on skill needs

While the sector spends around £144m training and developing its staff each year, it is not effectively tackling the skills and retention needs of the sector. What is required is a more robust and co-ordinated solution that collectively addresses the interconnected issues that are hampering the skills development in the sector. This will need to be done in terms of both new staff entering the sector as well as the existing workforce.

Employment projects suggests that the sector will require an additional 764,812 staff by 2014. However, broad calculations suggest that at the current rates there will be a shortfall of 370,870 staff.

The implications of pledging to upskill

Lord Leitch, in his report ‘Prosperity for all in the global economy – world class skills’, highlights that 70% of the working population in 2020 have already left compulsory education. This means that employers, together with key partners, will have to play a pivotal role in overcoming the skills challenge of the existing workforce.

Leitch proposed some stretching targets at levels 2 and 3[1]. In order to equip core occupations with the appropriate skills at levels 2 and 3 across the sector, broad calculations suggest that approximately, 766,551 staff will need to be trained to reach the appropriate skill needs (see Table 1). This will cost nearly £229m to achieve the desired targets and £700m if we include current rates of turnover.

It will require some radical shifts in emphasis to upskill the workforce to achieve the level of skill required. For example an additional 36% of managers will need to be trained to the equivalent of level 3. Similarly, 32% of waiting staff and 29% of travel agents will need to be trained to the equivalent of level 2.

Leitch also said that employers need to have full confidence in publicly funded qualifications and that vocational qualifications should focus on economically valuable skills.

The Department for Innovation, Universities and Skills (DIUS) published World Class Skills: Implementing the Leitch Review of Skills in England on 18 July 2007. This policy document sets out how the Government, working with our partners, will implement the recommendations of the Leitch Review of Skills in England. Government has

accepted his recommendations and targets, committing to a new skills ambition by 2020 and a review of progress across the economy in 2010.

The NSS is the hospitality, leisure, travel and tourism sector’s positive response to the Leitch Review of Skills and the ten point plan sets out what needs to be achieved if the sector is to fulfil its skills ambition. Progress in implementing the NSS will be overseen by a Monitoring and Implementation Group, chaired by the Tourism Minister. The work of this group will feed into the wider Government review of progress across the economy in 2010.

(J1). Service marketing planning Note >> Hotel Service Marketing Planning

1. "Not satisfied with the staff there would be no satisfaction of the guests." Hotel services, marketing should pay attention to people-oriented.

For the hotel is concerned. Has good employees are the best to win and retain key customers."There is no basis for the work of loyal members. Is impossible to have a loyal customer." Hotel staff should be treated as internal customers. For the employee self-actualization Service . managers to tell staff of enterprises should strive to achieve market objectives. and guide them to the enterprise market segments chosen by the customer demand-oriented. Service to provide the training they need. autonomy and support. in order to ensure that their customers and with the important. but often very short-term exposure can produce satisfactory results."management is a service." internal only go up the Service.'s in order to improve the quality of service. to the satisfaction of staff available to hotel guests satisfied with the products and services. ultimately win customers satisfaction.

At the same time. Everyone should pay attention to marketing. Previous sales positions are not working on a high degree of contact with customers, employees now being asked to have some marketing skills. So. Hotel receptionist or the total Taiwan cashiers may be required to sell to their customers new services projects. or recommend guests looking for Sales Manager.

2. Attention to deal with the"Product Support Services""Hotel image service" relationship. The former refers to products launched around the service. The latter refers to focusing on corporate image and to carry out the services; the former performance of individual products for direct-attached benefits . the latter is the performance of additional benefits for the hotel; the former direct marketing. The latter indirect promotions. organic combination of both. Sales only to better effect.

3. Pre-sale services, the key is to set a good first impression. Basic propaganda. PR. Inspired. Guide. Advisory. Sale services negotiations, the key is communication. Persuade purchase. Basic courtesy and hospitality. After-sales service, the key is persist. trustworthiness. really. foundation is to facilitate. thoughtful. the economic and emotional.

4. Establish a tracking system. To provide additional services.

i. Emphasis On The Tracking System
Service
For numerous different service personnel to deliver multi-element product of the hotel services. Its tracking system in accordance with the market divided into various parts of the best are attended. Counterpart reception. To solve practical problems in customers every time and grasp the opportunities of cooperation.

ii. To Provide Additional Services

Management system of returning tourists."Gold key" service. Guest themes Association. Consumer points rewards system. Rich cultural connotation of the brand strategy and regional marketing services.

