Professional qualities are the advantages of a sales manager. Professional qualities of a sales manager. Who is a good seller

Today, direct selling is one of the most popular areas for earning money. She attracts many with a high level of income and comfortable working conditions. However, not everything is as simple as it seems at first glance. To achieve good results in this field, you need to work hard.

An iron grip, a hardened character, systematic development and improvement of skills - and this is just a small part of the list of essential qualities of a successful sales manager. Not everyone can become a good seller, but if you have already chosen this path for yourself, this article will help you navigate the profession and master the necessary skills.

What is a good salesperson?

A good seller is not the one who was able to sell the product once, but the specialist who will be able to build long-term relationships with the client. And the task of a sales manager is not only about sales. The experience of cooperation with one seller is often used to judge the entire company as a whole.
Therefore, a good salesperson should not only be able to sell a product, but also have a much greater amount of knowledge and skills. Let's take a look at its key qualities.

Top 5 Qualities of a Good Sales Manager

To become truly successful in the profession, you must:

• Focus on the needs of the client. Perhaps this is the most important quality that allows you to catch what the consumer needs at this very moment. The ability not only to listen, but also to hear what is hidden behind the words of the customer is a great skill of a sales manager. Only by understanding the true problems of the customer, the seller will be able to offer the product or service that the customer really needs.
• Understand consumer psychology. The highly developed emotional intelligence of the salesperson allows him to subtly feel the client, to understand his type of temperament, and, consequently, to predict his future behavior. Understanding the characteristics and psychotype of the client will allow not only to establish initial contact with him, but also to correctly build subsequent interaction, which will lead to the desired result - the sale of a product or service.
• Be able to resist objections. If, upon hearing a refusal, the manager "gives back", this is a bad manager. Clients will always doubt, look for the best offers, more favorable terms of cooperation. Therefore, a good salesperson must, without batting an eye, find convincing arguments in favor of his company and product. Whether the deal goes through or not depends on the speed of his reaction. Time is money, and every second is precious here.
• Master the techniques of persuasion. This quality is closely related to psychology. Arguments that are convincing for one client may not work for the second. That is why understanding each individual person will allow you to find the right approach to him.
• Possess full information about your product. Only knowing all the nuances of the offered product can you resist any objections and bring the deal to its logical conclusion. In order to be more professional and persuasive in your arguments, it is also important to navigate the proposals of competitors and thoroughly know the proposals on the market.

It is impossible to be born with this knowledge, so a sales manager must develop in this direction and improve his professional qualities by going through special training programs, as well as by doing self-study.

Personal qualities of a professional salesperson

In addition to professional qualities, a sales manager must have developed personal qualities, such as:

• Flexible thinking. The ability to catch a situation in time and instantly adapt to changes is one of the main qualities of a professional. After all, even the slightest delay can become fatal.
• Punctuality and organization. Needless to say, the sales manager not only completes the deal, but prepares the necessary documents in advance for its implementation. That is why it is necessary to develop the skills of effective time management and planning.
• Perseverance. Many people believe that persistence and obsession are synonymous. But this is absolutely not the case. The “sticky” manager who repeats the same thing and does not hear the client ultimately causes nothing but irritation. Persistence consists in continuing to look for other approaches to the potential customer and to use other motives in communication.
• Overconfidence. This is not a "crown on the head", it is the ability to control your emotions, confidently conduct a dialogue and even perceive failures as situations from which you can learn a lesson and not repeat similar mistakes again.
• Stress tolerance. Coming to sales, you need to be aware that this is work, first of all, with people. All people are different, and react differently to certain situations, behave differently in conflicts. That is why the sales manager must cope with his emotions and rationally approach the resolution of controversial issues. You always need to understand that one dissatisfied client can greatly damage the reputation of an entire company that has been built over the years.

Daily hard work and self-improvement will help you achieve the optimal combination of these qualities.

