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‫توسعه‬ ‫شهر‬ ‫آرمان‬‫ایران‬
‫مشاوره‬ ‫فروش‬ ‫قدرت‬ ‫قالده‬ ‫آزادسازی‬‫ای‬
‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫رهبری‬
‫ایران‬ ‫و‬ ‫دنیا‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬
‫جلسه‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫درس‬‫دهم‬ ‫و‬ ‫نهم‬
‫دانش‬ ‫عصر‬ ‫کیمیاگران‬ ‫موسسه‬
•‫واژه‬‫فروش‬‫مشاوره‬‫ای‬‫از‬‫اوایل‬‫سال‬1970‫وارد‬‫دایره‬‫لغات‬‫فروش‬‫شد‬‫و‬‫توانست‬‫بصورت‬
‫مشهوری‬‫مشهود‬‫گردد‬.
•‫چه‬‫ابزارها‬‫و‬‫تکنینکهایی‬‫یک‬‫فروشنده‬‫برای‬‫تبدیل‬‫شدن‬‫به‬‫اجراکننده‬‫فروش‬‫مشاوره‬‫ای‬
‫الزم‬‫دارد؟‬
•‫گرفتن‬‫سفارشات‬‫از‬‫طریق‬‫اینترنت‬
•‫به‬‫جای‬‫به‬‫سختی‬‫بستن‬،‫مذاکرات‬‫با‬‫یک‬‫شروع‬‫قوی‬‫آغاز‬‫کنید‬.
•‫در‬‫واقع‬‫فروش‬‫مشاوره‬‫ای‬‫نقشه‬‫فروش‬‫می‬‫باشد‬.
‫ای‬ ‫مشاوره‬ ‫فروش‬
Creating the Consultative Sales
Presentation
Copyright2004 Pearson Education Canada Inc. 11-6
Creating the Sales Presentation
Approach
Presentation
Demonstration
Negotiation
Close
After Sale Service
Copyright2004 Pearson Education Canada Inc. 11-7
Strategic Planning for the Presentation
• Preplan questions
• Review product strategies
• Prepare to recommend other sources
• Prepare to use appropriate presentation strategy
• Review presentation guidelines
Copyright2004 Pearson Education Canada Inc. 11-8
Action Taken During The Presentation
• Ask appropriate questions
• Record customer response
• Acknowledge and summarize customer needs
• Select and recommend appropriate solution
• Make appropriate presentation
Copyright2004 Pearson Education Canada Inc. 11-9
The Consultative Sales Presentation
Guide
Need discovery
Selection of
the product
Need satisfaction
through informing,
persuading,
and/or reminding
Servicing the
sale
Copyright2004 Pearson Education Canada Inc. 11-10
Need Discovery
Ask appropriate
questions
Listen and acknowledge customer
response
Establish buying motive
Copyright2004 Pearson Education Canada Inc. 11-11
The “SPIN” Multiple-Question
Approach
•Situation Questions
•Problem Questions
•Implication Questions
•Need-Payoff Questions
Copyright2004 Pearson Education Canada Inc. 11-12
Active Listening
Is the process of sending back to the person what you
as a listener think the individual meant, in terms of
both content and feelings. It involves taking into
consideration both verbal and nonverbal signals.
Copyright2004 Pearson Education Canada Inc. 11-13
Key “Active Listening” Practices
•Focus and concentration
•Paraphrase or restate to confirm
customer’s meaning
•Take notes
Copyright2004 Pearson Education Canada Inc. 11-14
Selection of the Product
Match benefits with buying motives
Configure a solution
Make appropriate recommendations
Copyright2004 Pearson Education Canada Inc. 11-15
Consultative Selling Skills Required
•Questioning Skills
•Presenting Benefits
•Demonstrating Skills
•Negotiating Skills
•Closing Skills
Copyright2004 Pearson Education Canada Inc. 11-16
Time Used by Salesperson and Customer During a
Consultative Sales Presentation
Need
Discovery
Product
Selection
Need
Satisfaction
Time
Prospect
Salesperson
Part One Part Two Part Three
Involvement
Leadership-Definition
• Definition: Leadership is the reciprocal process whereby persons
with certain motives and values mobilize various economic,
political and other resources, in the context of competition and
conflict, in order to realize goals independently or mutually held
by both leaders and followers.