(J). Hotel Service Marketing Planning

Here is service marketing planning steps :

1. Service to do a good job of marketing decision-making.

Service marketing decision-making is planned ahead of time and infrastructure. Usually the decision-making content divided into the following sections:

i. Service element of the decision-making. According to market research projects to understand customer requirements. In accordance with the importance of an appropriate sort. The importance is to determine the basis for elements of hotel services. In addition. But also with particular emphasis on the characteristics of elements of the enterprise .

ii. Service level of decision-making. Improve service levels. Should not generally refers to all projects. Need in accordance with the requirements of customers with the level of service the project has reached the score to be classified. Can clearly improve service levels should focus on the project.

iii. the form of decision-making Service. Service elements include elements of pricing and service delivery channels.

2. Service marketing planning steps

i. customer segmentation and accurate positioning With the traditional marketing of different commodities. Service marketing is broken down to focus on the expectations of customers and not just needs. After the adoption of subdivision. Can be according to their values and service costs to customers are divided into various grades. Understand what the region can use a lower contact service to replace the high-contact services; how to use priority service capabilities to customers in several sub-markets; know how to enable customers to participate in service delivery and management.

ii. to identify the expectations of customers

iii. Customer perceived service quality = actual service quality - customer expectations of service quality. To focus on the most important customers. And find the hotel in mind the excellent service and their expectations differ. Again through efforts to reduce such differences.

iv. set the expectation of its customers. To develop a set of communication plan. So that customers expect service levels slightly lower than the hotel can provide the level of service.

3. Set plan. Organize the implementation of
   
   

i. According to market research and target customer expectations.

ii. determine the activities made after a detailed plan. And intends to work out the various stages of division of labor and meticulous arrangements. And each time point. Paragraph must complete the work plan process.

iii. Service marketing activities to the same article as bigger. Have set the stage. Have a climax. Have feedback after.

I. Business Hotel To Enhance The Advantages Of Membership-Based Marketing

Business hotel operators and marketing policy-makers often 5P, those area ;

a) Product

b) Price

c) Packaging

d) Channels place

e) Promotion

as the five elements in order to form a competitive marketing mix and brains and the general oversupply in the hotel market do not fully consider the customer experience is unlikely to be able to win the competition in the industry.

Well, customer-centric 4c theory

a) Customer's desires and needs of customer

b) To meet the demand for the cost of cost.

c) Convenient to buy Environment convenience

d) Regular two-way communication) to emphasize customer service and customer maintenance strive to achieve customer value so as to establish customer loyalty.

Customer loyalty is particularly important in Hotel Business. Customer loyalty depends largely on his satisfaction. When the guests to try a hotel's products and services. May be dissatisfied with him General Satisfaction Very satisfactory.

Pleasantly surprised and even surprises was very satisfied with the enjoyment of guests and higher. Repeat consumption possibility is 90%. Well, in high-Star hotel has implemented the"standardization of personalized" service under. Customers can be achieved even very satisfied with the proportion of pleasant surprises as well how much? I am afraid not very optimistic. It is neither a service program or service norms. Nor is the issue of professionalism of employees. The key is the customer's own emotional uncertainty.

For example: Hotel staff charming smile. In most guests seem to. is a symbol of warm and friendly. But in my head just hit the hotel glass door or in the Marble hall of the guests seem to slip the ground. This is one of the provocation was furious with himself.

Therefore, in cultivating loyalty guests. Membership should be a more ideal choice. A lot of hotels to large amounts of stored value cards as a membership-based alternatives. Not only the stability of some consumer customers. Also realize a part of advance sales. Hotels also have integral card to attract repeat buyers. supplemented with crazy discounts and gifts. In fact, these methods did not really attach membership. its essence is to use low-price competition strategy for temporary benefits.

Business hotel to implement more successful if the membership system. Can produce this effect in five aspects:

a) its members would be very happy to his family. Friend referral of this hotel. generate sales chain.

b) Member of the consumption frequency was significantly higher than the general individual. willing to accept the hotel's new products.

c) Member of the errors in the hotel have a higher tolerance. to calm the hotel related services and products make their own comments and suggestions.

d) Have mutual exchanges between members of the space. and realize through the exchange of certain value.

e) Member will not have new hotels surrounding completed. or other hotel launched attractive promotional measures to change his consumption habits of the hotel.