Key technologies of active sales or how to learn how to sell

Analyzing the above, a completely logical question arises: is it possible to acquire the skills of a successful salesperson, or are these qualities determined at the genetic level? Undoubtedly, some personal qualities are inherent in us from birth. It will be easier for a purposeful and active sanguine person to master this profession than a brooding melancholic. But remember that we, as a vessel, with what we fill ourselves - that we will be.

Today there are many trainings, seminars and courses for mastering the profession of a sales manager.

There are short-term, narrowly focused courses, and there is also long-term training. Of course, because the sales person's case should consist of:

• theory and methodology of sales;
• the practice of effective positioning of the proposed product;
• methods of successful personal negotiations and features of telephone communication;
• oratory;
• consumer psychology;
• technologies for influencing the client (working out objections or methods of persuasion);
• creating a pleasant experience.

Naturally, in addition to this knowledge, you need to thoroughly study the niche and the specifics of the area in which you plan to conduct sales.

So, to achieve success in sales, three conditions are necessary:

• specialized education for the assimilation of theoretical knowledge;
• practical application of knowledge and constant analysis of transactions for the presence of difficulties or errors;
• regular self-education and professional communication with successful sales managers.

As you can see, you will have to learn continuously.

Sales Algorithm

The process of selling any product or service is carried out step by step. To miss one point is to jeopardize the success of the trade. Let's take a closer look at the stages of the sale. Here are 6 steps to take to achieve the desired result:

• Establish contact with the client. Of course, this is an appropriate appearance, manner of communication, a friendly tone and a smile. You can ask about the mood of the client today, ask a question that implies a positive answer.
• Identify the needs of the customer. To do this, you need to ask an open-ended question that encourages the client to start talking and enter into a dialogue with you. At the same time, the skill that we mentioned earlier is important - to hear the client and his true needs. Only in this case you will be able to offer a product that is badly needed by a potential customer right now.
• .Present the product. Now is the time to describe your proposal in all its glory and show what client problems it will solve. After all, they buy not a product, but a solution to problems.
• Formulate your proposal. At this stage, it is important to clearly state to the client what you are offering and what he needs to do.
• Work through possible objections. As we already said, people tend to doubt and look for the best, so at any stage the client can stop and say: "I don't need this." A good salesperson, of course, will agree with the client, but at the same time he will show the situation from the other side, where you cannot do without purchasing this product.
• Lead the client to make a purchase and close a deal. This is the final step towards a sale.

SPIN sales

Perhaps you have already met a similar term in the literature, or perhaps you are only reading about it for the first time, in any case, this sales technique deserves special attention. The name appeared as a consequence of the abbreviation from the concepts in English. And spin-selling consists of four types of questions: situational, problematic, extracting and directing. This technique was developed by a psychologist from England named N. Reckham.

To make it clear how it works, let's analyze the technique right away with a practical example. Let's say you need to sell meals delivered to your office. Your algorithm for communicating with the client is as follows:

• We ask a situational question in order to understand. "Most likely, you are so busy with work that you have no time to have a bite, maximum a couple of sandwiches?" The main task of such a question is not to draw a conclusion on its own, but to push the client to his own conclusion and answer like: "Yes, I'm terribly hungry."
• We formulate a problematic question, for example, “Sitting without lunch or eating sandwiches is very harmful. Most likely, you have blown up your stomach in such a way, do you feel discomfort or painful sensations? " At the same time, you cling to the client "for a live", designate his real problem.
• We continue the dialogue by adding an extraction question. For example, "Do you know that over time the situation may worsen and require long-term treatment and restoration of your health?" Here you can either increase the potential consumer's anxiety or offer him an alternative behavior.
• We suggest a solution by formulating a guiding question. "With good nutrition, how will your health and performance change?" We lead a person to the idea that he needs to eat right at work.

That is, the principle of the technique is clear: we bring the client not only to the thought, but also to the decision that he needs your product or service.

