The document provides an overview of management and leadership development. It discusses how the role of managers is changing rapidly due to increasing rates of change. Effective managers develop specialized knowledge over many years through experience and relationships. Management development can occur both on and off the job through various formal and informal methods. The key functions of management include planning, organizing, leading, and controlling. Effective managers develop strong technical, human, and conceptual skills.

1. Management/ Leadership
Development Programme

2. MANAGEMENT/LEADERSHIP
DEVELOPMENT
Today’s manager lives in a world of rapid change, and yet
the rate of change is likely to increase in the years
ahead. Unless he can keep up with this change, he’s
likely to find himself obsolete – perhaps unpromotable
or even unemployable.
Ernest Dale 1966

3. General Manager
The effective general manager is a specialist, and a team player.
He/She depends on a painstakingly detailed knowledge of the
industry, technology, product, market and competitors –
knowledge that takes years to develop. Equally important are
the large, informal networks of cooperative relationships that
help him/her to make crucial decisions. It is people –
sometimes hundreds of them, from colleagues and customers
to bosses and subordinates - who keep the manager in touch
with a mass of complex information. Outsiders, no matter
how talented or well trained, rarely do as well.

4. GREATER MANAGEMENT
KNOW-HOW WILL:
1. Lead to better performance by enabling the manager
to increase the output and quality of the work group.
3. Help the manager better understand the objectives
and functions of the company as a whole and the
thinking of his/her superiors. As a result he/she will
be able to ‘talk the language’ of higher managers and
gain a better hearing for recommendations and
suggestions.
• Promote a better understanding of the way in which
the managers’ group fits in with other groups, make
his/her a more effective team worker and one whom
other managers will respect and like to work with.

5. Management/Leadership Development
 Management ability is the single most important determinant of
business success.
 Management development can take place both on and off the
job.
On-The-Job:
People learn by doing their jobs.
 Performance feedback (appraisal)
 Coaching.
 Job rotation.
 New assignments
 Solving daily problems.
 Taskforces, Teams, Meetings.
Off-the-Job internal/external
 In-company programmes
 External programmes
 Professional associations
 Self-development/reading make suitable materials available. (resource centre)
 Lifelong learning
 The entrepreneurial society of to-day demands that individuals
take responsibility for their own self development and their own
careers.

6. BUSINESS FUNCTIONS
 Planning/Business Planning/Corporate Planning
 Research and Development
 Production
 Finance and Accounting
 Purchasing
 Marketing(Marketing, Sales & Distribution)
 Personnel / Human resources
 Engineering
 Legal, Patents, Trademarks, Taxes, Insurance
 Public Relations
 Internal Auditing
 Management Information Systems

7. Management / Leadership
What is a manager?
Thinking
The Manager’s
Making Decisions
Role
Communicating
Getting things done
economically by D.I.Y.
other people

8. Management / Leadership
Top-Level
nt
Manageme
Middle-Level
D.I.Y.
Work
Lower-Level Work

9. Management Priorities
(The Three priorities of management)
Making thing’s happen –
Work using time efficiently
What has to be done.
When it must be done by.
What quality is
required
Money People
What resources are How best to use their Providing
available. time and abilities. leadership –
Getting value for
money – using How to use for best What motivates them. getting effective
value.
resources How to coordinate
performance
Is any avoidable waste
economically. going on.
their activities.
Decisions Decisions Decisions

10. Delegating the Decision - Making
Without this the
manager can’t delegate
sibl
e Responsibility
on
lr esp The subordinates
is stil acceptance of a duty to
na ger take care of a specific
m a area of work
Delegating The
the
Without this,
Decision The manager must give delegation doesn’t
Making this away exist.
Authority
Th The subordinates right
em
an to have his decisions
ag acted on without
er Without this the
re manager is dumping not
interference
qu
ire delegating
st
his Accountability
The managers right to
know how his subordinate
is using his authority

11. Management Skills
1. Technical Skills
 The understanding of and ability to perform specific tasks:
 Selling Marketing Accounting
Manufacturing
 Engineering Purchasing Surgery
 Mastery of methods, techniques and tools/equipment
 Specialized knowledge and analytical ability.

12. Management Skills
1. Human Skills (Emotional Intelligence)
 Refers to the capacity for recognising our own feelings and those of
others, for motivating ourselves and for managing emotions in
ourselves and in our relationships.
 Being able to monitor and regulate one’s own and others feelings and
to use feelings to guide thought and actions.
 The ability to work with and through other people and to work
effectively as a group member.
 Ability to motivate, facilitate, nurture, coach, coordinate, lead,
communicate and resolve conflicts, ability to bring out the best in
people.
 Emotional competencies play a far greater role in superior job
performance than do cognitive ability and technical expertise.(Pure
intellect and expertise)

13. Emotional Competencies
• Self – Awareness “Know Thyself”
 Having a deep understanding of our emotions, strengths,
weaknesses and needs.
 Being aware of both our mood and our thoughts about that
mood.
 Recognising one’s emotions and their effects.
 Accurate self – assessments: Knowing one’s strengths and
limits.
 A strong sence of one’s self- worth and capabilities.
 Knowing when to ask for help.

14. Emotional Competencies
1. Self – Regulation / Control
 Keeping disruptive emotions and impusles in check.
 Remaining calm despite provocation.
 Taking responsibility for personal performance.
 Hold themselves accountable for meeting their objectives.
 Maintaining standards of honesty and integrity.
 Flexibility in handling change.
 Being comfortable with novel ideas, approaches and new
information

15. Emotional Competencies
1. Self – Motivation
 Desire to achieve for the sake of achievement.
 Striving to improve or meet a standard of excellence.
 Commitment to the goals of the organisation.
 Initiative / readiness to act on opportunities.
 Optimism : Persistence in pursuing goals despite obstacles
and setbacks.

16. Emotional Competencies
1. Empathy
Awareness of others’ feelings, needs and concerns.
 Understanding others: Sensing others’ feelings and
perspectives and taking an active interest in their concerns.
 Service orientation: Anticipating, recognising and meeting
customers’ needs.
 Political awareness: Reading a groups’ emotional currents
and power relationships.
 Developing others: Sensing others’ development needs and
bolstering their abilities.

17. Emotional Competencies
1. Social Skill (Social Intelligence)
 The degree to which we ‘get along with’ and relate to other
people around us.
 Ability to induce desirable responses in others.
 Friendliness with a purpose : moving people in the direction
you desire.
 Ability for finding common ground with all kinds of people.
 Ability for building rapport.
 Ability to use tact and diplomacy.
 Establishing effective working relationships, based on
ordinary curtesy.

18. Emotional Competencies
Social Skill
 Interacting with people effectively to maintain long-term
relationships.
 Assessing and understanding other people and their concerns.
 Awareness of the likely impact of actions on others; adjusting style as
necessary.
 Influence : Using effective tactics for persuasion.
 Communication: Listening openly and sending convincing messages.
 Conflict-Management: Negotiating and resolving disagreements.
 Collaboration and Cooperation: Working with others towards shared
goals.

19. Emotional Competencies
Social Skill
 Building Bonds: Nurturing relationships.
 Team Capabilities: Working in teams.
 Leadership: Inspiring and guiding individuals and groups.
 Change Catalyst: Initiating or managing change.
 Networking: Making connections.
 Negotiating.
 Social Graces: Showing appreciation / saying thanks /
greetings.

20. Emotional Intelligence
“Personality”
“Character”
“Soft Skills”
“Social Competence”

21. Emotional Intelligence
Qualities and Characteristics of Social Skill/Social Intelligence
3. The confidence to be yourself.
5. An abiding interest in other people.
7. Respect for others.
9. Empathy and the ability to read and use body language to do this.
11. Awareness of when it is appropriate to speak and when to listen.
13. A positive attitude.
15. A life vision – to know where you are going.