Many hotel management companies have membership organization. For example, the Circle will be Shangri-La (golden circle). Intercontinental group will worry more (priority club) and so on. But for the hotel for the monomer. To establish the cost of membership organization and professionalism. As well as full-time and database requirements. There are inputs for publicity and promotion. are more difficult to solve. In such a case. could be considered co-operation with the professional marketing company. with a view to the smallest input. to obtain a complete marketing mix.

Some hotel managers think the same professional marketing company to develop the market. Companies are carving up their own interests. In fact, such a complementary co-operation. Should be a win-win situation. And not a zero-sum. Hotel with professional firms. The development of its own sales force involving less than a market segment. the completion of the hotel business areas outside the expertise to operate. the income generated is incremental. rather than the original market share.

At the same time. Hotel and professional marketing company co-operation. In the hotel's own product differentiation and service aspects of differentiation. Vis-¨¤-vis competitors city. Can have more space.

(H10). Customer-Centric Marketing Ten Flow > Based On the Value Of Customer Network Management

In this networked world is becoming increasingly popular. Enterprises need to rely on supply and demand network partner’s access to their clients and provide services. Enterprises required by partners in a value of network environment posed by these networks to connect to together generate value.

This connection can be a long-term stability of the model can also adopt a relatively more dynamic way of immediate benefits. to the composition of such networks calls for comparative advantage and the role of complementary and have a deeper understanding of the concept. At the same time to clear as opposed to a breakdown of each customer or client needs preferences and behavior in such a case. Marketing officers who are required to develop and implement marketing flow. So that resources be able to deploy and manage the extended enterprise and the value after the network running smoothly such as the distribution channels partners.

Uniform resource allocation and management of co-operation will help customer’s life stage for an important event to launch the Product-related content. At the same time, the introduction of the League of loyalty can also plan to provide users with greater value.

Now. The above-mentioned high-value marketing flow so that these marketing practices can be strengthened. The difference is how to re-definition of these marketing tactics and put them together.

To set up more strategic focus on providing value to customers business processes. In addition flow between these marketing is not independent. but associated, for example; be able to dialogue from the multi-channel access to the user's contact with the complaining about the key that helps to enhance the ability of market timing and the demand from the expansion of the network to be the customer information and benefit analysis of effective customer and market motives and will also enhance the overall understanding of the customer.

So, with 10 of this customer-centric marketing critical flow depth to use.

These flow itself will continue to be strengthened and improved. in order to allow enterprises to further improve.

(H9). Customer-Centric Marketing Ten Flow > Careful Arrangement of Cross-Channel Dialogue

Customers will think they are directly related to enterprises set up the relationship. Rather than individual commercial units or set up cross-channel relations. So. In addition to promotion of individual and interactive activities for coordination and optimization of outside. enterprises must also be able to clients from an individual or a breakdown of the level and adjust marketing efforts into a work priority. here is not considering the business line involved, as well as inward. outward channels.

For most large enterprises. Taking into account the large number of"information island" existence. Even a simple change of address customer business may also undergo a tremendous challenge. if related to the focus on the sharing of customer information. or to have summed up the relationship between the client motivated. face challenges are often even more. enterprises must recognize that. unless such information collated together. otherwise it is impossible to truly understand the value of individual customers. can not understand him for the channel selection and he hoped to obtain from the enterprise information.

(H8). Customer-Centric Marketing Ten Flow > Multi-Cooperation In The Process Of Clients

Marketing functions will normally be dependent on the supply chain partners. For example, work with the marketing ads. Research and promotional agencies. These partnerships and the enterprise's internal organizations need to be better arrangements. to meet the development needs of customers.

Customer preference and customer behavior. enterprises must start marketing the corresponding flow. in order to further the observed market conditions and client applications to create integrated marketing work. the development and implementation of them. of business rules. commercial standards and business processes will also be identified with the use become important. can be used to meet the growing marketing automation flow. to be used effectively from one-on-one relationship marketing benefit.

(H7). Customer-Centric Marketing Ten Flow > Based On The User Needs To Grasp The Market Opportunities

As a result of changes in the market, allows users to become more difficult to predict demand. Strategic leverage necessary to turn the enterprise with"the unpredictability of the changes ahead of time perception" of the marketing ability to flow up.