Specialized literature to help a novice sales manager

As already noted, self-education is an integral factor in the life of a sales manager. Especially if you are just starting to think about getting a profession. We have selected several books recommended for reading:

• Spin-Selling by N. Reckham.
• “First Say No” by J. Kemp.
• "Sales Champions" by M. Dixon and B. Adamson.
• “No thanks, I'm just watching” by G. J. Friedman.
• “Flexible sales. How to sell in an era of change ”J. Konrath.

These five books will help you not only master the professional skills of a salesperson, but also look into the very essence and understand the specifics of this industry.

Summarizing the above, a good sales manager is a person with specialized education and a set of personal qualities that make it possible to make sales as efficiently as possible. And, of course, remember that everything comes with experience. Only practical application will help to bring the learned material to perfection.

Introduction

1. Characteristics of a sales manager

2.1 Why employees don't want to be active

2.2 How to get managers to sell

2.3 How to keep sales managers active

Conclusion

List of used literature

Introduction

Today up to 25% of vacancies in the labor market belong to sales specialists. They are the ones who meet clients, provide them with services. Sales managers bear the greatest responsibility for the company's image and success. Every minute, every second, thousands of tons of goods are sold in the world, deals are made for services and millions of papers are drawn up. All this requires a huge army of consultants, sales and advertising agents, sales managers. They do their hard work so that at the right time, in a convenient place, you could buy everything you need. This is not an easy job and it requires a lot of training and, if you like, talent.

We are accustomed to the abundance of goods on the shelves of shops, to the offer of many services, and we already perceive this as the norm of life. In such conditions, the work of a sales manager requires a special approach, knowledge of psychology and acquires particular importance.

So what are the requirements of employers to a sales manager?

We will try to find out the answer to this question in this work.

1.1 Professional qualities allocated by experts

During the presentation of a product, a professional sales manager must not only sell the product itself, but also demonstrate the professionalism and advantages of the company he represents. Of course, he must know how to find an approach to each client, because it is impossible to sell the same product to different clients, presenting it in the same way. Therefore, a professional sales manager must know and be able to use various sales techniques. Elena Ivanova, HR consultant in the field of IT / Telecom, Empire of Kadrov: “The ideal candidate for the position of a sales manager must necessarily have experience of successful sales and thoroughly know his profile market, main suppliers and all potential customers. Also, an ideal sales manager should be able to competently negotiate, find and establish contacts with new customers, as well as deal with after-sales customer management, i.e. maintain a business relationship with them. A sales manager in the field of information technology must, of course, know his product and be able to explain to the buyer its merits, advantages and necessity. "

It is considered ideal that a candidate for the position of a sales manager has his own client base, of course, in the area with which he may have to work, as well as the presence of commercial ties and other business contacts. The basic requirements for sales professionals are pretty standard for every line of business. Since higher education as a sales manager in our country until recently did not exist, employers mainly value a diploma from a technical university, ideally it should coincide with the profile of the company. Work experience of at least 2 years, although as Vladimir Sukhanov, HR consultant in the field of “Construction business” of “Express-Personnel” company, says: “Given the specific rigidity and dynamism of the construction market in Russia, an ideal candidate for the position of a sales manager should have at least 3 years of work experience, provided that these were successful sales. This is due to the fact that newcomers who come to construction companies as a sales manager spend the first six months only on mastering the market and products, then they slowly but surely begin to develop connections, find customers and make sales. That is why it is not enough for a professional sales manager to have work experience of 1-2 years. For the same reason, candidates for the position of a sales manager must have an assertive, firm character and be able to perfectly convince partners of the perfection of the offered products. "

Foreign language requirements for sales managers usually depend on the employer. Basically, knowledge of English is mandatory only in Western companies, while for Russian employers, knowledge of a foreign language is required depending on the field of activity of the company. As Andrey Skavronsky, a personnel consultant in the field of “Oil and Gas” of the “Empire of Kadrov” company, says: “The sales manager of equipment in the oil and gas market must necessarily know English, since most of the clients and suppliers on the Russian market in this area are foreign companies” ...

