Final abc manager

ABC 4 Managers
SALES MANAGEMENT TRAINING

You don’t have to be Great to get
started, but you have to get started
to be Great

BUSINESS PLAN OF THE WEEK
(How will you Achieve your Business Plan?)
(By When will you achieve your Business Plan? Time & Date)
Fact Find Target
Interview Target
Business Target
Recruitment Target
Collection of Renewal Cheque
Target
Field Visits Target
Personal Business Target

Objective of the Course
To Train and Develop the Managers with necessary skills to excel
and grow into next level of hierarchy. The focus of this course is on
the following five essential key “Management Functions”
Planning -to decide what is to be accomplished
Organizing -to decide what each person in the group must do to
accomplish the overall job
Recruiting -to obtain the people who are going to do the job
Directing -to teach and train these people in how to do the job
and to motivate them to do it
Controlling -to continuously supervise to make sure that the
overall job is being accomplished

BUSINESS VALIDATIONS AND PROMOTIONS
• Consultant to Unit Manager
Personally recruited a minimum of 6 consultants who are
active and the team should have issued a minimum of
Rs.125,000 CPI per month consecutively for the last 3 months.
The minimum renewal persistency must be at least 84% for
the second year and an average of 88% for subsequent years.
• Level Period since promotion Issued CPI Manpower
Target Target
• A 1st & 2nd Quarter 125,000 6
• B 3rd & 4th Quarter 175,000 8
• C From 5th Quarter 225,000 10

• Unit Manager to Senior Unit Manager
• Personally recruited a minimum of 14 consultants who are
active and the team should have issued a minimum of
Rs.575,000 CPI per month consecutively for the last 6
months. The minimum renewal persistency must be at
least 84% for the second year and an average of 88% for
subsequent years.
• Company Maintained Car (Qualification) – If average
monthly issued CPI is Rs. 850,000 and average manpower
increase to 20 for 3 months. To validate car, the manager
need to maintain average monthly CPI of Rs. 850,000 and
average manpower to 20.

• Senior Unit Manager to Assistant Branch Manager
• Average minimum CPI of Rs. 1,250,000 per month
issued for the last 6 months. The average number of
consultants should be 30 and at least 10 of these
should have been personally recruited. The minimum
renewal persistency must be at least 84% for the
second year and an average of 88% for subsequent
years.
• The Assistant Branch Manager must have a direct team
of at least 8 consultants issuing a minimum of Rs.
550,000 CPI per month and one Senior Unit Manager
and 2 Unit Managers for the validation of contract.

PRODUCTIVITY BONUS
2015
• A Productivity Bonus will apply on the salary of the
Manager depending on the average number of producers
as per following grid
Desg Bonus: 12% Bonus: 6% Bonus: 3%
• UM - A 6 & above 5 4
• UM - B 7 & above 6 5
• UM – C 8 & above 7 6
• SUM 10 & above 9 8
• SUM (Car) 14 & above 12,13 11

MANPOWER DEVELOPMENT BENEFITS
2015
MANPOWER BONUS:
A Manpower Bonus will be paid monthly depending on the average active manpower.
The following table gives the bonus on the average active manpower subject to
minimum 50% productivity.
• Bonus/Month 5,000 7,500 10,000
• Bonus/Quarter 15,000 22,500 30,000
• Bonus/Year 60,000 90,000 120,000
Designation Manpower
• UM-A 8 to 10 11 to 13 14 or more
• UM-B 11 to 13 14 to 16 17 or more
• UM-C 13 to 15 16 to 18 19 or more
• SUM 17 to 19 20 to 22 23 or more
• SUM with Car 23 to 25 26 to 28 29 or more

DIRECT RECURITMENT INCENTIVE
2015
A bonus as recruitment incentive will be given on number of new recruits in direct
reporting in each quarter as per table below, subject to the following rules:-
1. “Referred by column” of the application must be filled properly for fair assessment
purpose.
2. Application without referred by information or with multiple referred by names will
not be included.
3. Incentives on recruitment through consultants working for future management
position will be allowed on qualifying minimum UM position within 2015.
4. Reinstatements will not be included.
5. Change of reporting will not be allowed for these recruitments for one year.
6. Management decision in all cases will be Final.
Designation Rs.3,000 Rs.9,000 Rs.18,000
UM to SBM 3 6 9 or more

Commitment :
One Active Code per month per
Manager ONLY

PRODUCTIVITY
• A measure of the efficiency of a Team
in converting Fact finds into Business.
• Productivity is computed by
dividing average producer in a Team by
the total personnel working in that period.

