Start to Sell

Basic Selling Skills and Training


Sales people use accepted techniques and skills to make a sale.
There are basic selling skills that employees can learn through training and role play. Before going out to call on customers, the salesperson should have an understanding of accepted sales techniques like relationship selling and consultative or value-added selling. A salesperson should also know how to move a sale along and how to close a sale.


Forming Strong Relationships
An important basic selling skill is the ability to form a strong relationship with the buyer. Often, the central quality of a sales professional that leads to repeat sales business is trust. When you develop a rapport with the buyer and establish credibility, you become a more effective salesperson.

Solving Problems by Asking the Right Questions
Good salespeople plan in advance to ask the customer questions that can help reveal the customers needs and desires. Asking the appropriate questions can also reveal problems that the salesperson may be able to solve for the customer. By uncovering these issues through good questioning, you are better able to provide a solution and make the buying decision easier for the buyer.


Listening Carefully
A good salesperson knows when it is time to listen to the buyer. In the course of conversation a buyer may bring up a key element that leads to identifying a need and then making a sale. By helping the customer formulate and verbalize the need, you act as a partner or consultant and add value to the customer by contributing ideas.

Organizing Focused Presentations
The successful salesperson is skilled in creating focused presentations. These presentations should demonstrate the features and benefits of the product or service, while focusing on the specific needs of the customer.

Motivating the Customer to Action
To be effective, you must close the sale by gaining a commitment from the customer. The salesperson must possess the persuasive skills necessary to move the sales process forward by handling objections and asking for action.

Sales Training
Once sales trainees understands the concept of relationship and consultative selling and the questioning process, listening, presentation and closing skills that are part of these techniques, they are ready to role play. A sales manager or trainer can set up scenarios for the sales trainee, and play the role of the customer. To model effective sales strategies, the sales manager can take the role of the salesperson, while the salesperson plays the role of the customer. The sales manager should specifically demonstrate skills like questioning, listening, identifying needs, problem-solving and closing the sale during the role play sessions.

How to reach to be Top Manager

KEY SKILLS OF A TOP MANAGER
Management training programs and management training courses are meant to hone the managerial skills of a person. Sometimes, it is through these management training programs that an individual discovers he or she has a particular skill. So, what are the key skills of a top manager?
• Management training programs and management training courses will point out that good communication skills are of paramount importance to a manager. A manager needs good communication skills to become a great manager. Communication skill is not just about speaking but listening as well. Good communication should
avoid ambiguity. If there is a chance that a message might be misunderstood then it should be clarified. Communication is a two way street and this is something that all management gurus agree on.So, just like others listen to a story, one would have to listen to what others say.
• A top manager has a vision and ensures that others share this vision with them. Communicating a vision doesn’t mean creating large message boards with a written vision placed at strategic locations. It might be effective to catch attention but in order to retain that attention one will have to do something memorable that ensured the team understands and shares this vision. Visionary managers make employees feel that they have stake in the organisation’s success.
They also inspire others to have personal visions and to reach out for these visions.
• No management training can impart the skill of integrity. A top manager has to remember action and not word set a precedent. Mouthing moralities and practicing unethical business practices does not mean integrity has been achieved. Delivering on promises is important.
• A top manager has to have enthusiasm for their job and the job which they are doing; a negative leader will only bring the team down. So, when selecting a field, choose carefully as it is difficult to be productive in something which is not enjoyable. Enthusiasm is infectious; a positive attitude will be passed on to the other members of a team.
• Management training programs indicates that delegating responsibility is an important skill that a manager should possess. This also suggests that often subordinates will have to be trained to complete a task in ways that a manager is not capable of. A fear of being overshadowed by their own protégée stops managers from doing this. A good manager will not see this as a threat, as Bill Gates says “there are enough jobs in the world for good managers. The world is short of good managers”.
• As much as delegating responsibility is necessary; it won’t serve a purpose if action is not taken by the manager themselves. Action speaks louder than words and if a team feels that their manager is not doing anything themselves and is only speaking of doing something then the team will fail to respect their manager. A manager can enhance their image through taking on less attractive tasks. This will show the other members of your team that, doing such tasks are also important.
• Always think carefully when making a decision but also don’t too long to arrive at a decision and stick with the decision which has been made as people do not respect indecisive managers. When changing a decision, it questions the motivation for arriving at the decision. The implementation of the changed decision might also become difficult as one can reconsider decisions with changed circumstances but managers who frequently do this fail to succeed.
• Management trainings also emphasize that top leader routinely reward their staff. The reward maybe in the form of a good word, a promotion, a pay rise or a bonus. It should be something that shows team members and subordinates that their work is also important to the working of the organization.There are many other skills a manager can possess but these are the tops skills of a manager according to the carious management training programs and management training courses.