Ref: James MacGregor Burns
Leadership at All Levels
Leadership-Maslow
• Maslow’s Hierarchy of Needs helps explain “motives and values”
• Needs can be psychological, economic, safety-related, spiritual,
sexual, aesthetic, physical
Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization
Leadership-Maslow
• Physiological Needs (deprivation):
--air, thirst, pain relief, hunger, sleep, sex
Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization
Leadership-Maslow
• Safety Needs reflect need for stability and consistency
in chaotic world.
• Mostly psychological--examples:
--home, neighborhood, job security, retirement income,
“terrorism”
[Lack of safety =>fear and anxiety]
Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization
Leadership-Maslow
• Love and Belonging Needs reflect social nature of humankind
• Desire for inclusion and acceptance
• Examples:
--family, clubs, religious & community groups, gangs, work groups
[Unsatisfied need => loneliness and isolation]
Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization
Leadership-Maslow
• Esteem Needs-2 kinds
• (1) Respect from Others:
--status, fame, glory
--recognition, attention
--reputation, dignity
--dominance
Leadership-Maslow
• Esteem Needs
• (2) Self Respect:
--confidence, competence
--achievement, mastery
--independence, freedom
[Lack of Self-Esteem results in inferiority complexes and lack of
confidence]
Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization
Leadership-Maslow
• Self-Actualization is the desire to become more and more what one is
and to become everything that one is capable of
(i.e. maximizing one’s potential)
• Examples: knowledge, peace, esthetic expression and experiences,
self-fulfillment, oneness with higher being, spirituality
• Vs. Craving, Greed, Ignorance, Aversion
Leadership-Maslow
Maslow’s Hierarchy of Needs
Physiological
Safety
Belonging
Esteem
Self-Actualization
Leadership-Resource Base
• Leaders tap their resource base to satisfy needs of followers
• Political/country leaders’ resource (power) base:
--Military
--Economic
--Political Access/Support
[Examples of your own resource base…]
Leadership-Resource Base
Corporate/Non-Profit Resource Base
--Budget = monetary and people resources
--Promotions/Responsibilities
--Technical Skills and Assistance
--Participation in Decision-Making
--Access to Information
--Access to Networks of People
--Recognition
--Rewards
--Time
Leadership-Resource Base
• Resources must be relevant to motivations & values of followers (ie.
wants, needs, aspirations, expectations)
Leadership-Competition
• Absence of any competition in exercise of leadership = tyranny or
brute power
• Stalin, Hitler, Mao, Qaddafi, Kim Jong-Un
• Dictators ride to and fro upon tigers which they dare not dismount.
And the tigers are getting hungry. ~ Winston Churchill
• Local Examples…
Leadership-Conflict
• The easy problems get solved below us.
• Conflict is a part of Leadership--leaders must be willing and able to be
unloved.
• Conflict is an “opportunity”.
• Conflict can be used to mobilize followers.
Leadership-Conflict
• Leaders shape, express, incite, curb, or mediate conflict.
• Leaders can influence the intensity of conflict by softening or
sharpening claims & demands of followers. (Gandhi vs Kim Jong-Un)
• Examples-competition for scarce resources, technological change,
deprivation, recognition, inclusion, exclusion
Leaders vs Followers
• set a vision
• articulate a set of values
• have a resource base
• understand how to motivate others
• manage competition and conflict
• communicate well
• want to lead
Followers’ Motives (again)
--Achievement
--Recognition
--Responsibility
--Advancement
--Learning/Growth
--Service to others
--Salary/Benefits
Followership
• Control versus Consent
• Consent is underlying democratic principal
• When do you over-ride it?
Examples: Medicare coverage
Social Security Age Eligibility
Selling a company
Leadership Definition
• “Leadership is the habit of making the people around you better”
• -Jim Thompson, Positive Coaching Alliance
Leadership-Charisma
• Charisma is not leadership (but may be an
attribute of a leader).