The personal qualities of an ideal candidate for the position of a sales manager practically do not differ in the areas of the company's activities, although each area of ​​the market has its own characteristics. Mikhail Kuzmin, HR consultant in the field of commercial real estate, Imperia Kadrov: “A professional sales manager should be active and very sociable. An ideal sales manager can be easily distinguished by a twinkle in the eyes, a genuine interest in products and excellent motivation to work. He must also have a competent oral speech, and presentable appearance, as he often has to communicate and negotiate with the top officials of the client companies. " According to Andrey Skavronsky: “A professional in the field of sales should be charged for success, have his own motivation to achieve positive results in his work, as well as be able to win over his partners, feel the mood of the interlocutor”. Also, the personal characteristics of the ideal sales manager include the gift of persuasion, charm, high communication skills and the ability to communicate with the client in any situation.

Sales managers are the most demanded position in any company, because the profit of the company depends on these people. No matter how great a product she makes, all her efforts will come to naught without customers. However, despite the fact that there are quite a lot of such specialists in the labor market, it can be quite difficult to find a real professional. The portrait of the ideal candidate for the position of a sales manager is a benchmark that all employers and recruiters of modern business should be equal to.

1.2 Characterization based on research

It is a well-known fact that a successful “salesperson”, in addition to certain skills, must have certain competencies that guarantee the success of the activity.

Event Design conducted a study aimed at defining these competencies and considering the requirements of leading, successful companies to the personal and business qualities of specialists applying for the position of sales manager.

A sales manager is a specialist capable of initiating, organizing and influencing the sales process in order to make a profit.

Purpose of the study: to compile a profile of the key competencies of the "ideal" candidate for the position of "sales manager", reflecting the professional and personal-business qualities necessary for the effective fulfillment of the tasks assigned to him.

The results of the study showed that companies identify the following requirements for the personal and business qualities of a specialist applying for the position of "sales manager":

After analyzing the data obtained, you can draw up an "ideal" profile of the key competencies of a specialist for the position of "sales manager":

2. Motivation of sales managers

Motivating sales managers, or how to make them work?

Posted On 30.01.2018

Introduction

1. Characteristics of a sales manager

1.1 Professional qualities allocated by experts

1.2 Characterization based on research

2. Motivation of sales managers

2.1 Why employees don't want to be active

2.2 How to get managers to sell

2.3 How to keep sales managers active

Conclusion

List of used literature

Today up to 25% of vacancies in the labor market belong to sales specialists. They are the ones who meet clients, provide them with services. Sales managers bear the greatest responsibility for the company's image and success. Every minute, every second, thousands of tons of goods are sold in the world, deals are made for services and millions of papers are drawn up. All this requires a huge army of consultants, sales and advertising agents, sales managers. They do their hard work so that at the right time, in a convenient place, you could buy everything you need. This is not an easy job and it requires a lot of training and, if you like, talent.

We are accustomed to the abundance of goods on the shelves of shops, to the offer of many services, and we already perceive this as the norm of life. In such conditions, the work of a sales manager requires a special approach, knowledge of psychology and acquires particular importance.

So what are the requirements of employers to a sales manager?

We will try to find out the answer to this question in this work.

1. Characteristics of a sales manager

1.1 Professional qualities allocated by experts

During the presentation of a product, a professional sales manager must not only sell the product itself, but also demonstrate the professionalism and advantages of the company he represents. Of course, he must know how to find an approach to each client, because it is impossible to sell the same product to different clients, presenting it in the same way. Therefore, a professional sales manager must know and be able to use various sales techniques. Elena Ivanova, HR consultant in the field of IT / Telecom, Empire of Kadrov: “The ideal candidate for the position of a sales manager must necessarily have experience of successful sales and thoroughly know his profile market, main suppliers and all potential customers. Also, an ideal sales manager should be able to competently negotiate, find and establish contacts with new customers, as well as deal with after-sales customer management, i.e. maintain a business relationship with them. A sales manager in the field of information technology must, of course, know his product and be able to explain to the buyer its merits, advantages and necessity. "