22. Management Skills
1. Conceptual Skills
 The ability to see the organisation as a whole and the
relationship among its parts.
 Big – picture thinking.
 Helicopter view.
 Ability to think strategically.
 Ability to take the broad, long-term view.

23. Management Functions / Activities
1. Planning.
2. Organising.
3. Communicating.
4. Innovating.
5. Representing.
6. Controlling
7. Motivating.
8. Staffing / Development.
9. Leading.
10. Coordinating.
11. Directing.

24. The Four Management Functions (PLOC)
(The management process)
3. Planning.
Select goals and ways to attain them.
6. Leading.
Use influence to motivate employees.
9. Organising.
Assign responsibility for task accomplishment.
12. Controlling.
Monitor activities and make corrections.

25. Management Functions / Activities
1. Planning
 “Planning is the basic process we use to select our goals and
determine how to achieve them.”
 “Planning is looking ahead and making provisions for the
future.”
 Thinking ahead.
 “Begin with setting goals/objectives/targets and include
specifying the steps needed to reach them.”
 Scheduling the tasks.
 “Deciding what to do and how to achieve it.”
 Understanding the scope of what you want to get done.
 Every manager should set objectives and plan how to reach
them.
 Where are we now?
 Where do we want to go? Goals/objectives/targets.
 How do we get there? Strategy.

26. Management Functions / Activities
1. Organising.
 Arranging resources.
 Dividing the work into tasks/duties that can be
handled by one person and providing means of
coordination.
 Grouping activities together.
 Defining jobs – allocating work.
 Organising to accomplish tasks.
 Who reports to whom.

27. Management Functions / Activities
1. Communicating.
 Ability to interact with others, both within and outside
organisations; plays a critical role in our effectiveness as a
manager.
The communication process contains:
 Sender.
 Receiver.
 Message.
 Medium.
 Action by the receiver.

28. Improving Communication Skills
1. Don’t oversell an idea.
2. Don’t give up too soon. Persistence pays off.
3. Watch your timing. Choose the right moment to put your
story across.
4. Plan carefully before you write or speak.
5. Keep language simple and to the point.
6. Use sketches or diagrams that help make a report or talk
more interesting and its meaning clearer.
7. Anticipate objections by the other person.
8. Invite participation.
9. Learn to listen intently as you converse.
10. Leave enough time for discussion.
“If people around you do not understand you, fall down before them
and beg their forgiveness; for in truth you are to blame”

29. Management Functions / Activities
1. Innovating
 Creativity, New Idea, New Approach, New Thinking , New
Invention, Novel Idea, Fresh Idea, Innovation, Change.
 Looking for new, better ways of doing things.It may mean
discarding old procedures that no longer are needed.
 Creativity is thinking up new ideas and discovering new
things.
 Innovation is using these new and sometimes old ideas /
things in the market place.
 Sees beyond existing work practices and develops new
ways of doing own job.
 Prepared to challenge existing positions, put forward own
ideas

30. Management Functions / Activities
1. Representing.
 Representing and supporting the views and decisions of
management to own subordinates and the views and feelings
of subordinates to management.
 Representing the interests of the department to other
departments and outside contacts.
 Representing the company to the outside world.
• Controlling.
 Checking on progress to determine whether plans are being
fulfilled.
 Monitoring activities.
 Knowing what’s going on.
 Recognising problems.
 If performance is falling short of what is necessary to fulfil
the goals, the managter must take steps to correct the
difficulties.
5. Motivating.
 What’s motivating to somebody, is what’s motivating to
somebody.

31. Management Functions / Activities
1. Staffing/Developing
 Filling positions with the most qualified people available.
 Recruitment, selection, training/development, rewarding
etc.
 Making improvements.
 Appraising peoples capacity to improve.
 Creating opportunities for learning.
 Setting standards of performance.
3. Leading
 Creating vision, culture, values etc.
 Communicating goals.
 Motivating employees to perform at a high level.
 Developing teams.
 Organising resources.
 Problem solving and decision making.

32. Management Functions / Activities
1. Coordinating.
 Ensuring that the diverse activities of the organisation are
channelled towards the accomplishment of the stated
goals.
3. Directing.
 Telling people what to do.
 Seeing that they do it to the best of their ability.
 Leading them towards the right goals by the right route.

33. Managers
 Never satisfied with present performance.
 Always trying to do things better.
 Constantly learning.
 Aware of principles and skills.
 Willing to experiment.

34. Top Ten Tips for Managers
Tip 1
Agree job requirements with your superior.
(managing yourself)
 Identify key result areas for the position.
KRA’s:
 Sales
 Costs
 Earnings
 Staff selection
 Training
 New product introductions
 Key customers
 Output
 Quality
 Tests
 Equipment
 Customer service

35. Top Ten Tips For Managers
 Set standards of performance by which success can be
measured.
Goals for each KRA
Agree jointly / motivation
Examples of goals:
 Increase sales of product x by 10% 2006
 Recruit new sales person before end March 2006
 Achieve FDA approval within specified period
 Adopt new procedure in line with FDA requirements within
specified period
 Process for the periodic review of performance eg.
Quarterly reviews throughout the year
Tip 1

36. Top Ten Tips For Managers
Tip 2
Be effective and efficient.
(Managing you time)
 Effective: Do the right things.
The key to effectiveness as a manager is to spend your time on your key
result areas.
You can only be effective if you are clear about the things which are
important to success in your work.
 Efficient: Do things right.
It involves amongst other things making the best use of your time.
Guidelines:
 Use some form of time managemnt system.
 Distinguish between urgent and important tasks.
 Spend most time on your priorities.
 Develop plans for dealing with time-wasters.

37. Top Ten Tips For Managers
Tip 3
Let your team determine your leadership style.
(Managing others.)
 Tell:
Tell
 when your group is inexperiencied and uncertain.
 make the decision yourself and simply inform.
 Sell:
Sell
 when your group needs guidance but must be brought along
with the decision.
 make the decision yourself and sell it to them.
 Consult:
Consult
 when the group may have important information which should
be taken into account.
 Obtain their opinions before making a decision yourself.
 Participate:
Participate
 when they are just as able to make the decision as you are.
 involve them in the decision making process.
 Democratic:
 Leave the decision to your work group.

38. Top Ten Tips For Managers
Tip 4
Accept personal responsibility for the performance of
your staff. (Managing performance)
 Agree key result areas and standards of performance.
 Make sure you delegate effectively.
 Monitor performance on a regular basis.
 Ensure regular feedback to let people know how they are doing.
 Recognise and reward that performance.
 Be positive in addressing performance problems.

39. Top Ten Tips For Managers
Tip 5
Say thanks with impact.
 Identify the behaviours you wish to reinforce.
 Get timing right depending on the task and the need of the
employee

40. Top Ten Tips For Managers
Tip 6
Use informal rewards.
You may have little control over the formal rewards structures but
that should not stop you doing things that are within your
control. The size of the reward is not as important as the fact
that it is given.
 Coffee, lunch.
 Theatre tickets.
 Recognition – spend more time with them.
 Provide personal development
 Give additional training.

41. Top Ten Tips For Managers
Tip 7
The manager must accept responsibility for bad as well as
good performance.
It is a good rule for the manager to take responsibility for poor performance
until the contrary is proven.
 Identify the performance gap
 Analyse the cause of the problem:
 The individual: - ability, training, personal problems, stress.
 The work: - clarity of responsibility, overload, equipment, work methods,
conflicting duties.
 The manager: - poor leadership, lack of feedback, lack of recognition,
unfair rewards.