How to be good accountant

 An accountant is a practitioner of accountancy, which is the measurement, disclosure or provision of assurance about financial information that helps managers, investors, tax authorities and other decision makers make resource allocation decisions. The question is How to be a Good Accountant even if you're not already graduate?

1 You should have higher grades when you're in high school, especially in Math subjects. Ask your guidance counselor what is the qualification to be accepted in Accounting Program. Also look for Universities that offers a good Accounting Programs and degree.

2 Apply a school that you think that offers better Accounting Program that will fulfill all of the requirements to be a CPA.

3 Look for the subject of Accountancy Program and think if you can pass those subjects.

4 To be retain in Accountancy Program, you must have a grade of 2.5(74%) in average from 1st year to 2nd year. You should not have a drop any subjects or failed subjects.

5 When you are in 3rd year to 4th year can have 1 failed subject and then the university will give you chance to retake that subject. But it is more advantage if you didn't have any failed subjects.

6 In your 5th year in Accounting Program make sure that you will give your best because you will take up the CPA examination.

7 You can work in some Banks during your college years, especially during vacation or summer, where you can have or gain experience in the field. Many company that hire entry-level accountants after graduation from college require this work.

8 Before applying for the test, you'll need some accounting experience, in addition to a bachelor's degree. Do your best in taking up the CPA examination. Study hard so that you can pass the examination.

A Good Manager

A good manager has at least 10 good qualities

RECENTLY I wrote about 10 qualities of a good employee, which prompted quite a few people to ask about the attributes of a good manager. There isn't a magic formula for good management, of course, but if you're a manager, perhaps these tips will help you be more effective:
1 Choose a field thoughtfully. Make it one you enjoy. It's hard to be productive without enthusiasm. This is true whether you're a manager or employee;
2 Hire carefully and be willing to fire. You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is. One mistake is holding on to somebody who doesn't measure up. It's easy to keep this person on the job because he's not terrible at what he does. But a good manager will replace him or move him to where he can succeed unambiguously;
3 Create a productive environment. This is a particular challenge because it requires different approaches depending on the context. Sometimes you maximise productivity by giving everybody his or her own office. Sometimes you achieve it by moving everybody into open space. Sometimes you use financial incentives to stimulate productivity. A combination of approaches is usually required. One element that almost always increases productivity is providing an information system that empowers employees.
When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;
4 Define success. Make it clear to your employees what constitutes success and how they should measure their achievements. Goals must be realistic. Project schedules, for example, must be set by the people who do the work. People will accept a "bottoms-up" deadline they helped set, but they'll be cynical about a schedule imposed from the top that doesn't map to reality. Unachievable goals undermine an organisation. At my company, in addition to regular team meetings and one-on-one sessions between managers and employees, we use mass gatherings periodically and E-mail routinely to communicate what we expect from employees. If a reviewer or customer chooses another company's product , we analyse the situation. We say to our people, "The next time around we've got to win. What's needed?" The answers to these questions help us define success;
5 To be a good manager, you have to like people and be good at communicating. This is hard to fake. If you don't enjoy interacting with people, it'll be hard to manage them well. You must have a wide range of personal contacts within your organisation. You need relationships - not necessarily personal friendships - with a fair number of people, including your own employees. You must encourage these people to tell you what's going on and give you feedback about what people are thinking about the company and your role in it;
6 Develop your people to do their jobs better than you can. Transfer your skills to them. This is an exciting goal, but it can be threatening to a manager who worries that he's training his replacement. If you're concerned, ask your boss: "If I develop somebody who can do my job super well, does the company have some other challenge for me or not?" Many smart managers like to see their employees increase their responsibilities because it frees the managers to tackle new or undone tasks. There's no shortage of jobs for good managers. The world has an infinite amount of work to be done;
7 Build morale. Make it clear there's plenty of goodwill to go around and that it's not just you or some hotshot manager who's going to look good if things go well. Give people a sense of the importance of what they're working on - its importance to the company, its importance to customers;
8 Take on projects yourself. You need to do more than communicate. The last thing people want is a boss who just doles out stuff. From time to time, prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges;
9 Don't make the same decision twice. Spend the time and thought to make a solid decision the first time so that you don't revisit the issue unnecessarily. If you're too willing to reopen issues, it interferes not only with your execution but also with your motivation to make a decision in the first place. People hate indecisive leadership; However, that doesn't mean you have to decide everything the moment it comes to your attention. Nor that you can't ever reconsider a decision.
10 Let people know whom to please. Maybe it's you, maybe it's your boss, and maybe it's somebody who works for you. You're in trouble and risking paralysis in your organisation when employees start saying to themselves: "Am I supposed to be making this person happy or this other person happy? They seem to have different priorities."
I don't pretend that these are the only 10 approaches a manager should keep in mind. There are lots of others. Just a month ago I encouraged leaders to demand bad news before good news from their employees. But these 10 ideas may help you manage well, and I hope they do.

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