• Charisma is the emotional (non-rational) bond
between a leader and the led
• Magnetic quality of personality and/or appearance
• Inspirational communication & persuasiveness
• FDR, Churchill, JFK, Reagan, Clinton, Dalai Lama,
Fidel Castro, Hugo Chavez
Development at All Levels
First-Level Managers
Managers of Managers
Executives
Emerging Talent
 High potential identification
 Talent reviews
 Leadership development programs
 Projects, assignments, job rotations
 Internal & external training
 Coaching & mentoring
 Internal leadership training for new managers
 Leadership development programs
 Cross-system moves, special assignments/projects
 Coaching & mentoring
 Senior Leadership Development Program (SLDP)
 University-based leadership training
 Cross-system moves, special assignments/projects
 Coaching & mentoring
 Leadership training – usually university-based programs
 System assignments
 Coaching & mentoring
All Employees
 Internal & external training (online & classroom)
 Tuition Reimbursement Program
 Projects, assignments
 Coaching & mentoring
45
The Role of Business Development
• Strategic alliances and partnerships
• License necessary technology
• Industry standards
• New revenue streams
• Gain marketshare
46
Intra-company Relationships
• Senior management
• R&D
• Sales
• Marketing
• Product Management
• Legal
• Finance
47
Reporting Structures
• Direct report to CEO
• Reporting to Marketing
• Recent trend reporting to Sales
48
High Risk
Outcome
New Company
New Technology New
Category
New Customer Market
1
34
2
Assessing Risk
49
High Risk
Outcome
New Company
New Technology New
Category
New Customer Market
1
34
2
Reducing Risk Through Alliances
Partner A
Partner DPartner C
Partner B
50
Create Your Partnering Strategy
• Who can help you reach your goals
• Who will pay you
• Who can protect you
• Who gains if you win
• Who suffers if you lose
• Partnerships are perishable
51
Successful Partnerships
• Clear objectives
• Real value for each party
• Top management involvement/buy-off
• Interdepartmental participation
• Plan for next stage of relationship
‫و‬ ‫ها‬ ‫توانمندی‬
‫توسعه‬ ‫های‬ ‫نیازمندی‬
‫ایران‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬
•‫قضاوت‬ ‫خودتان‬
‫کنید‬
•358‫صفحه‬ ‫هزار‬
‫و‬ ‫ها‬ ‫توانمندی‬
‫توسعه‬ ‫های‬ ‫نیازمندی‬
‫ایران‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬
•‫کنید‬ ‫قضاوت‬ ‫خودتان‬
•187‫صفحه‬ ‫میلیون‬
‫ای‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫های‬ ‫نیازمندی‬ ‫و‬ ‫ها‬ ‫توانمندی‬‫ران‬
•‫بر‬ ‫کشور‬ ‫در‬ ‫رسمی‬ ‫مرجع‬ ‫حاضر‬ ‫حال‬ ‫در‬ ‫شد‬ ‫داده‬ ‫نشان‬ ‫پیشین‬ ‫اسالیدهای‬ ‫در‬ ‫که‬ ‫همانطور‬‫ای‬
‫هس‬ ‫فعالیت‬ ‫این‬ ‫به‬ ‫مشغول‬ ‫ای‬ ‫جزیره‬ ‫نهادهای‬ ‫بیشتر‬ ‫و‬ ‫ندارد‬ ‫وجود‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬‫تند‬.
•‫وزا‬ ‫نماید‬ ‫نگاه‬ ‫نظارتی‬ ‫بصورت‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫به‬ ‫تواند‬ ‫می‬ ‫که‬ ‫نهادهایی‬ ‫از‬ ‫یکی‬‫کار‬ ‫رت‬
‫باشد‬ ‫می‬ ‫کارآفرینی‬ ‫تئوریهای‬ ‫درگیر‬ ‫حاضر‬ ‫حال‬ ‫در‬ ‫که‬ ‫است‬.
•‫ن‬ ‫که‬ ‫شود‬ ‫می‬ ‫بررسی‬ ‫کارخانه‬ ‫یک‬ ‫توسعه‬ ‫نگاه‬ ‫با‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫دید‬ ‫متاسفانه‬‫از‬ ‫شان‬
‫م‬ ‫اند‬ ‫شده‬ ‫رد‬ ‫آن‬ ‫از‬ ‫یافته‬ ‫توسعه‬ ‫کشورهای‬ ‫سایر‬ ‫که‬ ‫صنعت‬ ‫عصر‬ ‫در‬ ‫کشور‬ ‫ماندن‬ ‫عقب‬‫ی‬
‫باشد‬.