42. Top Ten Tips For Managers
 Work with your staff to help solve the problems.
 Review the performance problem and agree the gap.
 Identify the causes of the problem.
 Agree action plans to resolve the problem.
 Set a follow-up date to review progress
“I’ve spent 30 years going around factories. When you know
something’s wrong, nime times out of ten it is the management –
in truth because the people are not being led right. And bad
leaders invariably blame their people”
Sir. John Harvey – Jones
Tip 7

43. Top Ten Tips For Managers
Tip 8
Be prepared to break the mould.
People face and overcome a wide variety of problems everyday.
A machine breaks down, materials are late, a customer wants a
rush order. Companies survive because they have learned to
overcome problems. Very often they are not as good when they
face a new problem.
 The real challenge in management is doing something new.
 Get your people involved in creative problem solving.
 Some techniques are required:
 Brainstorming; the generation of as many ideas as possible by a
group operating to a fixed timeframe.

44. Top Ten Tips For Managers
Tip 9
Its OK for employees to air their grievances.
 Make it easy for employees to raise issues with you and to go to
a higher authority if necessary to have them resolved.
 Be open minded in considering their problems.
 The way in which you handle the grievance is as important as the
outcome.
 Let the employee know that he/she is entitled to raise the
grievance.
 Look for mutually satisfactory ways to resolve the grievance.
 If the grievance must be turned down, explain the reasons carefully
and check that the employee understands. Explain the next steps if
th employee wishes to bring the matter further.

45. Top Ten Tips For Managers
Tip 10
Use discipline as a last resort.
 Conduct a full and fair investigation.
 Make sure the penalty fits the crime.
 Seek professional advice when handling dismissal.

46. Success as a Manager
 Productive – getting things done.
 Setting challenging goals for self and team.
 Demonstrating technical competance.
 Maintaining effective relationships with superiors,
colleagues and subordinates.
 Fluency in expressing ideas.
 Flexibility in dealing with different situations.
There is no best way to manage. The circumstances
dictate what needs to be done. The top ten tips
are intended to give you the manager a choice of
tools to bring with you on your assignment.

47. Top Ten Tips For Managers
1. Agree job requirements with your superior.
2. Be effective and efficient.
3. Let your team determine your leadership style.
4. Accept personal responsibility for the performance of your
staff.
5. Say thanks with impact.
6. Use informal rewards.
7. The manager must accept responsibility for bad as well as
good performance.
8. Be prepared to break the mould.
9. Its OK for employees to air their grievances.
10. Use discipline as a last resort.

48. Leadership in the New Age
Mission
why are
Support we here?
Where do Goals
we go for where are
help? we going?
Rewards Feedback
What’s in it How are we
for us? doing?
The five leadership performance factors
How does the leader-manager influence results?
By the way he/she manages the five critical leadership
factors.

49. Lesson 1
“Being responsible sometimes means pissing
people off”
Good leadership involves responsibility to the welfare of the group,
which means that some people will get angry at your actions and
decisions. It’s inevitable, if you’re honorable. Trying to get
everyone to like you is a sign of mediocrity: you’ll avoid the
tough decisions, you’ll avoid confronting the people who need to
be confronted and you’ll avoid offering differential rewards
based on differential performance because some people might
get upset. Ironically, by procrastinating on the difficult
choices, by trying not to get anyone mad and by treating
everyone equally “nicely” regardless of their contributions, you’ll
simply ensure that the only people you’ll wind up angering are the
most creative and productive people in the organisation.

50. Lesson 2
“The day people stop bringing you their problems
is the day you have stopped leading them.
They have either lost confidence that you can
help them or concluded that you do not care.
Either case is a failure of leadership.”
 Barriers to upward communication.
 Asking for help seen as weakness or failure: corporate culture!
 Real leaders:
 make themselves accessible and available.
 Show concern even as they demand high standards.
 Creates an environment where problem analysis replaces blame.

51. Lesson 3
“Don’t be buffaloed by experts.”
 Small companies and start-ups don’t have the time for
analytically detached experts. The Chief Executive answers
the phone and drives the truck if necessary: everyone on the
payroll visibly produces and contributes to bottom-line results
or they’re history.
 But as companies get bigger, they often forget who brought
them to the dance: things like all –hands involvement
informality, market intimacy, daring, risk, speed,agility.
 Policies that emanate from ivory towers often have an adverse
impact on the people out in the field bringing in the revenues.
 Real leaders are vigilant in the face of these trends.

52. Lesson 4
“Never neglect details. When everyone’s
mind is dulled or distracted the leader must
be doubly vigilant.”
 Strategy equals execution. All the great ideas and visions in the
world are worthless if they can’t be implemented rapidly and
efficiently.
 Good leaders delegate and empower others liberally, but they
pay attention to details, every day. Bad ones think they are
somehow above operational details.
 Good leaders, even as they pay attention to details, they
continually encourage people to challenge the process.

53. Lesson 5
“You don’t know what you can get away with
until you try.”
You know the expression, “it’s easier to get forgiveness than
permission.” Well, it’s true. Good leaders don’t wait for official
blessing to try things out. They’re prudent, not reckless. But
they also realise a fact of life in most organisations: if you ask
enough people for permission, you’ll enevitably come up against
someone who believes his job is to say ”no.” So the moral is, don’t
ask. Less effective middle managers endorsed the sentiment, “If
I haven’t been told ‘yes,’ I can’t do it,” whereas the good ones
believed, “if I haven’t explicitly been told ‘no,’ I can.” There’s a
world of difference between these two points of view.

54. Lesson 6
“Keep looking below surface appearances.
Don’t shrink from doing so (just) because
you might not like what you find.”
“If it ain’t broke, don’t fix it “ is the slogan of the complacent, the
arrogant or the scared. It’s an excuse for inaction, a call to
non-arms. It’s a mind-set that assumes (or hopes) that today’s
realities will continue tomorrow in a tidy, linear and predicatble
fashion. Pure fantasy. In this sort of culture, you won’t find
people who pro-actively take steps to solve problems as they
emerge. Here’s a little tip: don’t invest in these companies.

55. Lesson 7
“Organisation doesn’t really accomplish
anything. Plans don’t accomplish anything,
either. Theories of management don’t
much matter. Endeavours succeed or fail
because of the people involved. Only by
attracting the best people will you
accomplish great deeds.”
 In a knowledge-based economy, your best assets are people.
We’ve heard this expression so often that it’s become trite. But
how many leaders “walk the talk” with this stuff?
 Leaders should immerse themselves in the goal of creating an
environment where the best, the brightest, the most creative
are attracted, retained and most importantly unleashed.

56. Lesson 8
“Fit no stereotypes. Don’t chase the latest
management fads. The situation dictates
which approach best accomplishes the
team’s mission.”
Flitting from fad to fad creates team confusion, reduces the
leader’s credibility, and drains organisational coffers. Blindly
following a particular fad generates rigidity in thought and
action. Sometimes speed to market is more important than total
quality. Sometimes an unapologetic directive is more
appropriate than participatory discussion. Some situations
require the leader to hover closely; others require long, loose
leashes. Leaders honour their core values, but they are flexible
in how they execute them. They understand that management
techniques are not magic mantras but simply tools to be reached
for at the right times.

57. Lesson 9
“Perpetual optimism is a force multiplier”
The ripple effect of a leader’s enthusiasm and optimism is
awesome. So is the impact of cynicism and pessimism. Leaders
who whine and blame engender those same behaviours among
their colleagues. I am not talking about stoically accepting
organisational stupidity and performance incompetence with a
“what, me worry?” smile. I am talking about a gung-ho attitude
that says “we can change things here, we can achieve awesome
goals, we can be the best.” Spare me the grim litany of the
“realist,” give me the unrealistic aspirations of the optimist any
day.