PERSISTENCY
• Percentage of an insurance company's already
written policies remaining in force, without
lapsing or being replaced by policies of
other insurers.
• Persistency is a critical factor in the viability
and success of insurance companies,

Minimum Activity For Consultants
• Daily
• 3 Appointments
• 1 Fact Find
• 2 Service Call
• 6 Referrals ( or 20 pre-qualified names )

PLAN LIST OF RECRUITMENT ACTIVITY
No Date Name of Recruit Education Age Transport Phone
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
MONTHLY RECRUITMENT ACTIVITY
MONTH___________

SALES CONSULTANT'S DAILYACTIVITY REPORT
NAME: BRANCH:
CODE: MONTH:
DAY NO
CONTRACTS
MADE
NO OF
APPTS
APPTS
ATTENDED
FACT FIND
SALES
MADE
API SPI IC
WEEK ONE
1
2
3
4
5
6
TOTAL
WEEK TWO
1
2
3
4
5
6
TOTAL
WEEK THREE
1
2
3
4
5
6
TOTAL

WEEKLYACTIVITY REPORT
WEEK ENDING :
BRANCH :
MANAGER :
S.C. NAME
CONTACTS
MADE
NO OF APPTS
APPTS
ATTENDED
FACT FIND SALES MADE API SPI IC
COMMENTS/ REMARKS
NO OF NON PRODUCERS :
NO OF CONSULTANTS WHO HAVE WRITTEN ONLYONE CASE :
NO OF CONSULTANTS WHO HAVE WRITTEN ONLY TWO CASES AND ABOVE :
NO OF TERMONATION :
NO OF RECRUITMENT :
NO OF RESIGNATIONS :

RECRUITMENT
• What is Recruitment?
Recruitment refers to the process of attracting, screening,
selecting, and on boarding a qualified person for a job.
Whom to Recruit?
Who has a burning desire.
24 years of Age
Graduate
Transportation
Must be contactable
Communication ability
Interpersonal Relation
Money motivated and target driven

• Where to find a Recruit? Direct Contact, Nominators
• Everyone around us is a potential Recruit
• Eagle Eyeing
• Center of Influence
• Present policy holders
• Invite policy holder family to dinner
• Family and Friend
• Social Media
• 24 -7-364 activity
• Advertising in Media, Organizations,
• Conduct Seminar (Life Career Awareness)
• Networking

Formula for Recruitment Monthly
Pipeline
Eagle Eyeing
Newspaper AD
Client Referrals
Friend Referrals
Team Referrals
TEN
Interviews
ONE CODE
ACTIVE

UNIT /BRANCH MANAGEMENT
Consultant Morning Meeting
ORGANISE Activity follow through Consultant activity
Low producer CLINIC ( 3 hours on the same day each week)
CHECK all meeting attendances
CONTACT on DAILY basis, check daily office attendances
Minimum Contact each two days
Check Diary, FACT FINDS
FIELD ACCOMPANY according to formula
15 minute weekly INDIVIDUALANALYSIS of last and next week's work
CHECK ADMINISTRATION: Chasers, wrong doings, All post for new
consultants
per month on Foundation Course
Hold TRAINING each month
CONTROL MONEY, ensure cover
MOTIVATE & COUNSELING
Build RELATIONSHIPS (Which our industry is based on)
• Job Description

• Time Management
How many hours have you been Productive in a day?
• 8:45AM be the first in the Location and prepare Action
Plan for Day.
• 9:00AM to 10:00AM Morning Motivational Meeting,
Set the Day , Sales Team must leave the premises
• 10:00AM to 1:00PM Pre-course
• 1:00PM to 5PM Field Visits,
• 5PM to 6PM Monitoring and Follow up of the Team
• 6PM to 7pm Workshop or Non Producer Clinic
• 7pm to 8pm Visit New Consultant home

Exit Interview .
What do you do when Sales Consultant
leaves your team?
What do you do when Sales Consultant leaves your team?
Ask you line manager to call team member who is not reporting;
inquire the reasons for not reporting then try to fix those reasons.
You might gain a lost treasure.

