With the release of provisions of the International Standard ISO 41000: 2015 - Facility Management, it can be ascertained that the majority of companies in all countries, adversely affected by the application of these provisions, will make corrections to the weakness that occurs on the internal caused by the continuous growth in achievement sales targets, it becomes a major problem. Provisions in the International Standard ISO 41000: 2015 - Facility Management, will provide corrections to the skills of selling and marketing, and sales performance development and marketing, so that the company's strategic objectives in achieving sustainable growth generated from Sales-Marketing Department, can be achieved.

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IMPROVE SALES PERFORMANCE TO REACH EARNINGS TARGET
BY USING ISO 41000 : 2015 – FACILITY MANAGEMENT
Introduction
With the release of provisions of the International Standard ISO 41000: 2015 - Facility Management, it
can be ascertained that the majority of companies in all countries, adversely affected by the application of
these provisions, will make corrections to the weakness that occurs on the internal caused by the
continuous growth in achievement sales targets, it becomes a major problem.
Provisions in the International Standard ISO 41000: 2015 - Facility Management, will provide corrections
to the skills of selling and marketing, and sales performance development and marketing, so that the
company's strategic objectives in achieving sustainable growth generated from Sales-Marketing
Department, can be achieved.
Overview
Program "Improve Sales Performance to Reach Earnings Target" is a program of consultation and
assistance to sales and marketing person to improve the performance of sales and marketing in creating and
achieving income is determined, at the time of competition with similar companies (competitors) in free
competition and globalization.
The program consists of two (2) sessions of activities, as follows:
1. Transformation of knowledge, skills and experience in the form of lecturing in the classroom, for 3
(three) days, @ 6 (six) hours effective to run down, as follows:
1.1. The introduction of the topic of discussion, during 0.5 hours
1.2. Deepening topic of discussion, during 1.5 hours
1.3. The introduction of strategy on the topic of discussion, during 1.5 hours
1.4. Transformation strategy through case studies, during 1.0 hours
1.5. Simulation strategy, during 1.0 hours
1.6. Evaluation and measurement, during 0.5 hours
2. Duty Assignment as micro project assignment on Sales and Marketing, which is divided into two (2)
categories, namely:
2.1. Forum Group Discussion (FGD), where participants were divided into groups, and each group
will have the opportunity guidance of 2 (two) times, to carry out the task:
a. Plan and develop a work program that will be implemented in the objectives of the activity
Sales and Marketing
b. Aligning the work program prepared by the whole group, and specify or build a strategy that
will be used in the activities of Sales and Marketing
c. Make a presentation to the Board of Directors on the work plan and strategy that will be
done, and will also serve as the basis in the performance report.
d. FGD will take over (2 x the number of groups) + 1 day

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2.2. Individual Assignment, where each participant will have the opportunity of coaching for three
(3) times, to carry out the following tasks:
a. Planning a task derived from the Forum Group Discussion (FGD) as the basis for
determining the KPI (Key Performance Indicator)
b. Align the performance of the tasks assigned to him, so that the targets set in the KPI can be
met or exceeded expectations
c. Evaluation of the successful implementation of the duties and responsibilities specified in the
KPI, to be reported to their respective superiors and the Board of Directors
d. This coaching program will take as long as 1.5 x the number of participants.
2.3. Duty Assignment program will require a total time during [(2 x the number of groups) + 1 +
(1.5 x number of participants)]
Understanding
Program "Improve Sales Performance to Reach Earnings Targets" is a program of consultation and
assistance to the Sales and marketing person, to obtain the transformation of knowledge, skills and
experience in selling and marketing the company's products are produced and needed by the customer.
Participants will get the transformation of knowledge, skills and experience, using the provisions of the
International Standard ISO 41000: 2015 - Facility Management, to identify the problems faced on the
internal and external, to plan sales and marketing works and can be measured from the creation of income
(revenue), and develop or expand the market area in which the market is managed by a competitor on the
domestic and international territories.
Objective
1. Obviously, improving sales results through the creation of revenue on an ongoing basis to support
business growth in free trade competition and globalization.
2. Provide standardization in business processes run, and improve skills in providing service to the
customer (customer service function) to achieve customer satisfaction beyond expectations.
3. Being a winner in the competition of free trade and globalization, in order to create a market leader
4. Improving the efficiency and effectiveness of the budget devoted to the sales and marketing, in order to
lower production costs
5. Mastering price strategy to meet customer expectations, at the time of the global financial crisis and
increase the purchasing power of customers towards the products produced
6. Simplify the organizational structure and bureaucracy, in order to accelerate the sales process but
increase vigilance over the "bad debt" from customers who rogue on a reluctance to pay the purchase
price of the product used.
Program Content
1. Definition of ISO 41000: 2015 - Facility Management for Sales & Marketing strategy and customer
service functions
2. Identify opportunities and challenges in confronting Sales and Marketing