58. Lesson 10
“Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, to offer a solution
everybody can understand.”
Effective leaders understand the KISS principle, KEEP IT SIMPLE,
STUPID. They articulate vivid, over-arching goals and values,
which they use to drive daily behaviours and choices among
competing alternatives. Their visions and priorities are lean and
compelling, not cluttered and buzzword-laden. Their decisions
are crisp and clear, not tentative and ambiguous. They convey an
unwavering firmness and consistency in their actions aligned
with the picture of the furture they paint. The result: clarity
of purpose, credibility of leadership, and integrity in
organisation.

59. Lesson 11
Part 1: “Use the formula P=40 to 70, in
which P stands for the probability of
success and the numbers indicate the
percentage of information acquired.”
Part 11: “Once the information is in the 40
to 70 range, go with your gut.”
Don’t take action if you have only enough information to give you
less than a 40% chance of being right, but don’t wait until you
have enough facts to be 100 percent sure, because by then it is
almost always too late. Today, excessive delays in the name of
information-gathering breeds “analysis paralysis.”
Procrastination in the name of reducing risk actually increases
risk.

60. Lesson 12
“Command is lonely”
Harry Truman was right. Whether you’re a CEO or the temporary
head of a project team, the buck stops here. You can encourage
participative management and bottom-up employee involvement,
but ultimately the essence of leadership is the willingness to
make tough, unambiguous choices that will have an impact on the
fate of the organisation. I’ve seen too many non-leaders flinch
from this responsibility. Even as you create an informal, open,
collaborative corporate culture, prepare to be lonely.

61. “Leadership is the art of accomplishing
more than the science of management
says is possible.”

62. Leadership
 The key quality of leadership is the development of people.
 Leadership: The articulation of a mission and the means
(resources and structure) to achieve it.
 Leaders are responsible for creating;
 A vision.
 The best strategy to achieve the vision.
 The ideal environment for the strategy and the vision which ultimately
leads to the achievement of the vision.
 Leaders project their ideas onto images that excite people.
 Leaders relate to people in more intuitive and empathetic ways.
 Shapes ideas instead of responding to them.
 Defines the atmosphere in which the organisation will work.
 Sets the tone of the organisation.
 Infuses the whole organisation with energy and vision.
 Gives the organisation direction and purpose.
 Ensures that the organisation functions as an integrated unit.
 Maintains a certain degree of alertness in the organisation.

63. Leadership
 Introduces change in such a way that the organisation adapts to
it without unnecessary disruption.
 Ensures that everybody in the organisation is motivated and
activated.
 Mobilises commitment; gets people signed on to the mission.
 Creates and manages culture.
 Ability to sence the future.
 Understands the aspirations of followers.
 Discerns the limits of possibilities.
 Selects the lines of advance which hold the best promise of
success.
 Leadership permeates all activities.
 Some activities concerned primarily with leadership;
 staffing
 training
 evaluating
 remunerating
 promoting
 dismissing.

64. What is Leadership?
 Napoleon said:’I would rather have an army of rabbits led by a
lion than an army of lions led by a rabbit.’ The lion knows the
capability of his troops and can lead them accordingly.
 Leadership is..
 ‘..the behaviour of an individual when he is directing the activities of
a group toward a shared goal.’ (Hemphill and Coons, 1957)
 ‘..a social process in which one individual influences the behaviour of
others without the use or threat of violence.’ (buchanan and
Huczynski, 1985)
 ‘..the ability to get things done – especially the ability to get people
working well as a team towards a common goal.’ (Adair, 1988)
 ‘..about getting extraordinary performance out of ordinary people.’
(Harvey-Jones, 1988)

65. Leadership versus Management
One of the major differences between the leader and the manager
relates to their source of power.
Management power comes from organisational structure.
Leadership power comes from personal sources.
Position Power;
The managers position gives him or her the power to reward or punish
subordinates in order to influence their behaviour.
1. Legitimate power;
 Formal management position with authority
2. Reward power;
 Pay increases
 Promotions
 Praise, attention, recognition
3. Coercive power;
 Fire
 Demote
 Critise
 Withdraw pay increases

66. Leadership versus Management
Personal Power:
Personal power most often comes from internal resources,
such as a person’s special knowledge, skill or personality
characteristics. Personal power is the tool of the leader. People
follow a leader because of the respect, admiration or caring
they feel for the individual and his or her ideas.
1. Expert Power
2. Referent Power
 Personality characteristics that command identification respect and
admiration.

67. Different Qualities Attributed to
Leaders and Managers
Leader Manager
Soul Mind
Visionary Rational
Passionate Consulting
Creative Persistant
Flexible Problem Solving
Inspiring Tough-Minded
Innovative Analytical
Courageous Structured
Imaginative Authoritative
Experimental Stabilizing
Initiates Change Position Power
People who do the right thing People who do things right.
Leaders have strategic vision
Managers instead use budgets and yearly plans.

68. Relationship between Leaders and Followers
 Autocratic versus Democratic Leaders.
 Leadership as a continuum reflecting different amounts of
employee participation.
 Transactional Leaders.
 Charismatic Leaders.
 Transformational Leaders.

69. Personal Characteristics of Leaders
Intelligence and Ability
Physical
 judgement, decisiveness
 activity
 knowledge
 energy
 fluency of speech
Personality Work-related characteristics
 alertness  achievement drive, desire to exce
 originality, creativity  drive for responsibility
 personal integrity, ethical conduct  responsibility in pursuit of goals
 self confidence.  task orientation.
Social characteristics
Popularity
Sociability, interpersonal skills ,
Social participation,
Tact, diplomacy
Cooperativeness
Ability to enlist cooperation

70. Understand Total
Situation
•Oppertunities
•Resources
•Values
•Responsibility
Develop company
Provide opportunity objectives and strategy
for feedback
Develop reward The Determine key
Technical and
systems
Chief Managerial tasks
Develop M.I.S.
Executive Determine methods
meaningful to tasks of co-ordination
and measures Between key tasks
-Structure
Develop operational
measures of performance

71. Role of Chief Executive
 Corporate culture overall character and mission.
 Objectives and strategy.
 Structure – organisation.
 Resource allocation.
 Coordination – synergy.
 Network building and maintenace (networking).
 Introduces change in such a way that the organisation
adapts to it without unnecessary disruption.
 Manpower planning, training and development.
 Represent the company.
 Understand total situation.
 Performance monitoring and control against plans.

72. The Chief Executive’s most Important
Task: To Select Effective People
We are “in good company” when we make this claim
“Around me there are eleven or twelve key people.
They have been remarkably stable over the years”
Michael Smurfit – Chairman and C.E.O. Jefferson Group plc.
“I suppose my biggest influence on Kerry Group PLC. is in picking the
right person for the job and persuading the managers around me
that they should give that a lot of attention”.
Denis Brosnan – Managing Director Kerry Group Plc.
“The key Role for the Chief Executive is to build a strong team
around himself”.
Niall Crowley – Chairman. A.I.B. plc.

73. General Managers
Typical Agendas Key Issues
Product/
Financial Organisation/ People
Services Markets
Long Run Kind of Business(es)
Long run return on investment/sales organisation and calibre of m
Type of
5 - 20 years To be in
Specific Goals
Medium Run Specific Development of key manage
on financial
1 – 5 Years growth objectives
Organisation changes
returns
Financial objectives
Market Selection ofand inventory objectives
share sales managers and commitments of
Short Run For quarter/year

74. The General Management Perspective
Strategy
The
General
Manager
Culture Change

75. The Manager/Leader of Tommorrow…..
 Communicates vision convincingly to staff.
 Links salary to personal performance.
 Ensures frequent contact with employees.
 Delegates a considerable amount of responsibility.
 Remains in close contact with important customers.
 Promotes the internationalisation of the business.
 Fires or moves employees at the right time.