It is considered ideal that a candidate for the position of a sales manager has his own client base, of course, in the area with which he may have to work, as well as the presence of commercial ties and other business contacts. The basic requirements for sales professionals are pretty standard for every line of business. Since higher education as a sales manager in our country until recently did not exist, employers mainly value a diploma from a technical university, ideally it should coincide with the profile of the company. Work experience of at least 2 years, although as Vladimir Sukhanov, HR consultant in the field of “Construction business” of “Express-Personnel” company, says: “Given the specific rigidity and dynamism of the construction market in Russia, an ideal candidate for the position of a sales manager should have at least 3 years of work experience, provided that these were successful sales. This is due to the fact that newcomers who come to construction companies as a sales manager spend the first six months only on mastering the market and products, then they slowly but surely begin to develop connections, find customers and make sales. That is why it is not enough for a professional sales manager to have work experience of 1-2 years. For the same reason, candidates for the position of a sales manager must have an assertive, firm character and be able to perfectly convince partners of the perfection of the offered products. "

Foreign language requirements for sales managers usually depend on the employer.

Professional qualities of a sales manager (page 1 of 3)

Basically, knowledge of English is mandatory only in Western companies, while for Russian employers, knowledge of a foreign language is required depending on the field of activity of the company. As Andrey Skavronsky, a personnel consultant in the field of “Oil and Gas” of the “Empire of Kadrov” company, says: “The sales manager of equipment in the oil and gas market must necessarily know English, since most of the clients and suppliers on the Russian market in this area are foreign companies” ...

The personal qualities of an ideal candidate for the position of a sales manager practically do not differ in the areas of the company's activities, although each area of ​​the market has its own characteristics. Mikhail Kuzmin, HR consultant in the field of commercial real estate, Imperia Kadrov: “A professional sales manager should be active and very sociable. An ideal sales manager can be easily distinguished by a twinkle in the eyes, a genuine interest in products and excellent motivation to work. He must also have a competent oral speech, and presentable appearance, as he often has to communicate and negotiate with the top officials of the client companies. " According to Andrey Skavronsky: “A professional in the field of sales should be charged for success, have his own motivation to achieve positive results in his work, as well as be able to win over his partners, feel the mood of the interlocutor”. Also, the personal characteristics of the ideal sales manager include the gift of persuasion, charm, high communication skills and the ability to communicate with the client in any situation.

Sales managers are the most demanded position in any company, because the profit of the company depends on these people. No matter how great a product she makes, all her efforts will come to naught without customers. However, despite the fact that there are quite a lot of such specialists in the labor market, it can be quite difficult to find a real professional. The portrait of the ideal candidate for the position of a sales manager is a benchmark that all employers and recruiters of modern business should be equal to.

1.2 Characterization based on research

It is a well-known fact that a successful “salesperson”, in addition to certain skills, must have certain competencies that guarantee the success of the activity.

Event Design conducted a study aimed at defining these competencies and considering the requirements of leading, successful companies for the personal and business qualities of specialists applying for the position of sales manager.

A sales manager is a specialist capable of initiating, organizing and influencing the sales process in order to make a profit.

Purpose of the study: to compile a profile of the key competencies of the "ideal" candidate for the position of "sales manager", reflecting the professional and personal-business qualities necessary for the effective fulfillment of the tasks assigned to him.

The results of the study showed that companies identify the following requirements for the personal and business qualities of a specialist applying for the position of "sales manager":

After analyzing the data obtained, you can draw up an "ideal" profile of the key competencies of a specialist for the position of "sales manager":

2. Motivation of sales managers

Motivating sales managers, or how to make them work?

What should be a specialist

Module 3. Compositional and semantic organization of a scientific text.

Topic 3. Designing as a creative process.