•‫یا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫نگاه‬ ‫که‬ ‫است‬ ‫این‬ ‫ما‬ ‫همه‬ ‫وظیفه‬BizDev‫و‬ ‫نماییم‬ ‫جانمایی‬ ‫کشور‬ ‫در‬ ‫را‬
‫شویم‬ ‫نزدیک‬ ‫ایران‬ ‫توسعه‬ ‫شهر‬ ‫آرمان‬ ‫به‬.
‫ایران‬ ‫و‬ ‫دنیا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مسوول‬ ‫نهادهای‬
•‫امریکا‬ ‫کوچک‬ ‫صنایع‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫کنسول‬http://americassbdc.org/
•‫امریکا‬ ‫ملی‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫سازمان‬http://americassbdc.org/
•‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫اقلیتهای‬ ‫انجمن‬http://www.mbda.gov/main/mbda-history
‫باشد‬ ‫می‬ ‫آمریکا‬ ‫پیشین‬ ‫جمهور‬ ‫رئیس‬ ‫نیکسون‬ ‫به‬ ‫آن‬ ‫تاریخچه‬ ‫که‬.
•‫آمریکا‬ ‫کوچک‬ ‫کارهای‬ ‫و‬ ‫کسب‬ ‫مرکز‬https://www.sba.gov/
•‫ایران‬ ‫فناوری‬ ‫و‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مرکز‬http://www.techbiz.ir/‫فناوری‬ ‫پارک‬ ‫به‬ ‫وابسته‬
‫پردیس‬
•‫کار‬ ‫و‬ ‫کسب‬ ‫پذیری‬ ‫رقابت‬ ‫توسعه‬ ‫مرکز‬
http://bcdc.ir/%D8%AF%D8%B1%D8%A8%D8%A7%D8%B1%D9%87-
%DB%8C-%D9%85%D8%A7/
‫ایران‬ ‫و‬ ‫دنیا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مسوول‬ ‫نهادهای‬
•‫شریف‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫کارآفرینی‬ ‫جشنواره‬http://vccupfestival.ir/fa/
•‫ایران‬ ‫الکترونیکی‬ ‫نماد‬ ‫مرکز‬http://www.enamad.ir/#close
•‫الکترونیکی‬ ‫تجارت‬ ‫توسعه‬ ‫مرکز‬http://www.ecommerce.gov.ir/
•‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫ایجاد‬ ‫مرجع‬ ،‫مهتر‬ ‫فکر‬ ‫پدیده‬http://cstland.com/
•‫صنعتی‬ ‫شهرکهای‬ ‫و‬ ‫کوچک‬ ‫صنایع‬ ‫سازمان‬
http://isipo.ir/?part=menu&inc=menu&id=69
‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫حوزه‬ ‫در‬ ‫منتشره‬ ‫ازمقاالت‬ ‫ای‬ ‫پاره‬
•‫کار‬ ‫و‬ ‫کسب‬ ‫فضای‬ ‫بهبود‬
http://karafarini.itvhe.ac.ir/_karafarini/Documents/%D8%A8%D9%87
%D8%A8%D9%88%D8%AF%20%D9%81%D8%B6%D8%A7%DB%8C%2
0%DA%A9%D8%B3%D8%A8%20%D9%88%20%DA%A9%D8%A7%D8%
B1%20%D8%AF%D8%B1%20%D8%A7%DB%8C%D8%B1%D8%A7%D9
%86_20150209_121506.pdf
•‫دهید‬ ‫توسعه‬ ‫را‬ ‫خود‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫خواهید‬ ‫می‬ ‫آیا‬http://motamem.org/?p=1034
‫پایانی‬ ‫آغازی‬ ‫هر‬‫و‬ ‫دارد‬‫هر‬‫پایانی‬‫زایش‬‫آغازی‬‫دوباره‬‫است‬.
‫نژاد‬ ‫امامی‬ ‫سیدمحمد‬
‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مشاوران‬ ‫گروه‬BizDevCo.
‫تلفن‬:02188578404
‫موبایل‬:09121241384
‫ایمیل‬:Emaminejad@telirco.com

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Biz dev presentation 9 and 10

  • 1. ‫توسعه‬ ‫شهر‬ ‫آرمان‬‫ایران‬ ‫مشاوره‬ ‫فروش‬ ‫قدرت‬ ‫قالده‬ ‫آزادسازی‬‫ای‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫رهبری‬ ‫ایران‬ ‫و‬ ‫دنیا‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫جلسه‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫درس‬‫دهم‬ ‫و‬ ‫نهم‬ ‫دانش‬ ‫عصر‬ ‫کیمیاگران‬ ‫موسسه‬
  • 2.