76. MARKETING

77. Marketing
MARKETING DEFINITIONS;
 Satisfying customer needs while at the same time satisfying
corporate needs.
 The uncovering and satisfaction of of consumer needs in order
to achieve optimum profitability.
 Anticipating the needs and directing the flow of goods from
producers to consumers at a profit.
 Planned organisation of resources for profit maximisation short
and long term.
 The allocation of resources to achieve a sustainabe competitive
advantage in selected product markets.
 Taking actions to create, grow, maintain or defend markets.
 Satisfying the requirements of one’s customers at a profit.
 Making the future happen.
 Serving customer needs profitably.

78. Marketing
MARKETING DEFINITIONS
 The management activity which organises and directs all the
business activities involved in converting customer purchasing
power into effective demand for a specific product or service
and in moving the product from the manufacturer to the
consumer so as to achieve a profit target or some other
objective of the firm.
 The right product at the right price at the right place at the
right time and making a profit.
 The business activity that identifies an organisations’ customer
needs and wants, determines which target markets it can serve
best and designs appropriate products, services and programmes
to serve these markets.
 The delivery of customer satisfaction at a profit.
 The creation of customer satisfaction profitably, by building
valued relationships with customers.

79. Marketing
 Marketing remains the business activity that identifies an
organisations customers needs and wants, determines which
target markets it can serve best and designs appropriate
products, services and programmes to serve these markets.
 However marketing is much more than an isolated business
function – it is a philosophy that guides the entire organisation.
 The goal of marketing is to create customer satisfaction
profitably by building valued relationships with customers.
 The marketing people cannot accomplish this goal by themselves.
They must work closely with other people in their company to
provide superior value to customers.
 Thus, marketing calls upon everyone in the company to ‘think
customer’ and to do all that they can to help create and deliver
superior customer value and satisfaction.

80. MARKETING FUNCTIONS
 Market Research and analysis
 Product Development
 Marketing Planning
 Marketing Communications Mix (Promotion
Mix)
 Selling
 Advertising
 Sales promotion
 Direct marketing
 Public relations
 Market segmentation
 Product Positioning
 Distribution
 Customer service

81. The Marketing Concept
Production Emphasis
 Plant and machinery
New products and processes

Up to 1900:  Demand > supply
 Mass production
 Communication of availability
 Automatic purchase
Selling Emphasis
Competition
1900 – 1960:

 Unsought goods
 Selling / promotion
 Profits through sales volume
Consumer Emphasis/Marketing Concept
1960’s onwards:  Supply > Demand
 Competition intense
 “Customer orientation”
 Market as starting point
 Profits through customer satisfaction
Instead of making a product and then trying to persuade people to
buy it, it is better to first find out what the customer needs, and
then gear our assets to produce the product needed.

82. Marketing Instruments
The 4 P’s of marketing:
• Product
• Price
• Promotion (Communication)
• Place (Distribution)

83. Product
QUALITY FEATURES
BRAND PACKAGING
name
sign
symbol
combination
LABELLING SERVICES
BENEFITS

84. Price
Price is the only element in the marketing mix that produces revenue : all
other elements represent cost.
Price is also one of the most flexible elements of the marketing mix.
Unlike product features, channel commitments etc. price can be
changed quickly.
Factors to consider when setting prices:
Internal Factors:
Aim to Maximise Profit
Marketing Objectives
Marketing-Mix Strategy
Costs (R&D, Manufactoring, Promotion, Distribution, etc)
External Factors:
Market and Demand
Competitors Prices
Advantages v Competitors
Customer Expectation
Price Sensitivity
Disease Area
Government

85. Product
New Ideas Product Development
Improvements Line Extensions
Acceptable Formulation Easy Dosing
Positioning Life Cycles

86. Product Life – Cycle Strategies
1. Introduction Stage:
Rapid penetration strategy: - Heavy promotion spending
- Perhaps low price.
Slow market penetration strategy - Low promotion spend
- High Price
8. Growth Stage:
Profits increase as promotion is spread over a larger volume.
Strategies:
 Add new product features
 Enter new market segments
 High promotion spend to capture a dominant position.

87. Product Life – Cycle Strategies
1. Maturity Stage:
At some stage a products sales growth will slow down or level off.
Product Managers should become offensive:
 Market Development --- new segments (new uses) repositioning
 Product Development ---new functions / features
 Marketing Innovation ---change marketing – mix elements.
5. Decline Stage:
The company’s task during this stage is to identify the declining product
and decide whether it should be:
 maintained
 harvested for cash
 dropped

88.  “ Blockbusters are not discovered – They
are built.”
 Rapid uptake is driven by early spend.
 High levels of early investment.
 Early success is a key determinant of long
term success.
Kit Kat: Launched in 1935 ---- Rowntree.
Aero Launched in 1935 ----
Black Magic: Launched in 1933
Smarties: Launched in 1937.

89. Promotion
(Marketing Communications Mix)
(Promotion Mix)
Personal Selling Advertising
Sales Promotion Public Relations
(short-term incentives) (favourable unpaid publicty)
Direct Marketing
mail
fax
telemarketing
e-mail
internet

90. Marketing Communications
Customer Loyalty Ladder
Advertising
Competition
Personal Selling Loyalty
Sales Resistance
Sales Promotion Preference
Publicity Memory Fade
Knowledge
Packaging
Awareness Market Contraction
Price
Availability Unawareness
Service

91. Sales Promotion
Short-term incentives to encourage purchase or sales of a product.
Short-term incentives to encourage purchase or sales of a product.
Sales Promotion Tools;
Sales Force
 Bonus Scheme
 Commissions
 Vouchers
 Gifts
Trade
 Samples
 Discounts
 Trips
 Loyalty Bonuses
 Vouchers
 Displays/Exhibitions
 Literature
 Gimmicks
End User
 Voucher with cost value
 Samples
 Competitions
 Complimentary Products
 Literature

92. Place
(Distribution)
Physical Distribution
Channels
logistics
wholesalers
order processing
retailers
warehousing
hospitals
stocks
direct to consumers
transport

93. The Marketing Mix
1. Goods and Service Mix
Product Name
Pack Price
Image Service
6. Distribution Mix
Availability By Channels of Distribution
Physical Distribution
10. Communication Mix
Selling -------- Personal
Advertising
Promotions
PR
Merchandising
Sales Aids
The Right Mix In Order To Generate The Optimum Profitability.

