It becomes more and more important, for the valour evolution of the point of sale,to create and grow the team of sellers not only through purely commercial techniques, but increasingly increasing people’s attitudes to productivity and motivation to become customer advice.

The customer, today, looks for, in addition to a price, product and service appropriate for the need of purchase, advice that leads to a high orientation towards his listening, collective understanding and resolution of the solution that improves the quality of life. To be more precise, the client asks for advice able to exchange with him two fundamental values: intelligence and ambition. Intelligence because he wants to think with us and ambition because he wants the most useful and unique solution for his own motivation of purchase.

Decide on the winning creed for others.

The sales team should be educated, as we said, not only to learn and refine the qualities and methodology related to the sale, but also to decide a strong belief of altruism, both internally towards colleagues and the company, is externally towards the customers, that is towards every person who will cross the threshold of our commercial space.

To make a creed decisionto the collaborators, we simply need, as a daily leadership, to rehabilitate the value of our being in the store and consequently in the organization. To better say, create moments of individual and collective confrontation where we ask questions:

  • Who: What is your role in the organization and the reason for your professional choice
  • How:Consistent with the motivation of its chosen and decided role, what is the behaviour
    Which must be adopted every day, regardless of age, experience and so-called character
  • Why:What is your role in the organization and the reason for your professional choice
  • What: According to our great“because”, what is the most useful result
    and uniqueness that we must achieve for and with others

Taking people’s continued education in motivation to get involved in collective productivity for granted creates the risk that they will always have to deal with performing or self-centred sales consultants, with very serious consequences for the company when they have contact with the client.

It is clear that if these 4 ethical principles that create strong individual motivation are not as strong and clear from the leader, it is worthless to engage in the team’s growth.

In fact, we can only demand in terms of productivity and motivation what we can really give.

Grow up and be a team player.

It is commonly thought that teamwork is a group of people who do best of actions to achieve the best results.

Admittedly, this does not seem a misplaced definition, although it does in fact conceal a dangerous misunderstanding. “Do better” is a dangerous meaning because it leaves subjectivity to a commitment that should be normal and, above all, forgets the most important parameter that distinguishes a team: productivity.

To explain myself better, team play means deciding to put into play the individual motivations towards the unconditional and ambitious achievement of the challenging objective of the company and, in particular, the point of sale. Ambitious challenging goal that collects not only objective sales and turnover results, but also foreign values and human attitude towards the one, the customer, who every day entrusts to us his fantastic motivation of purchase. In a word, his trust.

Teamwork is such because it “creates growth for others”. The growth is to obtain integrally, unconditionally and with ambition the most useful results for the evolution of the customer and of the company.

Determine a positive and winning attitude.

In a context of productivity and collective motivation, people put their highest value at risk: attitude.

The attitude is to decide to educate people in the valor and material improvement of their quality of life. Growing the attitude of the team means giving, in a perspective of exchange in abundance, the customer the highest intelligence and ambition for the maximum satisfaction of the human relationship that is created in the act of buying and selling.

This is where strong “makes the difference for the other” and we leave our mark, that credit that leads to the improved relationship with the customer over time. Loyalty not only because it realizes the purchase, but because it will advise more and more people to live the satisfaction of the purchase with us and because, in our credibility, reliability and possibilities, will return whenever you desire a human exchange that is useful to your life plan.

1

Thepositive and winning attitude of the collaborators
Must have grown up in a context of productivity and high human warmth.

2

Productivity, in the sense of a continuous motivating comparison
But uncomfortable on the challenging targets personal and corporate.

Human warmth, in the sense of tolerance, that is, to educate to growth by putting our values increasingly at stake for the realization of the human value of exchange, said communication.

To be clear, it does not matter the amount of the employee’s growth, but how much better every day through a continuous motivating confrontation with himself and with others for the maximum usefulness.

The continuous, encouraging and non-judgmental confrontation with the result of human quality of the sale is the most important value that the leadership can achieve, to strengthen the individual in the motivating realization of the perspective.

To be better people among better people is the gift and privilege of leadership.

Vale.

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Autore

Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

Laurea in Economia e Commercio all'Università degli Studi di Parma, con specializzazione in Marketing Internazionale. Ha sempre inseguito tre passioni: le persone, l'economia e la matematica. Il 18 ottobre 2012 fonda hengi, human engineering, insieme a Claudio Baldassini e Sara Gavazzi, quest’ultima purtroppo deceduta prematuramente nell'agosto 2017.
Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

Laurea in Economia e Commercio all'Università degli Studi di Parma, con specializzazione in Marketing Internazionale. Ha sempre inseguito tre passioni: le persone, l'economia e la matematica. Il 18 ottobre 2012 fonda hengi, human engineering, insieme a Claudio Baldassini e Sara Gavazzi, quest’ultima purtroppo deceduta prematuramente nell'agosto 2017.

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