Op het Issue Congres 2014 (27 januari) sprak keynote-speaker Paul Schnabel over de issues waarmee Nederland in 2014 volgens hem te maken krijgt. Deze presentatie "Nederland en de Nederlanders in bange tijden" neemt de participatiemaatschappij als uitgangspunt om de angst en het wantrouwen waarmee we leven te duiden.
Een veranderende arbeidsmarkt, wat betekent dit voor het beroepsonderwijs Ste...Lottespeelman
Een veranderende arbeidsmarkt, wat betekent dit voor het beroepsonderwijs? Stef Beek van het Ministerie van Onderwijs, Cultuur en Wetenschap gaf een lezing op de SIGRA arbeidsmarktconferentie op 14 november 2014 in EYE, Amsterdam.
Status quo and future of the Aging (Dutch) society, focused on Social security and Health in the Netherlands.
More info and documentation at :
http://sites.google.com/site/vergrijs/Home/vergrijzing-quo-vadis
<a href=\"http://sites.google.com/site/vergrijs/Home/vergrijzing-quo-vadis\">Link</a>
Op het Issue Congres 2014 (27 januari) sprak keynote-speaker Paul Schnabel over de issues waarmee Nederland in 2014 volgens hem te maken krijgt. Deze presentatie "Nederland en de Nederlanders in bange tijden" neemt de participatiemaatschappij als uitgangspunt om de angst en het wantrouwen waarmee we leven te duiden.
Een veranderende arbeidsmarkt, wat betekent dit voor het beroepsonderwijs Ste...Lottespeelman
Een veranderende arbeidsmarkt, wat betekent dit voor het beroepsonderwijs? Stef Beek van het Ministerie van Onderwijs, Cultuur en Wetenschap gaf een lezing op de SIGRA arbeidsmarktconferentie op 14 november 2014 in EYE, Amsterdam.
Status quo and future of the Aging (Dutch) society, focused on Social security and Health in the Netherlands.
More info and documentation at :
http://sites.google.com/site/vergrijs/Home/vergrijzing-quo-vadis
<a href=\"http://sites.google.com/site/vergrijs/Home/vergrijzing-quo-vadis\">Link</a>
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
13. 12/06/2013
Working Longer p. 13
Bottom line: werkgelegenheidsgraad oudere werknemers
50% van de 50+ is zonder meer beroepsinactief:
onontgonnen potentieel menselijk kapitaal
Meer dan 75% van de werkloze 50+ is langdurig
werkloos
België bengelt onderaan het Europese peloton
Europese doelstelling 2010 voor 55+: 50%
werkgelegenheidsgraad… v 39% in België in 2013
20. 12/06/2013
Geen “Lump of Labour”
OuderenOuderen -- JongerenJongeren
Bron : Eurostat, LFS
Werkzaamheidsgraad 2008
0
10
20
30
40
50
60
70
80
20 30 40 50 60 70 80
MT
HU
PL
LU
IT
BE
SK
FR
SI
EL
RO
ES
BG
CZ
LT
PT
CY
LV
EE
UK
FI
DE
AT
NL
DK
SE
jongeren
ouderen
IE
0
10
20
30
40
50
60
70
80
20 30 40 50 60 70 80
MT
HU
PL
LU
IT
BE
SK
FR
SI
EL
RO
ES
BG
CZ
LT
PT
CY
LV
EE
UK
FI
DE
AT
NL
DK
SE
jongeren
ouderen
IE
22. 12/06/2013Anders en beter belasten
Slimmere en efficiëntere overheid
Dynamische & leeftijdsvriendelijke arbeidsmarkt
Effectievere en efficiëntere gezondheidszorg
Meerdere pijlers voor SZ
Andere pensioenen – immuniseren tegen
demografie, maar met loopbaanvariatie
Strategie voor immigratie en integratie
Kiezen en geleidelijk implementeren
30. 12/06/2013
Loopbaanrekening
Post competenties: opleiding en vorming
Post loopbaanplanning: beoordeling en
begeleiding tijdens de loopbaan
Post eindeloopbaan: vanaf een te bepalen
carrièrepunt aan te spreken
Post tijdsparen: tijd voor geld en later geld voor
tijd in ruilen
Tweede ontslagpijler: exclusief voor investering
en begeleiding naar nieuw werk
De vergrijzing p.30
31. 12/06/2013
Tijdelijk en/of onmiddellijk
Verminder selectief sociale bijdragen voor
tewerkstelling van oudere werknemers
Verhoog sociale bijdragen op uitkeringen voor
inactiviteit
Verhoog de ontslagkost voor oudere werknemers door
internalisering van de kost voor de samenleving -
« afspiegeling »
Extra en slimme activering van ouderen, met gebruik
van het budget van de werkloosheidsuitkering –
collectief ontslag
Belastingen aanwenden, bv. belastingkrediet en
fiscaliteit vervangingsinkomen
De vergrijzing
34. 12/06/2013
Langer werken
Demografie beleid
Beleid praktijk
Praktijk cultuur
Een normale evolutie met de wind in de zeilen
Een zaak van intergenerationale solidariteit
Veel meer dan een budgetvraag!
HET PROBLEEM: samen beginnen!
De vergrijzing