94. Goods and
= Services Mix
Distribution
=
Mix
Product
Pack Image Communica-
Name Service = tion Mix
Price
OPTIMUM
PURCHASE SATISFACTION
PROFITABILITY

95. The Six Facets of Marketing (Sundridge Park)
What it is Facet What it involves
Techniques
• Desk Research
al purchasers and what are the factors which influence their purchasing decisions.
• Field Research (including)
MARKET RESEARCH
arketing) • Motivation Research----------------------------------------------------------------
Market Research needs to be Continual and UP TO DATE. Market research provides information
on “WHAT HAS HAPPENED” or“WHAT IS HAPPENING not about what is going to happen tommorro
Variables
g market trends and forecasting future demands
MARKET FORECASTING • TOTAL DEMAND
the plan - 1)
• SHARE OF TOTAL DEMAND
Techniques
cts should be made, in what quantities, and at what selling price. • Analysis of own and competitors’ products d) Value analysis
PRODUCT PLANNING
• Analysis of company resources e) Brainstorming
• Market research f) Checklist and analysis forms
Alternative Channels
• Maker – User direct
ng the most suitable channels of distribution
DISTRIBUTION PLANNING• Maker – Merchant – User
ing the plan – 3)
• Maker – Retailer – User
• Maker – Wholesaler – Retailer – User
(1) ADVERTISING
Press TV 1. SELL IN- to the
Posters
customer
THE direct mail
(2) SALES PROMOTION in a combination of 2. SELL OUT-to
g an effective combination of advertising , sales, promotion and personal salesmanship
Define
SELLING And use Company and Brand In order to
MARKETING STRATEGY name, House style the eventual user
FEATURES Sales literature,
OF THE sample,s MERCHANDISING helps
(3) SALES FORCE Based on:A)
PRODUCT No. of call Points offers,Retail Display here with (a) Point of
B)Frequency of calls © Exhibitions, Gimmicks sale displays (b) Packaging
Possible calls per day © Siting
d for selling ,distributing, merchandising and servicing (Getting action and controlling it)
SALES ADMINISTRATION All control is on a measured basis with comparisons of actuals with standards.
The Sole purpose of setting up any industrial or commercial enterprise is simply to sell
something to someone so that a profit can be made on the transaction.

96. The Marketing Plan

97. What is Marketing
 SATISFYING CUSTOMER NEEDS WHILST AT THE SAME TIME
SATISFYING CORPORATE NEEDS.
 LONG TERM SELLING
 ORGANISATION OF PROMOTIONAL ACTIVITY
 SELLING
 MAXIMISATION OF PROFIT – LONG TERM – SHORT TERM
 CREATION OF DEMAND
 MARKETING IS THE UNCOVERING AND SATISFACTION OF
CONSUMER NEEDS IN ORDER TO ACHIEVE OPTIMUM
PROFITABILITY
 ANTICIPATING THE NEEDS AND DIRECTING THE FLOW OF
GOODS AND SERVICES FROM PRODUCERS TO CONSUMERS AT A
PROFIT

98. Marketing
ORGANISATION OF RESOURCES FOR PROFIT
MAXIMISATION
Marketing Planning
PLANNED ORGANISATION OF RESOURCES FOR PROFIT
MAXIMISATON
- LONG AND SHORT TIME

99. Marketing Factors
POLITICS SELLING
CORPORATE IMAGE TARGET AUDIENCE
PROFIT CONTRIBUTION QUALITATIVE INFORMATION
PRIORITIES TRADING CONDITIONS
PRODUCTION
ECONOMICS OF SCALE
PACKAGING
BRANDING
MARKETING MIX
ADVERTISING
PROMOTIONAL

100. Marketing Plan
 WHERE ARE WE NOW ---------------- THE MARKET
 WHERE DO WE WANT TO GO --------- OBJECTIVES
 HOW WILL WE GET THERE ---------- STRATEGY
TACTICS
“IF WE COULD FIRST KNOW WHERE WE ARE AND WHITHER WE ARE
TENDING TO GO, WE COULD BETTER JUDGE WHAT TO DO AND
HOW TO DO IT”
(Abraham Lincoln)

101. Marketing Plan
1. Market and product history.
3. Statement on current years objectives – whether achieved or
not.
5. Analysis of current market situation in relation to the product
- market shares, trends, research findings etc. Analysis of
competiters position.
7. Marketing objectives for the coming year – target market
shares, target revenue and profit target.
9. Planned marketing mix (goods and services / distribution /
communications) in order to achiece the above target.

102. Marketing Plan
1. Marketing Background
Market analysis; share, size, trends, competitors (SWOT)
4. Marketing Objectives
Sales, MS, Earnings, Promotion expenditure budget.
7. Marketing Strategies
Brand Name / Packaging / Presentation
Pricing
Positioning
Comm. Strategies: direct selling, advert., direct mail, internet, literature, detail aids, samples,
product reminders, audio visual aids.
Distribution.
13. Agree With Top Management
15. Coordinate The Implementation Of Plan
17. Monitor and Control

103. PRODUCT POLICY
AND PLAN
DISTRIBUTION POLICY
AND PLAN
PRICING POLICY
AND PLAN
SALES FORCE POLICY
AND PLAN
ADVERTISING POLICY
AND PLAN
SALES PROMOTIONAL POLICY
AND PLAN
CUSTOMER POLICY
AND PLAN
ORGANISATION POLICY
AND PLAN

104. Marketing Plan Outline
THE PRODUCT
THE DISEASE AREA
THE MARKET
1. MARKET VALUE
2. PRESCRIPTIONS / USAGE
3. COMPETITORS
4. PRICING
5. PROMOTIONAL ACTIVITY
6. DISTRIBUTION
MARKETING OBJECTIVES
1. SALES
2. PROFIT
3. PROMOTIONAL EXPENDITURE
4. MARKET SHARE
5. USAGE & AWARENESS
MARKETING STRATEGY
1. PRODUCT POSITIONING
2. PRICING
3. PROMOTION (GENERAL)
4. PRE LAUNCH ACTIVITY
PROMOTIONAL STRATEGY
PROMOTIONAL TACTICS
1. FIELD FORCE - DETAILING
2. PROMOTIONAL MATERIAL
3. DETAILING OBJECTIVES / SEQUENCE
4. JOURNAL / T.V. / RADIO ETC. ADVERTISING
5. OTHER PROMOTIONAL ACTIVITY.

105. The Function of a
Marketing Department

106. Market Research
MARKETING RESEARCH
PRODUCT EVAlUATION
ADVERTISING
PROMOTION MEDIA PLANNING
T
E N MARKETING TOOLS UTILISATION
S E M
LE AG
SA AN PLANNING
M
PRINTED ADVERTISING MATERIAL
NT
PS
RC PME
GA
ES
CONCEPT DEVELOPMENT
ELO
ET
RK
EV
OU
MA
TD
ES
ADVERTISING AGENCY
UC
NG
GR
RK OD
IT
IN
PLO
MA W PR
PRODUCT MANAGEMENT
ET
EX
NE

107. Function of a Marketing Department
?
WHERE ARE WE NOW MARKETING RESEARCH
(How did we get here)
WHERE ARE WE GOING MARKETING OBJECTIVES
(MARKETING PLANNING)
HOW WILL WE GET THERE MARKETING STRATEGY
TACTICS.

108. From Beginning To End
PRODUCT DEVELOPMENT - MARKET RESEARCH IMPUT
POTENTIAL EVALUATION - MARKET RESEARCH – GO
NO GO
 PRODUCTION FEASABILITY
 ECONOMIES OF SCALE
PRODUCTION - MARKETING OBJECTIVES
CUSTOMER INFORMED - ADVERTISING / PROMOTION
CUSTOMER BUYS
CUSTOMER RE-BUYS

109. Where Are We Now
1. MARKETING RESEARCH
3. MARKET RESEARCH
5. MARKET ANALYSIS
7. QUALITATIVE RESEARCH
9. QUANTITATIVE RESEARCH
11. PROMOTIONAL RESEARCH
13. COMPETITIVE RESEARCH
15. PRICING RESEARCH
17. PRODUCT USAGE RESEARCH
19. ATTITUDINAL RESEARCH.