  • 3.
  • 4. •‫واژه‬‫فروش‬‫مشاوره‬‫ای‬‫از‬‫اوایل‬‫سال‬1970‫وارد‬‫دایره‬‫لغات‬‫فروش‬‫شد‬‫و‬‫توانست‬‫بصورت‬ ‫مشهوری‬‫مشهود‬‫گردد‬. •‫چه‬‫ابزارها‬‫و‬‫تکنینکهایی‬‫یک‬‫فروشنده‬‫برای‬‫تبدیل‬‫شدن‬‫به‬‫اجراکننده‬‫فروش‬‫مشاوره‬‫ای‬ ‫الزم‬‫دارد؟‬ •‫گرفتن‬‫سفارشات‬‫از‬‫طریق‬‫اینترنت‬ •‫به‬‫جای‬‫به‬‫سختی‬‫بستن‬،‫مذاکرات‬‫با‬‫یک‬‫شروع‬‫قوی‬‫آغاز‬‫کنید‬. •‫در‬‫واقع‬‫فروش‬‫مشاوره‬‫ای‬‫نقشه‬‫فروش‬‫می‬‫باشد‬. ‫ای‬ ‫مشاوره‬ ‫فروش‬
  • 5. Creating the Consultative Sales Presentation
  • 6. Copyright2004 Pearson Education Canada Inc. 11-6 Creating the Sales Presentation Approach Presentation Demonstration Negotiation Close After Sale Service
  • 7. Copyright2004 Pearson Education Canada Inc. 11-7 Strategic Planning for the Presentation • Preplan questions • Review product strategies • Prepare to recommend other sources • Prepare to use appropriate presentation strategy • Review presentation guidelines
  • 8. Copyright2004 Pearson Education Canada Inc. 11-8 Action Taken During The Presentation • Ask appropriate questions • Record customer response • Acknowledge and summarize customer needs • Select and recommend appropriate solution • Make appropriate presentation
  • 9. Copyright2004 Pearson Education Canada Inc. 11-9 The Consultative Sales Presentation Guide Need discovery Selection of the product Need satisfaction through informing, persuading, and/or reminding Servicing the sale
  • 10. Copyright2004 Pearson Education Canada Inc. 11-10 Need Discovery Ask appropriate questions Listen and acknowledge customer response Establish buying motive
  • 11. Copyright2004 Pearson Education Canada Inc. 11-11 The “SPIN” Multiple-Question Approach •Situation Questions •Problem Questions •Implication Questions •Need-Payoff Questions
  • 12. Copyright2004 Pearson Education Canada Inc. 11-12 Active Listening Is the process of sending back to the person what you as a listener think the individual meant, in terms of both content and feelings. It involves taking into consideration both verbal and nonverbal signals.
  • 13. Copyright2004 Pearson Education Canada Inc. 11-13 Key “Active Listening” Practices •Focus and concentration •Paraphrase or restate to confirm customer’s meaning •Take notes
  • 14. Copyright2004 Pearson Education Canada Inc. 11-14 Selection of the Product Match benefits with buying motives Configure a solution Make appropriate recommendations
  • 15. Copyright2004 Pearson Education Canada Inc. 11-15 Consultative Selling Skills Required •Questioning Skills •Presenting Benefits •Demonstrating Skills •Negotiating Skills •Closing Skills
  • 16. Copyright2004 Pearson Education Canada Inc. 11-16 Time Used by Salesperson and Customer During a Consultative Sales Presentation Need Discovery Product Selection Need Satisfaction Time Prospect Salesperson Part One Part Two Part Three Involvement
  • 17. Leadership-Definition • Definition: Leadership is the reciprocal process whereby persons with certain motives and values mobilize various economic, political and other resources, in the context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers. Ref: James MacGregor Burns
  • 19.