RETENTION
Comes With
• Leadership has been described as
• "a process of social influence ‫رسوخ‬ ‫و‬ ‫اثر‬ ‫سماجی‬ in which one person can
enlist the aid ‫مدد‬and support of others in the accomplishment ‫کامیابی‬ of a
common task“‫کام‬
• “a leader ‫رہنما‬simply as somebody whom people follow, or as somebody
who guides or directs ‫ہدایت‬ others.
• "organizing a group of people to achieve a common goal".
INSPIRATIONAL ‫کن‬ ‫متاثر‬LEADERSHIP ‫قیادت‬

RETENTION
• Leadership has been described as
• "a process of social influence ‫رسوخ‬ ‫و‬ ‫اثر‬ ‫سماجی‬ in which one person can
enlist the aid ‫مدد‬and support of others in the accomplishment ‫کامیابی‬ of a
common task“‫کام‬
• “a leader ‫رہنما‬simply as somebody whom people follow, or as somebody
who guides or directs ‫ہدایت‬ others.
• "organizing a group of people to achieve a common goal".
INSPIRATIONAL ‫کن‬ ‫متاثر‬LEADERSHIP ‫قیادت‬

RETENTION
• 10 Roles of an Inspirational‫کن‬ ‫متاثر‬ Leader ‫رہنما‬
• Provide an inspiring vision‫نظر‬ ‫نقطہ‬ and strategic (‫اهمیت‬ ‫)فوجی‬ alignment.‫سیده‬
• Help people connect their personal goals to business goals
• Make‫لگاتار‬ relentless innovation ‫جدت‬ a religion
• Encourage entrepreneurial creativity‫کے‬ ‫صالحیتوں‬ ‫تخلیقی‬ and experimentation
• Involve everyone, empower ‫بااختیار‬ and trust employees
• Coach and train your people to greatness
• Build teams and promote teamwork.
• Motivate, inspire‫افزائی‬ ‫حوصلہ‬ and energize‫توانائی‬ people, recognize
achievements
• Encourage risk taking
• Make business fun
•
Roles of Leadership

RETENTION
• Pre-Course
• Field Training
• Daily Role Play of Sales Presentation
• Weekly Non Producer Clinic
• Monday Motivational Meeting
• Daily monitoring and address daily issues
• Daily Counseling
INTENSIVE CARE UNIT

Objective of the Interview
Identify the person who can fit into the business and can be
profitable candidate for the Organization. Objective can be
achieved by a meeting the individual and asking set of questions
that will allow you to see the personality, Skill-set, motivation,
history and problem solving ability of the candidate.

HOW TO FAMILIARIZE YOURSELF
WITH THE APPLICANT?
In order to show that you are fully prepared you must go
through the CV in depth, cover letter, Application form , any
other form for e.g. Objective evaluation form.
GESTURES DURING INTERVIEW
Candidate body language sends signals of interest. Eye contact,
head tilting and nodding are positive signs of enthusiasm. Folded
arms and poor eye contact signals a lack of interest.

LOCATION FOR INTERVIEW
Many recruiters often forget the importance of location when
interviewing. The location is a reflection of the importance of the
position, the professionalism of the company and the
professionalism of its staff.
Interviews should take place somewhere quiet, clean and
confidential. The interview is a chance for you to sell the
company and position to a candidate and for the candidate to
interview you. Hiring the wrong person is not only costly but
could also harm the company’s reputation.

INTERVIEW REVIEW AND
CLOSING
 An informal chat often helps to end on a friendly note. Make
sure that you have covered all your points and the candidate
has covered theirs.. Your closing actions will have an
impression on the candidate. It is important to make sure
that they reflect well on both you and your company.
 Remember the question you really need answering is “Will
this person fit into the business from a work and personality
point of view and help to increase company profits?”
 Try to send each candidate a thank you letter as soon as
possible for attending the interview and informing them of
your decision.

Ways To Conduct A Great
Interview:
Don't conduct an interview, have a conversation. Just have a
comfortable conversation.
Do your homework. The only way to avoid getting stuck asking
questions is to do so much research that you don't need them.
Know your subject, know the issues.
Don't stick to your agenda. instead of letting it flow based on
what the subject is saying.
Have notes, not questions. It's ok to have some notes about
concepts you would like to discuss, but don't hold it in your hand
and look down at it - that will break the conversation and turn it
into an interview.