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3. SWOT Analysis on Sales & Marketing
4. Simplicity and bureaucratic organizational structure, to support the growth of sales and marketing
5. Strategy entered the market controlled by a competing company (market expansion)
6. Strategy dominate the market dominated by the company's competitors and keep
7. Campaign strategy to increase sales, and closed opportunities for a rival company
8. Establish a pricing structure to support the success as winner of the competition
9. Creating customer satisfaction and improve customer service functions
10. Managing sustainable business growth, through increased sales performance against sales and marketing
person
11. Identification of skilled sales person will be improved and define and determine the appropriate
development program
Methods
1. Tutor
2. Discussion and feedback
3. Case studies and / or study visits
4. Simulation
5. Evaluation and measurement
Reference
1. Farris, Paul W.; Neil T. Bendle; Phillip E. Pfeifer; David J. Reibstein (2010). Marketing Metrics: The
Definitive Guide to Measuring Marketing Performance. Upper Saddle River, New Jersey: Pearson
Education, Inc. ISBN 0137058292. The Marketing Accountability Standards Board (MASB) endorses
the definitions, purposes, and constructs of classes of measures that appear in Marketing Metrics as
part of its ongoing Common Language in Marketing Project.
2. Zoltners, Andris A., Prabhakant Sinha, and Greggor A. Zoltners. (2001). The Complete Guide to
Accelerating Sales Force Performance, New York: AMACOM.
3. "Sales Manager Effectiveness Disciplines". 2015-08.
4. MASB. Marketing Metric Audit Protocol (MMAP). February 2009. [cited 4 November 2011]
5. Paul H. Selden (December 1998). "Sales Process Engineering: An Emerging Quality Application".
Quality Progress: 59–63.
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August 2014.
7. Petersen, Glen S. (2008). The Profit Maximization Paradox: Cracking the Marketing/Sales Alignment
Code. Booksurge in 1221. p. 176. ISBN 978-1-4196-9179-9.
8. Kotler, Philip & Keller, L. Kevin (2012). Marketing Management 14e. Pearson Education Limited
2012
9. Adcock, Dennis; Al Halborg; Caroline Ross (2001). "Introduction". Marketing: principles and
practice. p. 16. ISBN 9780273646778. Retrieved 2009-10-23.
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04-06.
12. Needham, Dave (1996). Business for Higher Awards. Oxford, England: Heinemann.

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13. Schultz, Don E; Tannenbaum, Stanley I; Lauterborn, Robert F (1993), Integrated marketing
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Company (ISBN4-7944-2132-X C3034) pp.63-102.
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Measure Success in the New Web, John Wiley & Sons, Inc. pp.201-202.
17. Mudrak, T., Wagenberg, A.V. and Wubben, E. (2004), "Assessing the innovative ability of FM teams:
a review", Facilities, Vol. 22 Nos 11/12, pp. 290–5.
18. David Cotts; Kathy Roper; Richard Payant (2010). The Facility Management Handbook - Organizing
the Department. New York: AMACOM. p. Chapter 2.
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Consultant Profile
Setiono Winardi, SH.,MBA
E. winardi67@gmail.com, M. +62-813-1542-1509
http://pt.linkedin.com/in/setionow, dan http://uid.academia.edu/SetionoWinardi