  • 20. Leadership-Maslow • Maslow’s Hierarchy of Needs helps explain “motives and values” • Needs can be psychological, economic, safety-related, spiritual, sexual, aesthetic, physical
  • 21. Leadership-Maslow Maslow’s Hierarchy of Needs Physiological Safety Belonging Esteem Self-Actualization
  • 22. Leadership-Maslow • Physiological Needs (deprivation): --air, thirst, pain relief, hunger, sleep, sex
  • 23. Leadership-Maslow Maslow’s Hierarchy of Needs Physiological Safety Belonging Esteem Self-Actualization
  • 24. Leadership-Maslow • Safety Needs reflect need for stability and consistency in chaotic world. • Mostly psychological--examples: --home, neighborhood, job security, retirement income, “terrorism” [Lack of safety =>fear and anxiety]
  • 25. Leadership-Maslow Maslow’s Hierarchy of Needs Physiological Safety Belonging Esteem Self-Actualization
  • 26. Leadership-Maslow • Love and Belonging Needs reflect social nature of humankind • Desire for inclusion and acceptance • Examples: --family, clubs, religious & community groups, gangs, work groups [Unsatisfied need => loneliness and isolation]
  • 27. Leadership-Maslow Maslow’s Hierarchy of Needs Physiological Safety Belonging Esteem Self-Actualization
  • 28. Leadership-Maslow • Esteem Needs-2 kinds • (1) Respect from Others: --status, fame, glory --recognition, attention --reputation, dignity --dominance
  • 29. Leadership-Maslow • Esteem Needs • (2) Self Respect: --confidence, competence --achievement, mastery --independence, freedom [Lack of Self-Esteem results in inferiority complexes and lack of confidence]
  • 30. Leadership-Maslow Maslow’s Hierarchy of Needs Physiological Safety Belonging Esteem Self-Actualization
  • 31. Leadership-Maslow • Self-Actualization is the desire to become more and more what one is and to become everything that one is capable of (i.e. maximizing one’s potential) • Examples: knowledge, peace, esthetic expression and experiences, self-fulfillment, oneness with higher being, spirituality • Vs. Craving, Greed, Ignorance, Aversion
  • 32. Leadership-Maslow Maslow’s Hierarchy of Needs Physiological Safety Belonging Esteem Self-Actualization
  • 33. Leadership-Resource Base • Leaders tap their resource base to satisfy needs of followers • Political/country leaders’ resource (power) base: --Military --Economic --Political Access/Support [Examples of your own resource base…]
  • 34. Leadership-Resource Base Corporate/Non-Profit Resource Base --Budget = monetary and people resources --Promotions/Responsibilities --Technical Skills and Assistance --Participation in Decision-Making --Access to Information --Access to Networks of People --Recognition --Rewards --Time
  • 35. Leadership-Resource Base • Resources must be relevant to motivations & values of followers (ie. wants, needs, aspirations, expectations)
  • 36. Leadership-Competition • Absence of any competition in exercise of leadership = tyranny or brute power • Stalin, Hitler, Mao, Qaddafi, Kim Jong-Un • Dictators ride to and fro upon tigers which they dare not dismount. And the tigers are getting hungry. ~ Winston Churchill • Local Examples…
  • 37. Leadership-Conflict • The easy problems get solved below us. • Conflict is a part of Leadership--leaders must be willing and able to be unloved. • Conflict is an “opportunity”. • Conflict can be used to mobilize followers.