Purpose: to give an idea of ​​the synopsis, quotations, to teach how to draw up abstracts by specialty; familiarize with the rules for the design of quotations.

Drawing up different types of notes. General requirements for the cited material. Basic rules for the design of quotes.

Questions.

1. The concept of notes. Their types.

2. Basic rules for the design of quotations. General requirements for the cited material.

The most perfect form of recording in the process of independent work with a book is abstract.

The abstract requires active thinking, creative attitude to the issues studied. The abstract includes other forms of recording: plan, abstracts.

By volume of sources highlighted notes short, detailed and mixed.

For the short ones, only general provisions are selected; the detailed includes their evidence, explanations, illustrations; mixed assumes a combination of both methods.

According to the form of transmitted information highlighted notes textual and free.

When working on a textual synopsis, it is necessary to find a textual answer to the question posed in the studied text. Free people presume to write the text in their own words, dwelling only on the main thing.

By the number of processed sources notes are monographic(compiled from one source), free(overview) and thematic ( according to several sources on the same topic).

Taking notes involves the following steps:

1.Repeated reading of the text, drawing up questions and answers to them;

2. semantic analysis of the text, the result of which is the understanding of the text;

3. drawing up a plan-program for the future synopsis;

4. selection of the necessary information;

5. reformulation of the selected information into a more capacious form;

6. Recording of reformulated information.

Quotes- verbatim extracts - exact excerpts from the text. The ability to make extracts is the basis of work on any book: educational, scientific, fiction.

The quoted text should be quoted in quotation marks, exactly according to the quoted text, in the grammatical form in which it is given in the source.

Citation should be complete, without distorting the author's thoughts. When quoting, it is not allowed to combine excerpts taken from different places in one quotation. Each such passage should be framed as a separate quote. When citing, each quotation must be accompanied by an indication (link) to the source (the bibliographic reference indicates: author-surname and initials, title of the cited work, place of publication, publisher, year of publication and page (abbreviated with.)).

Basic rules for the design of quotes.

A quotation as an independent sentence must begin with an uppercase letter, even if the first word in the source begins with a lowercase letter.

A quote included in the text after a subordinate union is enclosed in quotation marks and written with a lowercase letter, even if it begins with an uppercase letter in the source.

A quote placed after a colon begins with a lowercase letter, if in the source the first word of the quote began with a lowercase letter (in this case, an ellipsis must be placed before the quoted text), and with an uppercase letter, if in the source the first word of the quote began with an uppercase (in this in the case of an ellipsis before the quoted text).

In quotations, the same punctuation marks are preserved as in the quoted text.

Exercise 1. Read the text.

Outline the text (group 1 - short synopsis, 2 - free, 3 - textual, 4 - thematic). Express your attitude to the requirements for specialists at the present time.

What should be a specialist

The Scientific and Technological Revolution (STR) makes very high demands on the level of personnel training. These requirements can be summarized in several basic provisions.

First position. The specialist must be at the level of modern scientific knowledge. And what should he be able to do in order to be at the level of modern scientific knowledge? For this, the specialist must independently and systematically replenish his knowledge.

Second position. The specialist must have fundamental general theoretical training. What does a specialist need fundamental general theoretical training for? Fundamental general theoretical training will allow him to work more effectively in his field. And if necessary, such training will help a specialist to quickly retrain, that is, acquire another qualification.

The third provision relates to the level of training. The specialist must be a creative worker. What does it mean to be a creative worker? A creative worker skillfully manages highly developed production, is an active participant in the scientific and technological revolution. A creative worker does everything consciously, with conviction. He clearly sees the goals and prospects for the development of the industry. The creative worker also sees higher goals and prospects for the development of the economy of our country as a whole.