Such enterprises can make appropriate and timely response. so that marketing communications must flow to the wave of change in the past, propaganda-style mindset. instead focus on the events of life to grasp and use. and the introduction of interactive marketing-driven strategy and tactics. to understand customer relations.

The Moment of Truth. also necessary to rely on a complete set of data acquisition processes and quality management. as well as market and customer insight into the nature of the capacity. these capabilities with the reasonable value of customers based on market segmentation has become a Supporting interactive marketing with the basic elements of flow.

(H6). Customer-Centric Marketing Ten Flow > New Product Development And Release

With the focus from product-driven market attention shifted to the benefits of customer segmentation. New products must be with the core values of customer needs and preferences change. This requires that the product pricing Bundling Product packaging as well as migration between different products, such as the application of all aspects of a more flexible strategy.

At the same time. With the requirements of customers and consumers more and more while continuing to shorten the product life cycle. thus the positioning of new products should be more explicit. In addition. new products also need to adapt to the prevailing market conditions. So new release has become a more important time.

(H5). Customer-Centric Marketing Ten Flow > Client Portfolio And The Allocation Of Resources Based On Production Capacity

In addition to conventional marketing competency assessment. Enterprises must also be able to effectively use its own resources to close to customers.

Development and customer relations and ultimately win the customer. This needs to be based on the value of customer combination of the premise of a breakdown.-to-business marketing ability and resources to conduct systematic understanding. development and management.

The ultimate goal is to provide to each, taking into account the potential value of customer groups. and the attendant risk of expected and return later. Optimize the allocation of resources. the resources associated with far more than marketing itself. would also like to include sales. Service. production and channels. Therefore. must have a high degree of commercial flow across functions. but also to strengthen the effective knowledge and information management.

(H4). Customer-Centric Marketing Ten Flow > Based On The Value Of Customer Market Segments

On the breakdown of the practice is not uncommon. However, many enterprises are still maintained to a large extent a product-centric habits. Relied on demographic data or statistics of data to small market points and adjust production and the existence of potential gains to adjust resources. on the requirements of customer-centric segment.

The key word here is:

First. customers with the relationship between enterprises;

Second. associated with the potential lifetime value.

To accomplish such a transition can not only focus on the customer to show the extent of the value of the enterprise. and turn to a truly"customer-centric." at least for enterprise customers can provide much value to give the same degree of concern. based on the customer broken down by the value of marketing as a flow.

The key is to understand whether it will obtain the value of customers. When will the acquisition value. how to obtain the value. and enterprises to effectively deploy the resources to provide these values and the expected return.

(H3). Customer-Centric Marketing Ten Flow > Insight Into Customer And Market Opportunities

In the traditional competitive analysis. market research and investigate means to outside customers. enterprises must also have ability to obtain a large number of customer and market information. This requires a system of data collection and quality management approach. of data analysis techniques. as well as through customer and market data to see the capacity of the motive.

In addition, also will be required with the customer and market opportunities to apply strategic planning. tactical project development and management's ability to interact.

(H2). Customer-Centric Marketing Ten Flow > Marketing Visibility And Value To Measure

With the marketing efforts of the absolute number and complexity of the improve. Marketing activities across the enterprise or even all of the value of distribution channels has become a measure of a great challenge.

Although the high-level business managers Marketing verifiable return on investment (roi) more and more interested.

But the marketing departments of large enterprises to a large extent the performance is still impossible to measure. If in order to ensure the marketing efforts become more measurable. requires enterprises to develop a formal standardization of marketing processes. as well as marketing plans. budget and follow-up system. and put into use.

(H1). Customer-Centric Marketing Ten Flow > Marketing Management

As the market competition becomes increasingly fierce. Products and increasing the degree of channel proliferation. Coupled with the market. Media and interactive channels is further broken down.

The complexity of the marketing operation has also been improved. In such an environment. marketing functions must work hard to pursue a high degree of standardization and automation of marketing processes. in order to improve efficiency and productivity. and in accordance with business objectives to better organize resources and activities. a high level of efficiency and productivity is important. is because it allows the marketing staff time and energy into the higher value of the marketing process.