  • 38. Leadership-Conflict • Leaders shape, express, incite, curb, or mediate conflict. • Leaders can influence the intensity of conflict by softening or sharpening claims & demands of followers. (Gandhi vs Kim Jong-Un) • Examples-competition for scarce resources, technological change, deprivation, recognition, inclusion, exclusion
  • 39. Leaders vs Followers • set a vision • articulate a set of values • have a resource base • understand how to motivate others • manage competition and conflict • communicate well • want to lead
  • 41. Followership • Control versus Consent • Consent is underlying democratic principal • When do you over-ride it? Examples: Medicare coverage Social Security Age Eligibility Selling a company
  • 42. Leadership Definition • “Leadership is the habit of making the people around you better” • -Jim Thompson, Positive Coaching Alliance
  • 43. Leadership-Charisma • Charisma is not leadership (but may be an attribute of a leader). • Charisma is the emotional (non-rational) bond between a leader and the led • Magnetic quality of personality and/or appearance • Inspirational communication & persuasiveness • FDR, Churchill, JFK, Reagan, Clinton, Dalai Lama, Fidel Castro, Hugo Chavez
  • 44. Development at All Levels First-Level Managers Managers of Managers Executives Emerging Talent  High potential identification  Talent reviews  Leadership development programs  Projects, assignments, job rotations  Internal & external training  Coaching & mentoring  Internal leadership training for new managers  Leadership development programs  Cross-system moves, special assignments/projects  Coaching & mentoring  Senior Leadership Development Program (SLDP)  University-based leadership training  Cross-system moves, special assignments/projects  Coaching & mentoring  Leadership training – usually university-based programs  System assignments  Coaching & mentoring All Employees  Internal & external training (online & classroom)  Tuition Reimbursement Program  Projects, assignments  Coaching & mentoring
  • 45. 45 The Role of Business Development • Strategic alliances and partnerships • License necessary technology • Industry standards • New revenue streams • Gain marketshare
  • 46. 46 Intra-company Relationships • Senior management • R&D • Sales • Marketing • Product Management • Legal • Finance
  • 47. 47 Reporting Structures • Direct report to CEO • Reporting to Marketing • Recent trend reporting to Sales
  • 48. 48 High Risk Outcome New Company New Technology New Category New Customer Market 1 34 2 Assessing Risk
  • 49. 49 High Risk Outcome New Company New Technology New Category New Customer Market 1 34 2 Reducing Risk Through Alliances Partner A Partner DPartner C Partner B
  • 50. 50 Create Your Partnering Strategy • Who can help you reach your goals • Who will pay you • Who can protect you • Who gains if you win • Who suffers if you lose • Partnerships are perishable
  • 51. 51 Successful Partnerships • Clear objectives • Real value for each party • Top management involvement/buy-off • Interdepartmental participation • Plan for next stage of relationship
  • 52. ‫و‬ ‫ها‬ ‫توانمندی‬ ‫توسعه‬ ‫های‬ ‫نیازمندی‬ ‫ایران‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ •‫قضاوت‬ ‫خودتان‬ ‫کنید‬ •358‫صفحه‬ ‫هزار‬
  • 53. ‫و‬ ‫ها‬ ‫توانمندی‬ ‫توسعه‬ ‫های‬ ‫نیازمندی‬ ‫ایران‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ •‫کنید‬ ‫قضاوت‬ ‫خودتان‬ •187‫صفحه‬ ‫میلیون‬
  • 54. ‫ای‬ ‫در‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫های‬ ‫نیازمندی‬ ‫و‬ ‫ها‬ ‫توانمندی‬‫ران‬ •‫بر‬ ‫کشور‬ ‫در‬ ‫رسمی‬ ‫مرجع‬ ‫حاضر‬ ‫حال‬ ‫در‬ ‫شد‬ ‫داده‬ ‫نشان‬ ‫پیشین‬ ‫اسالیدهای‬ ‫در‬ ‫که‬ ‫همانطور‬‫ای‬ ‫هس‬ ‫فعالیت‬ ‫این‬ ‫به‬ ‫مشغول‬ ‫ای‬ ‫جزیره‬ ‫نهادهای‬ ‫بیشتر‬ ‫و‬ ‫ندارد‬ ‫وجود‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬‫تند‬. •‫وزا‬ ‫نماید‬ ‫نگاه‬ ‫نظارتی‬ ‫بصورت‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫به‬ ‫تواند‬ ‫می‬ ‫که‬ ‫نهادهایی‬ ‫از‬ ‫یکی‬‫کار‬ ‫رت‬ ‫باشد‬ ‫می‬ ‫کارآفرینی‬ ‫تئوریهای‬ ‫درگیر‬ ‫حاضر‬ ‫حال‬ ‫در‬ ‫که‬ ‫است‬. •‫ن‬ ‫که‬ ‫شود‬ ‫می‬ ‫بررسی‬ ‫کارخانه‬ ‫یک‬ ‫توسعه‬ ‫نگاه‬ ‫با‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫دید‬ ‫متاسفانه‬‫از‬ ‫شان‬ ‫م‬ ‫اند‬ ‫شده‬ ‫رد‬ ‫آن‬ ‫از‬ ‫یافته‬ ‫توسعه‬ ‫کشورهای‬ ‫سایر‬ ‫که‬ ‫صنعت‬ ‫عصر‬ ‫در‬ ‫کشور‬ ‫ماندن‬ ‫عقب‬‫ی‬ ‫باشد‬. •‫یا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫نگاه‬ ‫که‬ ‫است‬ ‫این‬ ‫ما‬ ‫همه‬ ‫وظیفه‬BizDev‫و‬ ‫نماییم‬ ‫جانمایی‬ ‫کشور‬ ‫در‬ ‫را‬ ‫شویم‬ ‫نزدیک‬ ‫ایران‬ ‫توسعه‬ ‫شهر‬ ‫آرمان‬ ‫به‬.