Ways To Conduct A Great Interview:
Ask open ended questions. Always start your questions or commentary with words like
"how" and "why". Those two words can never be responded to with the words, "yes"
or "no“.
If you're going to record it... start training yourself now to not say things like, "ummm"
and "ahhhh." While it sounds natural in everyday chitter chatter, those little vocal
stumbles sound extra annoying if you plan on publishing the audio file, and it's even
more frustrating if you have to transcribe the audio to text. It's one of the hardest
things to do, but be conscious of it.
Don't say anything. This is an old journalism trick, but it works wonders. If you want to
get a little bit more out of them or something original, wait for five seconds after they
finish their last sentence and do not say anything. More often than not, that moment
of silence will get them thinking and they'll start speaking from their heart.
Watch the clock. Try not to go over thirty minutes. You should be able to capture
everything you need in fifteen minutes or less.
Be the ambassador for your audience. Don't forget that your role as the interviewer is
to ask the questions that your mass public would want the answer to if they could be
in that room. They can't be there. You are. Be their ambassador. Ask the questions
they want answered.
Have fun. . Remember that the best conversations are the fun conversations. Have
fun.

DOs and DON’Ts of Interview:
•dress smartly, look bright and attentive, and speak clearly and
confidently. Don't forget that in the first few minutes only 7% of
the interviewee's opinion of you is formed by what you say - the
rest is judged on how you look, act and sound
•Prepare where the venue is beforehand,
•get your outfit ready the night before
•find out what kind of interviewee it will be so you can prepare
•examine the person specification and your CV/application form,
prepare main questions - for example, why do you want the job,
what are your strengths and weaknesses, what are the main
tasks in this job?

The Interview
(Guideline for Role Play)
• Greet with warm handshake and smiling face
• Make him comfortable , ask him how was his journey and was it easy to
find our place. Ask him a glass of water.
• Leave him with company literature to study.
• Introduce yourself , position and your passion.
• Did any thing catch your attention from our literature
• Ask him why is he looking for a job
• Ask him about strengths and weakness
• Ask him about his achievements of Life.
• Share your experience of failure.
• Share your experience of success.
• What do you want to do in next 5 years.
• Do you obstacles which stop you from achieving these dreams
• Ask him if he has any questions
• Thank him for coming and let him know interview results will be conveyed

HOW TO ORGANIZE A TYPICAL
MANAGERS WEEK
9am to 10pm 10pm to 12pm 12pm to 2pm 2pm to 4pm 4pm to 6pm
MONDAY
Branch Meeting Hd Office issues Field Visit Field Visit Recruitment
TUESDAY Motivational Meeting
&
Monitoring
Precourse Field Visit Recruitment One to one
WEDNESDAY Motivational Meeting
&
Monitoring
Precourse Field Visit Field Visit Recruitment
THURSDAY Motivational Meeting
&
Monitoring
Precourse Field Visit Recruitment One to one
FRIDAY Motivational Meeting
&
Monitoring
Interview Field Visit Field Visit Recruitment
SATURDAY Motivational Meeting
&
Monitoring
Interview Interview
Non Producer
Clinic
Analysis &
Review of the
week
SUNDAY

WEEKLY NON - PRODUCERS CLINIC
Branch Manager
Date of Clinic Week No.
Total Branch Strength Total Non-Producers for week
NAMES OF CONSULTANTS ATTENDING
Name
Status
Name
Status
(Salaried / Non -
Salaried)
(Salaried / Non -
Salaried)
REASONS FOR NON - PRODUCTION ACTION / TRAINING UNDERTAKEN
A)
B)
C)
MANAGER'S ANALYSIS
Signature of Manager: Date:

STRUCTURE OF SUCCESSFUL UNIT
• Groom 20% of team members to become your future UM and SUM
• Develop 20% of team members as super salesman to become your future
BDM
• Develop 40% of team members as average salesman to make constant
producers
• Add 20% fresh new team for growth
• Terminate inactive agency

SALES TEAM MIX
• 40% of Mid Twenties (Exploring Career)
• 30% of Mid Thirties ( Unsatisfied with present Career)
• 20% of Forty Plus (Experienced and want to utilize there
Networking)
• 10% of Retired People (Hobby to make money)