110. Where Are We Going
1. OBJECTIVES - QUANTIFIABLE
REALISTIC
4. STRATEGY - POLICY
6. PRODUCT PLANNING - LONG TERM
- SHORT TERM
9. PRIORITY SETTING

111. How Will We Get There
1. TACTICS - ACTIONABLE
B. SALES FORCE ACTIVITY
PRIORITIES
E. ADVERTISING - ABOVE LINE
BELOW LINE
H. PRICING TACTICS - DISCOUNTS / BONUSES
J. PRODUCT DEVELOPMENTS
1. UTILIZATION OF RESOURCES

112. RESOURCES
1. SALES FORCE
3. ADVERTISING
5. SAMPLING
7. POINT OF SALE MATERIAL
9. DISCOUNTS / BONUSES
11. EXHIBITIONS
13. PUBLIC RELATIONS
15. GIVE AWAYS / GIMMICKS
17. SELLING AIDS

113. Marketing Research
 MARKET RESEARCH - HISTORICAL
 MARKETING RESEARCH - CURRENT
QUALITATIVE RESEARCH
QUANTITATIVE RESEARCH

114. Quantitative Research
Desk Research
1. GOVERNMENT STATS.
3. TRADE PRESS
5. COMPANY REPORTS
7. COMPETITORS
9. INDUSTRY REPORTS
11. CUSTOMERS
13. FIELD FORCE?
15. TELEPHONE ?

115. Quantitative Research
Field Research
 FACT ORIENTATED
 SAMPLING IMPORTANT
 HISTORICAL
 QUANTITATIVE IN NATURE - QUANTIFIABLE RESULTS
 STRUCTURED QUESTIONAIRES
 CATEGORISATION OF RESPONSES

116. Quantitative Market Research
Fact Orientated
1. YES / NO RESPONSE
3. LIMITED NUMBER OF POSSIBLE RESPONSES
5. PROMPTED / UNPROMPTED RESPONSES
7. NO INTERVIEWER SUBJECTIVE INTREPRETATION.

117. Quantitative Research Sampling
1. IDENTIFICATION OF UNIVERSE
3. UNIVERSE TO BE REPRESENTED
5. STRUCTURE OF SAMPLE
 AGE / SEX
 SOCIAL CLASS
 TYPE OF RESPONDENT
 GEOGRAPHICAL DISTRIBUTION
 TYPE OF CUSTOMER

118. Quantitative Research
Historical In Nature
1. MEASUREMENT OF PRESENT OR PAST SITUATION
3. INFORMATION USED TO EXTRAPULATE INTO THE
FUTURE
5. REPORTS ARE OFTEN TOO LATE TO TAKE ACTION ON
BUT CAN BE USED FOR DECISION MAKING
7. INFORMATION MAY ALREADY BE OUT – OF – DATE.

119. Quantitative Research
Quantitive In Nature
1. RESULTS ARE QUANTIFIABLE
3. % ARE USED - PROBLEMS
(A) AVERAGE OF AVERAGE
(A) SIZE OF BASE
6. FIGURES CAN BE MISUSED
8. INTERPRETATION CRITICAL.

120. Quantitive Research Questionaires
1. STRUCTURED
3. PREDETERMINED RANGE OF RESPONSES
5. NO INTERVIEW BIAS
7. ALL RESPONDENTS ARE ASKED SAME QUESTIONS
9. OFTEN SYNDICATED WITH SPECIAL OPTIONS
11. DESIGN CRITICAL
13. CAN BE COMPUTERISED.

121. Qualitative Market Research
 ATTITUDINAL RESEARCH
 GROUP DISCUSSIONS
 IN DEPTH INTERVIEWS
 INTERACTION DISCUSSION.

122. Group Discussions
 SAMPLE SELECTION
 IMPORTANCE OF MODERATOR
LEADING BUT NOT DOMINATING
 PREDETERMINED STRUCTURE
TO HELP MODERATOR
 CONTROL CRITICAL
 RECORDING
 GROUP INTERACTION
 IDEAL FOR CONCEPT TESTING

123. Group Discussions
 SUBJECTIVE IN NATURE
 RESULTS NOT QUANTIFIABLE
 DIRECTIONAL INFORMATION RECEIVED
 WILL HELP THE FORMULATION OF QUESTIONNAIRES
FOR QUANTITATIVE RESEARCH

124. Market Segmentation And Targeting
Market Segmentation: Dividing a market into distinct group of
buyers with different needs, characterstics or behaviour, who
might require separate products or marketing mixes.
Market Targeting: The process of evaluating each market
segments’ attractiveness and selecting one or more segment to
enter.
Market Positioning: Arranging for a product to occupy a clear,
distinctive and desirable place relative to competing products in
the minds of target consumers. Formulating competitive
positioning for a product and a detailed marketing mix.

125. Market Segmentation
1. Geographic Segmentation
3. Demographic Segmetation
age
gender
income
education
8. Behavioural Segmentation
10. Psychographic Segmentation
social classes
lifestyles

126. Market Targeting
1. Segment Attractiveness
3. Business Strengths
5. Selecting Market Segments
Segment Strategy.

127. Personal Selling and Sales Management
The sales function is at the heart of successful marketing.
The primary job of the sales function is to achieve the company’s required sales
volume!
The Sales force is the core of the company’s marketing effort which in turn is the
central company activity.
Nature / Role of Personal Selling / Sales Force:
 Key role in the marketing mix
 Well – educated, well trained professionals
 Order takers
 Order getters
 Missionary selling
 Build and maintain long-term relationships with customers
 Work closely with customers to find solutions to their problems
 Critical link between a company and its customers
 Represent the company to customers and at the same time represent customers to the
company
 Concerned with more than just producing sales!
(Market orientated rather than sales orientated to-day)
 Look at sales data, measure market potential, gather market intelligence and help
develop marketing strategies and plans.
A market – orientated sales force works to produce customer satisfaction and
company profit. To accomplish these goals, the sales force needs skills in
marketing analysis and planning in addition to the traditional selling skills.

128. Some general comments on selling:
• Good sales people are born not made! Myth
“The ability to sell is not a gift, it’s a skill and skills can be learned.”
• Sales people are extroverts with the gift of the gab - they can make
small talk to anyone, they can sell to anybody even those who don’t
want to buy, and finally most people decide on cost anyway! Myth
Rubbish, buyers to-day are well informed. People don’t decide on price alone. They
decide on value for money.
5. Sales is a numbers game ---- Sales people forget this.
Research: as little as a 1/3 time spent actually selling.
7. Giving up too early --- a common failure. Go back more often.
8. Develop relationships but focus clearly on what they will deliver to
the bottom line.
9. There are always three sales to be made
the products
the sales person
the credibility and reliability of the company behind them.
13. World –class salesperson:
 Irrepressibly positive attitude
 Totally sales driven
 Competitive by nature
 Know that both you and your product are world class
 Know their customers business and sell through client knowledge
 Good listening skills.

129. Rules in Selling (Carr Communications)
re based on relationships –customers buy from people
If you cost more than the competition, be able to explain what additional value yo
Customers buy from people they like and trust
Know how to negotiate
s trust, you have to show a real interest in their business
 Know how to listen
, be well presented and bring well-presented notes, samples and documentation
If you promise it, deliver it when you promised (or b
re your product or service adds value to their business
Exceed customer expectations – again, and again, and
 Explain this simply, clearly and If you get it wrong, admit it quickly and rescue sup
honestly
 Believe in what you offer  Follow through on every detail, no matter how sm
of the competition. Always. But know how youThank them for their business.
 are better

130. Steps In The Selling Process
1. Preapproach
3. Approach
5. Presentation
7. Handling Objections
9. Closing
11. Follow – Up.

131. Managing The Sales Force
The high cost of the sales force calls for an effective sales
management process:
2. Setting Sales Force Objectives
 products, customers
 sales
 call rates
 information gathering
 Reports
3. Sales Force Architecture / Structure
 How many different sales forces should we have?
 How should they be structured and staffed?
 What degree of specialisation is needed?
 What resource levels should be dedicated to each?
Clear definition of the sales task is the right place to begin.
Key determinants of the sales tasks are:
1. Which customers?
2. Which products?
3. What specific activities are to be accomplished?
Major Driver: Size and variety of the product portfolio.
Trend: “General” selling (all-account sales) to “specialised” selling.