However. the company's various departments may be due to their different functions and have many other needs. At the same time, these requirements may also change over time. At the same time in the company's adoption and use inside and outside the marketing operation and management will mean that marketing should flow with the diverse needs of these dynamic adjustment.

(H). Customer-Centric Marketing Ten Flow

While traditional marketing flow changes in the marketing functions of the process will continue to play an important role. but marketers need to shift their attention to a new marketing processes and marketing abilities. enterprises must invest more time. by improving the efficiency of marketing departments. adjust the allocation of resources. the development and application of more advanced marketing flow so that a greater value of marketing.

Market, the functions of the department must change. To meet the customer-centric marketing advanced flow. Here are the 10 kinds of marketing flow can help the enterprises to provide maximum value to clients. At the same time will bring the most value to the enterprises themselves.

Analysis:

Enterprises are aware of more stable long-lasting customer relationships is critical for long-term profits. The majority of marketing departments at least from the concept is ready to promote customer-centric mechanism. The adoption of a more strategic approach to the overall customer base and fine sub-value customer base. in order to make marketing more efficient. Marketing the functions of the department must also make a change. by focusing on products and transactions and shift attention to business goals and corporate strategy in line with the customer base and customer relationships. However. the majority of marketing departments in the changes in flow will be facing severe challenges

Demanding customers.

Today, enterprise customers want to be able to provide more in line with their respective needs. Preferences and lifestyle products. In communication with the customer should also pay attention to their personality.

More marketing activities.

Customer-centric enterprises to have the ability to support additional marketing activities. This would involve the other departments within enterprises. Such as call centers. Retail store or a branch. Website, as well as partners. They are responsible for the implementation of marketing activities. Surface of the increase in the number of marketing activities and various executive departments. To do proper marketing resource allocation. marketing expenditures rational to spend. One can imagine the pressure faced.


Coordination of marketing goals.

To achieve customer-centric marketing. Is bound to a variety of groups and companies interact both inside and outside. Such as the Corporation. Redisseminators. Products. Clients. Channels. Competitors and market. However, the relationship between these groups is very loose. At the same time For critical high-value marketing flow required by the lack of cooperation among the groups enough attention.

Want to operate a customer-centric enterprises. Marketing departments must take the lead in a successful customer-centric. At the same time, the various functions to end fragmentation among agencies is not between the situation. So as to set up a more strategic customer - Center businesses. marketing departments can no longer focus on the daily affairs of every day. but to shift attention to high-value commercial flow. so as to provide users with value. enhance brand equity. in order to obtain more predictable return on investment.


More and more evidence that the .21-first century marketing leader in functional departments need to have the following 10 kinds of high-value marketing flow. These include the flow of marketing

(G7). Learn Strength > Sales Of The Seven Core Competencies Elite

As required by sales staff has broad knowledge of contacts. From the marketing expertise to financial. Management, as well as relevant industry knowledge, and so on. It can be said that the sale is"overall quality" competition. The face of so much knowledge and information is not very strong are unable to study the ability to participate in competition. only sales techniques as an example. from Guided Selling Sales to listen.


Followed by question-type for sale only to the consultant-type sales ... ... sales techniques changing renovation. as a good sales staff only to acquire all kinds of sales techniques in order to win in the competition. Of course, sales staff need to learn much more than sales skills. and also must have the ability to learn by analogy. there is no good learning ability. decided the outcome in terms of speed. the speed of the decision today, the future is bound to be eliminated .

(G6). Execution > Sales Of The Seven Core Competencies Elite

Implementation capacity are reflected in the overall quality of sales staff. Tatsu is an objective of the spirit of non-stop. Sales staff in the implementation plan is often fraught with difficulties. In this case you would only say that if the"manager of the difficult things. Does not."Well, your leadership can only say" good. Well, I can find a complete person to do."no difficulty at all things can not be called mission. everyone can complete the things is also reflected not see your value. <>


A city home to a large chain stores. A store in the city has more than a dozen stores. The occupation of the city's end-markets. B companies Zhang decided to let the sales staff to get this matter. In Zhang took over the first has a few excellent sales staff defeated. because the stores are in the local retail boss. So always overbearing. no acquaintance relations approach offer a very high cost. but do not give the opportunity to counter-offer. but the company requires"reasonable" costs approach. how to continue the implementation of this command?