PRE COURSE TRAINING
• These are some of the questions that a recruit needs answering on his new
career.
• Am I joining a successful Company?
• Am I selling the worthwhile services?
• Where do I start?
• How do I start?
• What help will I get (training courses/branch support)?
• Will I make it?
• What career opportunities are open to me, i.e. where can I go?
• How much business do I need to write in his first month?
• What does Mr. Average write in his first month?
• Will I be paid it business does not how as quickly as you would like it to do?
• What are my quarterly targets for the first year?
• How and when is my salary reviewed?
• How long does it take to become established?
• What facilities within the branch are will be available to me?
• What happens if I come across someone else’s client?
• Which is the best effective way to get started?
• Will I be required to work in the evenings and over the weekends?

MANAGEMENT FOR PROFIT
PRESENTATIONS ON INDIVIDUAL BASIS

MANGEMENT INFORMATIONS.No. Name Designation Department
1 Saifuddin N. Zoomkawala Advisor Executive
2 Taher G. Sachak Managing Director Executive
3 Tajuddin Manji Medical Director Executive
4 Mustafa Husain Ali National Sales Director Executive
5 S. Shahid Abbas Chief Financial Officer Executive Director
6 Mohammed Ali Ahmed Chief Strategy Officer Executive Director
7 Zain Ibrahim Chief Operations Officer Executive Director
8 S. Abdul Moiz AGM Actuarial & Strategic Planning
9 Husein Sachak Head Banccassurance
10 M. Fawad Habib Senior Manager Banccassurance Operations
11 Ali Murtaza Khan Chief Manager Claims
12 Arshad Iqbal AGM Client Services
13 Mohammad Faisal AGM General Administration
14 Ghayas Hassan AGM Group Benefits Division
15 S. Ali Raza Zaidi Executive Director Group Marketing
16 Evelyn D. Abrogena Chief Manager Human Resource
17 Adeel Ishaque AGM Information Systems
18 S. Mohammad Owais Chief Manager Investments
19 Mohammad Abbas Senior Manager Internal Audit
20 Aman Hussian AGM Marketing
21 M. Hasan Sheikh Senior Manager New Business
22 S. Muhammad Athar Senior Manager Sales Administration
23 Ashfaque Ahmed AGM/Head Technology
24 S. Mohammad Amer Senior Manager Training
25 Ammar Qamar Manager Client Advisory

DEPARTMENTS AT HEAD OFFICE
New Business Department
Proposal and Requirement Processing
Underwriting
Policy Issue
Client Services Department
Policy Renewals
Policy Surrenders
Policy Reinstatement
Special Projects
Alterations
Communications
Primus
Bancassurance Operations
Underwriting
Operations
Client Advisory Department

Claims Department
Individual Life Claims
Group Life Claims
Group Benefits Division
Renewals
Underwriting
Quotations
Business Reinstatement
Fluctuations
Actuarial
Group Marketing
Sales Administration
Sales Force and MDRT Communications
Business Figures & Commission
Policy Transfer & Reviews
Bancassurance Administration
Training Administration

Actuarial Department
Human Resources
General Administration
Accounts Department
Marketing Department
Information Systems Department
Technology Department

STATEMENT OF ETHICS ‫اخالقیات‬
• Act with integrity, dignity and in an ethical manner when dealing with the public, clients
and peers.
• Protect the confidentiality of client information at all times except where required by
law to disclose it.
• Protect the confidentiality of information relating to the Company both during the
course of Directorship or employment (as the case may be) and after its termination
(regardless of reason).
• Obtain written permission from the Company’s Compliance Officer (or the Chief
Executive Officer in the event that the Compliance Officer is unavailable) to hold any
position (paid or unpaid) with any outside party, firm or organization. For clarity,
positions covered include but are not limited to consultant, employee, Director,
representative and agent. Furthermore, all staff must disclose in writing to the
Company, any such positions they currently hold at the time of signing this statement
Directors are exempt from this requirement.
• Maintain accurate records of business transactions related to the Company or its
clients.
• Report any business or professional activities or any beneficial interests that may result
in a conflict with or be competitive with the interests of the Company.
• Report any person or activity to the Compliance Officer or CEO that in their opinion is in
violation of this statement.
• Disclose their shareholding in the Company’s Securities upon signing this agreement
and any changes in shareholding within 24 hours of any such change.