Why do we say that the requirements that are currently imposed on the level of training of specialists are high? These requirements are high, because specialists must actively participate in accelerating the socio-economic development of the country, in improving all aspects of society. Modern reality is characterized by a huge increase in the volume and complexity of scientific and technical information. Nowadays, the knowledge and professional skills of scientific and technical specialists are rapidly becoming obsolete. It is estimated that about 20% of the professional knowledge of an engineer is updated annually. It is also calculated that over 10 years the level of an engineer's qualifications becomes obsolete by 50% - It is interesting that professional knowledge and skills in a narrow specialty become obsolete the fastest. Fundamental knowledge becomes obsolete more slowly. But creativity is the least likely to age. Therefore, a specialist must constantly develop these abilities in himself. A specialist who will not independently replenish and update his knowledge will quickly lag behind the demands of life. (According to A.P. Maksimenko.)

Task 2. Read the text and make a question, title, abstract plans for it.

What qualities should a successful sales manager have?

Make a complex outline and write a short outline of the text based on it.

In terms of language learning, people fall into four types. First type Are those who love languages. For them, language learning is not work, but joy. L youdi second type understand that without knowledge of a foreign language they will not achieve their goal, therefore they regularly study it. Third type- these are those who can practice the language, if there is a result. And finally fourth group- an endless sea of ​​people who are indifferent to languages ​​and do not want to achieve anything.

So: people of the first type will achieve success in learning languages ​​under any circumstances. People of the fourth type will not achieve anything under any circumstances. Therefore, business advice is addressed to people of the second and third types.

First, there is no single, universal, “best” method for learning other languages. The method is always individual, specific, and its merits depend on specific conditions - who learns what language, what is the goal.

There is only one way to learn a language - by work. This method is compared to playing a musical instrument, when it is not enough to understand musical notation, but you need to persistently and for many years to practice.

One more thing. It is often said: "I really want to learn such and such a language, but there is not enough time." It's about a lack of time, but a lack of discipline and willpower. For successful language learning, it is enough to spend half an hour a day, which is available to everyone, in order to have the willpower to withstand this regime .

Task 3. Write down the sentences in this order:

a) direct speech;
b) indirect speech;
c) a sentence with introductory words;
d) individual words or phrases.

Which citation method is not presented in the exercise? How is punctuation when quoting different from punctuation for different ways of transmitting someone else's speech? What do they have in common?

1) Lomonosov called Magnitsky's arithmetic and Smotritsky's grammar "the gates of his learning." 2) “Wisdom is the daughter of experience,” the great Italian artist, scientist and engineer of the Renaissance Leonardo da Vinci liked to say. 3) N. A. Dobrolyubov wrote that "folk wisdom is usually expressed aphoristically." 4) According to DI Pisarev, “we would be very smart and very happy people if many of the truths that have already turned into proverbs or adorned the alphabet and copybooks ceased to be dead and hackneyed phrases for us”. 5) The Ukrainian poet T. G. Shevchenko advised: "Do not shy away from your own, but learn from someone else, if it deserves it."

Questions for self-control:

1) What is a synopsis?

2) What are the essence and purpose of the synopsis?

3) How does the outline differ from the plan?

4) What types of notes can you name?

5) What stages of work does note-taking include?

6) What is the sequence of actions when taking notes?

7) What is the role of the synopsis in the process of perception and processing of scientific information?

8) What determines the structure of the outline?

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Much attention is paid to the issues of determining the complex of knowledge, skills, personal and business qualities that managers must possess.

Many scientists, representatives of various schools involved in the development of methods and forms of production management, tried to formulate the basic requirements that the ideal manager should satisfy.

However, some experts doubt that it is practically possible to formulate such specific requirements. For example, the Polish prof. E. Starostsyak believes that the requirements for the quality of managers cannot be the same under all conditions, but depend on the level of the environment in which the manager has to work. Justifying his opinion, E. Starostsyak notes that in an environment with weak moral foundations or culturally primitive success can be achieved by a manager who uses methods that could otherwise be called “rude”. In a highly cultured environment, the same organizer, applying the same methods, may meet with disapproval and his efforts will not be supported.

