1. SALES TARGET OF MARUTI
• The company warned that it expects discounts on
prices to increase in the current quarter due to weak
demand, especially as diesel-powered cars lose their
popularity after the government allowed monthly
increases in prices of the fuel.
• Maruti expects export volumes to be flat for the
current financial year. Exports accounted for 8 per
cent of total sales of 266,434 vehicles during the
2. SALES TARGET OF MARUTI
• The company reported a drop of 8.3% sales in Passenger
• Cars with sales of 66342 units in May 2013 as compared to
72309 units in May 2012.
• The Mid Size car segment including car model SX4
reported 24.2% increase in sales at 503 units in May 2013
against 405 units in May 2012.
• The compact segment which includes models like
Swift, Estilo, Ritz witnessed a drop of 29.4% in sales during
May 2013 with sales of 17147 units against sales of 24290
units in May 2012.
4. SALES BUDGET OF MARUTI
• India's car industry suffered its steepest decline in
sales during the current financial year as eroding
Scustomer confidence hit sales in February. This is in
rank contrast to February 2012, when carmakers
reported their biggest sales increase during that
• Maruti Suzuki and Hyundai, India's largest
carmakers by sales, led the drop to register their
second successive monthly decline, even as
Mahindra and Mahindra and French carmaker
Renault bucked the general trend, helped generously
by burgeoning demand for their SUVs in February.
9. SALES TEAM TRAING
• 82% of all sales people fail to differentiate
themselves or their products from the competition.
• 86% of all salespeople ask the wrong questions and
miss sales opportunities.
• 62% of all salespeople fail to earn the right to ask for
• 82% of salespeople discount price to earn a sale.
10. SALES TEAM TRAING
Individual Skills Improvement
• Portrays the Individuals’
Growth in the Five (5)
Critical Selling Skills.
• Describes the Status of
Each Individual, Group and
• Tracks the Growth in
Learning Compared to
Application of the
Sales Skills Learning
• Shows Scores for Each
Phase of Skill
• Spots Trends in Skill
• Clearly Identifies Gaps in
Learning and Application
Application of all
Direction that the
11. ACCOUNTABLE SYSTEM FOR
12. ACCOUNTABLE SYSTEM FOR
• Comparison Report
• Compares Individuals and Company Average
• Measures Each of the Five Critical Skills
• Pinpoints Strengths and Weaknesses
13. ACCOUNTABLE SYSTEM FOR
• Training Recommendation
• Compares Knowledge as well as
Application of Skills
• Recommends a Specific Retraining Plan
• Used as a Coaching Tool
14. ACCOUNTABLE SYSTEM FOR
• Provides Overall Ranking
• Highlights Top and Bottom Performers
• Shows Individuals and Groups that Certify
15. THE MOTIVATIONAL PROCESS
MODEL OF MOTIVATION
• A managers job is to identify employees’ drives and needs and to
channel their behavior, to motivate them, toward task performance.
• Motivation has a direct relationship with Performance and employee’s
• Thus we can consider Potential Performance (P) as a product of Ability
(A) and Motivation (M).
P = A * M.
• Results occur when motivated employees are provided with
opportunity (Such as training) to perform and the Resources (such as
Proper tools) to do so.
• The presence of goals and awareness of incentives to satisfy one’s
needs are also powerful motivational factors leading to the release of
• When an employee is productive and the organization takes note of
it, Rewards will be distributed.
• It should be apparent, therefore, that an important starting point lies in
understanding of employee needs.
16. MOTIVATION REWARDS
• Companies are offering some type of retention
• And are realizing that keeping good performers
some additional incentive.
• Even though worker loyalty to organizations has
• decreased in the past two decades, ¾
• Retention bonuses appear to be effective in