  • 55. ‫ایران‬ ‫و‬ ‫دنیا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مسوول‬ ‫نهادهای‬ •‫امریکا‬ ‫کوچک‬ ‫صنایع‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫کنسول‬http://americassbdc.org/ •‫امریکا‬ ‫ملی‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫سازمان‬http://americassbdc.org/ •‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫اقلیتهای‬ ‫انجمن‬http://www.mbda.gov/main/mbda-history ‫باشد‬ ‫می‬ ‫آمریکا‬ ‫پیشین‬ ‫جمهور‬ ‫رئیس‬ ‫نیکسون‬ ‫به‬ ‫آن‬ ‫تاریخچه‬ ‫که‬. •‫آمریکا‬ ‫کوچک‬ ‫کارهای‬ ‫و‬ ‫کسب‬ ‫مرکز‬https://www.sba.gov/ •‫ایران‬ ‫فناوری‬ ‫و‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مرکز‬http://www.techbiz.ir/‫فناوری‬ ‫پارک‬ ‫به‬ ‫وابسته‬ ‫پردیس‬ •‫کار‬ ‫و‬ ‫کسب‬ ‫پذیری‬ ‫رقابت‬ ‫توسعه‬ ‫مرکز‬ http://bcdc.ir/%D8%AF%D8%B1%D8%A8%D8%A7%D8%B1%D9%87- %DB%8C-%D9%85%D8%A7/
  • 56. ‫ایران‬ ‫و‬ ‫دنیا‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مسوول‬ ‫نهادهای‬ •‫شریف‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫کارآفرینی‬ ‫جشنواره‬http://vccupfestival.ir/fa/ •‫ایران‬ ‫الکترونیکی‬ ‫نماد‬ ‫مرکز‬http://www.enamad.ir/#close •‫الکترونیکی‬ ‫تجارت‬ ‫توسعه‬ ‫مرکز‬http://www.ecommerce.gov.ir/ •‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫و‬ ‫ایجاد‬ ‫مرجع‬ ،‫مهتر‬ ‫فکر‬ ‫پدیده‬http://cstland.com/ •‫صنعتی‬ ‫شهرکهای‬ ‫و‬ ‫کوچک‬ ‫صنایع‬ ‫سازمان‬ http://isipo.ir/?part=menu&inc=menu&id=69
  • 57. ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫حوزه‬ ‫در‬ ‫منتشره‬ ‫ازمقاالت‬ ‫ای‬ ‫پاره‬ •‫کار‬ ‫و‬ ‫کسب‬ ‫فضای‬ ‫بهبود‬ http://karafarini.itvhe.ac.ir/_karafarini/Documents/%D8%A8%D9%87 %D8%A8%D9%88%D8%AF%20%D9%81%D8%B6%D8%A7%DB%8C%2 0%DA%A9%D8%B3%D8%A8%20%D9%88%20%DA%A9%D8%A7%D8% B1%20%D8%AF%D8%B1%20%D8%A7%DB%8C%D8%B1%D8%A7%D9 %86_20150209_121506.pdf •‫دهید‬ ‫توسعه‬ ‫را‬ ‫خود‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫خواهید‬ ‫می‬ ‫آیا‬http://motamem.org/?p=1034
  • 58. ‫پایانی‬ ‫آغازی‬ ‫هر‬‫و‬ ‫دارد‬‫هر‬‫پایانی‬‫زایش‬‫آغازی‬‫دوباره‬‫است‬. ‫نژاد‬ ‫امامی‬ ‫سیدمحمد‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مشاوران‬ ‫گروه‬BizDevCo. ‫تلفن‬:02188578404 ‫موبایل‬:09121241384 ‫ایمیل‬:Emaminejad@telirco.com