Zhang received a mission anxiety. If the task is completed. Promotions are a matter of course. However, the company unable mission will find him the same"lack of capacity. Unable to perform the company's plans." Next. Zhang's go visit a store Hwang several purchasing managers. and so on for a very long time no see even the face. He knows this is the other side deliberately do not give him any opportunity to keep the prices down. forced him to agree to harsh conditions.

Zhang Huang subordinates at this time to turn from that Huang's wife working in a bank. He found a friend in order to make insurance marketing insurance on the grounds awareness initiative Huang's wife. and then introduce his wife, Zhang and Huang awareness. And by giving children the means to buy gifts such as La close-up. the time is ripe only after his wife introduced to by Huang Huang. Hwang Jang deeply of the well-intentioned. Finally Zhang successfully completed mission.


Such examples are not uncommon for sales work. Therefore the implementation of sales staff not to go to find the causes of things. But should you manage to find ways to achieve results. The result of your leadership is most concerned about. Is a reflection of your ability .

(G5). Analytical > Sales Of The Seven Core Competencies Elite

Analysis and observation are inseparable. Observation information. Analysis concludes. Look shelf product distribution analysis of what you can? On the best location on the display or the best-selling varieties. Or is that the manufacturers at this time the main push products; through the production date for analysis. Production date draws nearer description of the product sales and circulation of more normal. Production date too long description of the product are unsalable condition; through price analysis. prices higher than before the reduction of the product by the pressure of competing products too large. sales situation is not ideal. prices up higher. the product prices of raw materials market as a whole . lead to a surge in product cost. or that the product market are in short supply state. Such indirect information must be carefully analyzed.

Also in the negotiations with the client you are from each other and the information analysis of speech and deportment showing each other's"bottom line" and the mentality. Such as the entry negotiations. Here you are in hand to buy a newspaper ad. As the sales staff is definitely not a promise. Analysis of the other speak tone expression. use Discourse spying. then analyze whether there is likely to depress prices. and so much space range.

(G4). Perceptiveness > Sales Of The Seven Core Competencies Elite

Observation is not a simple look. A lot of sales staff is first class learn to"watch" the market. This watch is not a random browser. But with professional insight and knowledge to careful observation. Observed that the important information. For example, to Most people go to stores may know what products in the promotion. What is how much money Products. and professional sales staff can observe more information:

You have not noticed other people's products are sold well because what? Prices. Gifts. ... ... Used in the packaging, what gift? What Materials? How produced? Packaging done a good job. Fortunately, Which? Color. Modeling. Materials. Can have other uses (such as food packaging. Run out can be a jar). What competitive brand promotion activities? Specific time period? Specific forms of activity. What are the modalities of participation? Marketplace competition brand manufacturers from 28 to 29. The increase in what manufacturers are. Whether we have a potential threat? Its main product and price positioning how? ... ... Too much information you required careful observation. A lot of sales staff in their training after a long time. Go to him"watch" the market. Still can not get useful information. That I can only say that. You do not sell this work for .


Sales staff is also feedback information for each business member. By observing a large number of accurate information to obtain feedback from sales staff are a big responsibility.

(G3). Communication Power > Sales Of The Seven Core Competencies Elite

Communication between the sales personnel are essential capabilities. Communication contains two meanings: First, collect accurate information the other side. Understanding of each other's true intentions. At the same time, their information will be accurately communicated to the other side. Second, communicate through appropriate means (for example, tone . intonation. expression. expression. speak the way, etc.) makes easy conversation the two sides reached a consensus.

Good communication are the key to successful sales. Once there is a sales manager with a supermarket boss to talk about many times. May refuse the other side insists on U.S. products entering. Unable Sales Director The mission felt great pressure. Watch this case I decided to join with him to call this"reasonable access" the boss. But go before the light of the charge has been"proactive" style. I have repeatedly told"Today when you only. Do not speak. Let me grasp the situation the other side to talk about it anymore." to see the boss when the supermarket. found that less than thirty other. have been in the city set up three medium-sized supermarkets.

The announcement came a look naturally imagine. In the sales manager after a brief introduction.I used the comparison shows that the attitude only to him today, and"talk"."Friend"."to study him and learn about local market conditions." and then up to 3 hours of conversation. I basically only say"on"."ah""remarkable." The boss will start his hair all fell out of family history.