132. Managing The Sales Force
1. Competency Creation
a) Recruiting and Selecting
If you do not start with the right individual, it is very unlikely that training,
motivation etc. will turn that person into an outstanding performer.
To hold down the high costs of hiring the wrong people, sales people must be recruited
and selected carefully.
No magic list of traits:
High enthusiasm, persistence, initiative, self-confidence, self-motivated,
good communicater, excellent listener, disciplined, hard working, honest,
committed to sales as a way of life and have a strong customer orientation.
Look at the characteristicts of your most successful sales people for clues
to needed traits.
Selecting Procedure? interviewing / testing? Retention?
a) Training
The sales force require ongoing training.
a) Coaching
One – on – 0ne intensive coaching enhances other forms of training.

133. Managing The Sales Force
1. Supervising
All sales people need supervision and many need continuous
encouragement in view of the many decisions they have to make and
the many frustrations they invariably face.
a) Directing:
To what extent should sales management be involved in helping sales
people manage their territories?
 Developing customer targets and call norms.
 Using sale time efficiently. ( sales force automation system)
a) Motivating
 Organisational climate
 Sales force compensation (salary, bonuses, expenses and fringe benefits)
 Positive incentives
 Personal acknowledgement / one – on – one recognition
(Sales people have an enormous need for feedback)
 Sales task clarity is important as a motivational tool.

134. Managing The Sales Force
1. Evaluating / Measuring
Some important principles:
a) By and large, you get what you measure not what you expect.
Sales people will focus their efforts on those things that are
being measured
b) The measurement system must be tied to all the key variables
central to company targets eg. sales and profitability
c) A good system should also:
 Learn what the customer needs
 Learn the potential of the customer
 Information on competitors – data from each sales person should be
gathered.
d) Management must develop and communicate clear standards for
judging performance
e) Management must gather well – rounded information about each
sales person
f) Sales people should receive constructive feedback that helps
them to improve performance.

135. Managing The Sales Force
Formal evaluation of performance
b) Comparing the sales performance of different sales people
can be misleading
 Differences in territory potential
 Levels of competition
 Workload etc.
d) Comparing current sales with past sales (better approach)
f) Sales Reports, Work Plans / Schedules, Territory
Improvement Plans, Expense Reports etc.
h) Qualitative Evaluation of Sales People.
 Knowledge of the company, products, customers, competitors, tasks
etc.
 Personal traits like manner, appearance, temperament etc.
 Problems with motivation or compliance.

136. Creating Sales & Marketing Promotional
Effectiveness
 The right customer
 The right channel
 The right frequency
 The right message
 The right mix and sequence
 The right level of resources
Many of these concepts overlap and are inter-dependant.

137. Giving Performance Feedback
 Feedback answers the question “How are we doing?” It is simply
information about progress towards the accomplishment of goals.
 Feedback is important because it enhances the effectiveness of goal
setting by providing the information needed to modify behaviour in
order to attain objectives.
 Whether the news is good or bad people need to know how they are
doing; without feedback, good performance may even change for the
worse and poor performance may persist or get worse.
 Feedback is easier and more productive in situations of high mutual
trust and confidence.
 Positive feedback, catching people doing the right thing, is the most
powerful form of feedback.
 At times it is necessary to provide corrective feedback. To be
effective such feedback should be early, private and constructive.
Don’t leave for the annual performance review.

138. Actions to Improve Sales
1. Strategic Sales Management:
 Clear targets for salesforce. Which accounts? Which product? Specific
activities.
 Customer selection / targeting.
 Customer retention.
 Design of a salesforce structure/deployment.
 Measurement system/reporting system
 Training/coaching (improve quality of the people)
 Motivation.
2. New Products.
3. Price Increases.
4. Promotional Schedule/Targeting products at different
times.
5. Sales Promotion Tools.
6. Certain steps by individual area managers.
• Increased promotion investment

139. Actions to Improve Sales
1. Recognising opportunities as a constant journey
2. Products and Accounts Rationalisation.
3. Optimise operating processes.
• Exploit existing products (Maximise support to best
products)
5. Telesales.
• Flat Markets; Sweat the products and take business from
the competition.
• Lifelong/Continuous learning.

140. Lifelong Learning
 Product Knowledge.
 Company Knowledge.
 Customer Knowledge.
 Territory Knowledge.
 Industry Knowledge.
 Animal health industry.
 Agri. Industry.
 CAP, WTO.
 Competitor Knowledge.
 Selling Skills.
 Marketing.
 Management
 Skills / Functions /Activities.
 Human Skills (Emotional Intelligence).

141. Sales Managers Accountability Checklist
 Train and develop representatives.
 Assist in their selection.
 Review continuously the level of knowledge skills and
the attitude of representatives.
 Manage performance.
 Planning (Sales Plan).
 Direct and control allocated resources to ensure cost
effectiveness within allocated limits.
 Provide relevant field intelligence and feedback to
management.
 Sales Meetings/Training Courses etc.
 Cooperate with other departments.

142. Direct Marketing
 Marketing through various media that interact directly with
customers, generally calling for the customer to make a direct
response.
 Characteristics
 Direct marketing is non-public as the message is addressed to a specific
person.
 Direct marketing is immediate and customised.
 Direct marketing is interactive.
 Growing rapidly.
 Main Forms
 direct mail marketing; post, fax mail, e-mail, voice mail.
 telemarketing / telesales.
 catalogue marketing.
 direct response television.
 on-line marketing.
 Customer database

143. Advertising
 Advertising is the use of paid media to inform, persuade and
remind target audiences about its products or organisation.
 Powerful promotion tool.
 Important decisions in advertising.
1. Setting advertising objectives:
 To inform (new product, new uses, price change ect.)
 To persuade (brand preferance, switching, attributes)
 To remind
1. Setting the advertising budget;
 What is affordable?
 Percentage of sales.
 Competitors spending /noise in the market.
 Objectives and tasks to be accomplished.
 Stages in the product life cycle.
 Product differentiation.
 Market share.

144. Advertising
1. Creating the advertising message.
 Identify target customer benefits
 Develop a creative concept or ‘big idea’ that will bring the benefits to
life in a distinctive and memorable way.
“Have a break, have a Kit-Kat”
“Brain food-every Friday, The Economist”
1. Selecting advertising media.
 Reach, frequency, impact.
 Television, radio, newspapers, magazines etc.
1. Advertising evaluation

145. Public Relations (PR)
 Building good relations with the companys’ various publics by
obtaining favourable publicity (free); building up a good
corporate image.
 Old name for PR was publicity: activities to promote a company
or its products by planting news in media not paid for by the
company.
 PR is a broader concept that includes publicity and other
activities eg.
 Press relations.
 Product publicity.
 Lobbying.
 Investor relations.
 PR Tools ;
 News (company, products, people)
 Speeches.
 Special Events (openings, news conferances, press tour).
 Written Materials (annual reports, brochures, articles, newsletters etc.).
 Audiovisual Materials.
 Corporate Identity Materials (logos, stationary, business cards etc.).
 Sponsorship.
 Company’s Web Site.
 Public Service Activities (raising funds for worthy causes).

146. Marketing
Marketing • Marketing Functions
1. Marketing Concept  Marketing Research & Analysis
 Product Development
1. Marketing Functions  Marketing Planning
 Marketing Communications Mix (Promotions m
Selling
The Six Facets of

1.
 Advertising
Marketing  Sales Promotion
 Direct Marketing
Public Relations
Drivers for Sales and 

1.
Market Segmentation
Marketing Effectivness
 Product Positioning
 Distribution
 Customer Service