DRESS CODE
• All male staffs are expected to come to work neatly dressed in
full sleeves shirts, trousers, ties and dress shoes.
• Female staff will wear their customary dress.
• In order to create a professional atmosphere and comfortable
workplace, employees are expected to maintain good
personal hygiene.

Management Don'ts to Motivate
Employees1. DON'T get angry.
"Getting angry is easy. Anyone can do that.
But getting angry in the right way in the right amount at the right time, now that is hard." (Mark
Twain) Anger does not belong in your managerial kit bag.
2. DON'T be cold, distant, rude or unfriendly.
Especially in difficult times, employees take cues from their immediate supervisors and need to
hear from them. As such, your team will judge you by your action, moods, and behaviors, not by
your intent.
3. DON'T send mixed messages to your employees so that they never know where you stand.
Keep your message simple, focused and prioritized. Too many messages and initiatives just
confuse and alienate people.
4. DON'T BS your team.
This includes saying things that you don't believe in. This includes hiding information and just
plain lying. By the time each of us is in our early 20′s, we have all developed very well-tuned BS
detectors.
5. DON'T act more concerned about your own welfare than anything else.
Your success will come through the success of your team.
"Self-serving detectors" are also very well-tuned in most employees.
6. DON'T avoid taking responsibility for your actions.
You are the boss. As such, you are accountable and the buck stops with you.
You are trying to develop accountability throughout your company. So, lead by example.

Management Don'ts to Motivate
Employees
7. DON'T jump to conclusions without checking your facts first.
A few years ago, I watched in horror as a colleague of mine started screaming at an
employee of his who had missed an important meeting that morning. After several
minutes, the employee responded: "I apologize and should have contacted you. But, I
just got back from the hospital as my mother has been diagnosed with terminal
cancer."
8.DON’T point the finger instead of providing reliable resolutions.
If there’s one thing your team needs you to be as their manager, it’s reliable –
especially in a crisis situation. The worst thing you can do when a problem or sticky
situation occurs is to place blame. Instead, push asides the whos, hows, and whys, and
provide your sales people with the guidance, solutions, and resources they need to
resolve the situation. After the situation has been resolved, you can have a discussion
with the people involved on what happened and how to avoid it in the future.
9.Don’t invest the time and resources to hire the right people for your
Team/Company
Hiring the wrong person can cost your business thousands. As a manager, you owe it
to your team to adequately screen the candidates you’re considering for the qualities
that will make them work well with the rest of the team and make them successful
within this role in your company

Management Do's to Motivate
Employees
1. DO what you say you are going to do when you are going to do it.
There is no better way to communicate the message that you are accountable for your
promises and that everyone in your company should be accountable as well.
2. DO be responsive (return phone calls, emails).
As a manager, your team can be considered to be your customer.
You want your sales team to punctually respond back to customer requests, so you should
do the same.
3. DO publicly support your people.
Your disagreements and disappointment with your employees can be communicated later
and in private.
Nothing appears so hollow as your attempt to blame your team for failures.
4. DO admit your mistakes ...
...and take the blame for failures.
5. DO recognize your team.
"You can never underestimate the power of simple recognition for a job well done."
6. DO ask and listen.
"The manager of the future will know how to ask rather than how to tell." (Peter Drucker)
Some of the most dangerous words for a manager to ever say include: "But, you just don't
understand…" "Because I said so…"

Management Do's to Motivate
Employees
7. DO smile and laugh.
Have some fun. But, be genuine; programmed fun and faked laughter is worse
than doing nothing.
When appropriate, laugh at yourself; it will humanize you.
8. Do motivate your reps solely with extrinsic/financial rewards.
While contests, incentives, bonuses, and rewards can make good motivators
to get that extra boost in sales for the quarter, they shouldn’t be used in
isolation or as the sole motivator for your sales people to perform well. A
dependency on extrinsic rewards may lead to higher and higher rewards
being required for sales people to perform. Instead, try to develop a team
culture in which sales people are motivated by their passion, by their
contributions to the team, and by their own development
9. Do provide adequate opportunity for learning and growth.
Most sales people would consider themselves to be ambitious. They clearly
want to grow and obtain higher and higher levels of success. Mobility and
growth can itself be a great intrinsic motivator of sales performance.

Final abc manager

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