Until at last he said,"and you talk really good." Finally, I mentioned about 5 minutes to enter Product Marketplace him things. promise him talk. turn around and take another look at sales director by way of communication. boeng only theme to see the other side."We are well-known manufacturers. well-known brands. your goods into the U.S. can rest assured." White said this might be useful in general shops. But for this" young and promising"for the boss. He may not think these were high. brand may not have anything. It can be seen in communication skills important in the sales process.

(G2). Self-Control > Sales Of The Seven Core Competencies Elite

Sales personnel are often one-man operations. Sales staff to go to the development of customers every day. The maintenance of conditions, such as passenger. These can not be entirely under the supervision of the leadership. Enterprises to control the only way is working statements. And every day meet the individual reporting the status of work. But if one really wanted to goof off is very easy.

For example, the client deliberately go away there. on the road to get some rest; have been leaving the subject of a half-hour. lied about the results of three hours and so on. except in this way harm the interests of business. More importantly, is also hampered the development of their own. I am a friend of Mr. Chang Lim international media company in China, director of client. He said that was just to join the sales of work regardless of the weather as early as day 8 point out to the 22 o'clock to go home. afternoon hungry eat bread and mineral water. three months without a break. before the first customer to sign.

It is precisely because of this self-development requirements and a good self-control ability. my friends to get this achievement. This success does not depend on"a daily call sheet""The daily reports on the situation of" forced out. entirely on self-control.

(G1). Patience > Sales Of The Seven Core Competencies Elite

Patient the most is not easy to do. Done sales person knows it. Just started when a customer did not you have to be patient. Has seen a lot of stepping into its sales fall by the wayside are the person should not insist on results. May you need to patient a month. six months or even a year before the beginning of the accumulation of a number of clients. your performance and the corresponding income in order to improve. Therefore, if you are opportunists who do not do sales.

In the sales process still need to be patient. And the customer made an appointment time. You arrive on time. But customers are being met or temporary emergency. How should you? Patience. Otherwise you would lose the customer. Years ago I have been a knock on the door sales. A 29-story building. Every eight households. From the"sweep" up. See on the door knock. The result is 20% people knock on the door of your extreme aversion. door did not open should you"roll"; 40% of people are not very patient. open the door to tell you"fast"; 30% of the person response insipid. Say"I do not need." Only 10% of people have the patience to listen to you can introduce your product End. and does not necessarily buy. no patience to do it?

(G). Sales Of The Seven Core Competencies Elite

With China's economic development. the formation of a buyer's market. sales staff increasingly occupy an important position of enterprises. outstanding sales promotion staff have a broad space and in the enterprise the right to speak. However, in tens of millions of marketing force want to be an outstanding sales force is easier said than done.

So for the current sales staff. First of all should be looking at whether they have competent sales of the seven core competencies. and continue to be improved. upgrade.

1. Patience
2. Self-Control
3. Communication Power
4. Perceptiveness
5. Analytical
6. Execution
7. Learn Strength

(F2). Product innovation > Beverages And Drinks Industry, Three Of Marketing Innovation

Products are cross-cutting drinks. Beverage businesses all the core business activities. Is the starting point of all marketing. Whether or Coca-Cola Wahaha. It's product innovation strategy is bound to bring its products. Channel planning. Brand communication. Terminal changes, such as exploring a number of innovative . as business leaders. do you know your products? Understand your consumers? Whether the products you reflect on what problems:

For example.

Your products in the market and competition in the product is homogenization? Your product there is an obvious quality. Price. Personality differences? Whether your product has unique advantages and attractions, such as.


If you do not. Can be characterized by the same type products. According to the existing features of the product and the disadvantaged. Depending on the target consumer groups demand analysis. Further exploration of consumer psychology. Or on the basis of the analysis of business resources available. Open thinking space. The use of reverse Product Innovation Act. the value of innovation. eliminating lead-dimensional tools and other methods. conduct an in-depth research. integration of existing social scientific and technological achievements. must be able to find a new market space.

Wahaha such as the introduction of ice tea. Ice tea after. Continuous product improvement and innovation. And products on the market is further broken down. Rolled green tea (Longjing tea paradise of water). Organic green tea. Flowers and tea. Further opened the market space .

So. Enterprises to Built to Last. Formulation or a retrial in line with the product strategy for enterprise development are the basis for product innovation. Product strategy generally can be divided into four steps Qu:

1. The First Step.
   Breakthrough point. High-end victory. Enterprises should concentrate its limited resources. Focused on the most successful and has led the development prospects of a product. Take the point penetrated the strategy. The realization of a single product diversification. Make make deep penetration . breakthrough point. high-end victory. Wahaha such as the pure water.
   
   
   
2. The Second Step.
   With single-point line. Horizontal clusters. Multiple expansion. An extension of the brand connotation. Enterprises in achieving"breakthrough point. Winning high-end" post. To follow up the victory. Homeopathic and on. Extend the"breakthrough point" brought to the brand. to have similar features to extend the meaning of the Products. Product group to form the same series. connotation in brand form the basis of a product line. enhance the expansion of our Products. Wahaha such as drinking water series.
   
   
   
3. TheThird Step.
   Structural adjustment. Many break points. Cultivate several Star Products. Product from enterprises of all its demands. Consumer groups. Markets are classified. Adjust the structure. The rational combination. Sort out a number of product lines. In each Series 1-2 to choose the focus of the operation of products. produce several Stars Products. Wahaha such as green tea. Nutrition Express Line.
   
   
   
4. The Fourth Step.
   Multi-point lead. Many lines of development. The formation of strong brands. To a number of points (star product) as the core. Exert Star Product of the"obvious effect." Multi-point lead. Many lines of development. Combination of points and lines. Stratification primary and secondary. jointly promote. formed in the breakdown of the areas of Product competitive advantage. such as Wahaha has not completed the development of the fourth step. but has formed a series of pure water. tea beverage series. functional beverage series of strong drinks group.
   
   
   

Product strategy. Product strategy. Product line planning. Product group positioning. Product innovation. Product Design professional channels. Products such as transmission planning. Each is a point of innovative thinking. Each point will open a new market.


Pilot Market

I think: a strategy for regional markets bidder world. Focus on the advantages of enterprise resources. Through a phase of effort. Set up a strategic regional market barriers. Homogenization are out of the trap. From upstream and downstream extrusion effective method.

Therefore. The proposed enterprise using 2:8 Principle. The market is divided into two categories:

One type of sales policy and the maintenance of normal market order. Using conventional means. Solve the problem of the market for enterprise survival. General control in 80% ~ 90%;

The second type of strategic areas (change pilot) market. The use of unconventional means of innovation. With key resources. General control in 10% ~ 20%. The building of such markets in terms of enterprises of great significance. <>

The second category is further divided into two kinds of markets. One is the strategic regional market. Enterprise strategic base. Major breakthroughs market. Personalization of the regional market, etc.; another is based on enterprise transformation. Marketing strategy development associated pilot market. It must be consistent with product strategy. elite team to build sales. marketing management and channel mode of operation combined with the innovative.

Want to rise in food and beverage enterprises. Should pay particular attention to regional markets and pilot market. To the time for space. Take the"" route. In a strong enemy no time to attend or competitive weaker geographical patterns using a combination of various marketing routines. first in some regional markets operating for some time. striving to monopolize the local market. not only exercise but also access to the local market teams nutrients. strength before considering the expansion of the blueprint for the next step. Such success stories are too numerous to mention. including Wang Ji. Lu Lu.all brands, including the accumulation of first time. Once grown into the leading enterprises in the regional market. also won the gallop national qualifications and strength of the market.

For the disadvantaged or the brand new entrants into the drinks. Beverage industry enterprises. Pilot and regional markets is even more important. Except such as Hualong Group can use the instant sales channels outside of the national roll out sales. There is a strategic regional and pilot market. Only a concentrated focus of resources invested. success in some areas to further promote the experience. in order to lay the foundation. although some brands seem very strong. However, in a regional market as long as you focus the power of the. opponents are unable to contend with you of. because his front is too long. forces have scattered.

Think everything will pass. Satoru reached. Line-induced. Enterprises from innovation should be the starting point of marketing - Product. To marketing strategy. To the implementation of strategies and systems to ensure that. In this concise and clear up the main line of thinking innovation. go to re-organization. integrated marketing elements. so as to achieve a breakthrough product. market breakthrough. break out the purpose of business. enhance the market competitiveness and profitability. This is also the author of the newly proposed"three-point theory of marketing innovation," the essence of where. for beverage enterprises. strategic innovation is essential. Product innovation is the core. The pilot market are the key.