However, most experts still believe that general requirements for managers should not be directly dependent on working conditions at enterprises. After all, the working conditions in the process of enterprise development can and should change, and therefore, obviously, the manager needs to have the ability to change the methods and style of leadership, depending on the conditions that are created. This is, in particular, the ability of a manager to successfully manage production under any conditions. Consequently, according to many scientists, the general requirements for knowledge, skills, business and personal qualities of managers can be formulated, but the specific requirements, of course, will differ for managers of different levels.

Distinguishing the concepts - knowledge, skill, business and personal qualities, you can roughly define the difference between them. Knowledge serves to know what to do; skills and abilities make it possible to know how to do it; business and personal qualities provide knowledge of the situation, its correct assessment, confidence in decision-making and energetic action to implement the decisions made.

So, let's try to formulate general requirements for a modern manager. To professionally manage production, a manager must have the relevant knowledge for the position in the field of technology, economics, production organization and management.

Knowledge should be not only theoretical, but also practical, obtained in the process of working in production. The total volume of the complex of theoretical and practical knowledge and the correspondence of knowledge in various fields of science and technology, economics, organization of production and management, required for the implementation of qualified leadership, depends on the management functions that the manager performs.

The larger the unit that the manager manages, the more general body of knowledge he should have. The amount of knowledge a manager needs in various fields of science depends * on which area of ​​production he manages. So, for the heads of technical services, the most important thing is their deep technical knowledge, for the heads of shops - knowledge of the organization of production and management. However, both of these leaders need to have sufficient economic knowledge.

Practice shows that not all, even highly qualified specialists with the appropriate knowledge, can successfully manage production. The manager needs to have organizational skills. After all, production management consists primarily in the management of people, the collective of an enterprise or its subdivisions.

The statements on this issue by A. Fayol are interesting. The importance of various abilities (and, accordingly, knowledge) of managers for performing different types of work in production, he depicted graphically.

Schedule of the ability of managers to perform different types of work in production

A. Fayol believes that the higher the rank of a manager, the more important administrative skills are for him. At the same time, the role of technical abilities decreases.

Most management specialists agree with this point of view today.

Any most talented and efficient manager will not be able to achieve success if he does not know how to properly organize and plan his work, combine operational management of production with work on promising issues. A manager needs to have the ability to foresee the future, not to rest on what has been achieved, to seek new opportunities and reserves, to constantly set new intense, but real tasks for the development and improvement of production before the team.

Operational management of production consists in the manager's ability to quickly find and accept specific solutions to various problems that constantly arise in the production process. A delay in resolving current issues inevitably leads to a disruption in the normal rhythm and course of production.

Of great importance is the ability of a manager to select his closest assistants, to clearly distribute the functions, duties and responsibilities of each of them, to provide them with the opportunity to independently resolve issues arising in the course of production, while retaining operational control over the work of their links.

Important for managers is their knowledge and understanding of people, the ability to correctly assess the abilities and individual characteristics of employees, listen to the opinions, advice and recommendations of team members, support their initiative and use it in practical work.

Organizational skills help managers create and maintain a firm, conscientious discipline in the team, without which production cannot function normally. Such discipline is created not by punishment, not by frequent replacement of subordinates, not by rudeness, but by fair exactingness, the ability to encourage people to work, education, a good attitude towards people, and the personal example of a leader.

Professional qualities of a sales manager

It is based on mutual respect between subordinates and the leader.

In turn, the organizational abilities of a manager are determined by the whole complex of his business and personal qualities, his character, the ability to perform managerial work and “external data”.

Since it is very difficult to establish all the character traits that are important for a manager, let's try to name the main ones. These, probably, include independence of thought, initiative, purposefulness. These character traits are to a certain extent determined by the manager's age, which is proved by the results of numerous psychological studies abroad.

For example, overseas research on psychological susceptibility suggests that decisions are made the fastest by young people. However, the tendency to make decisions based on first impressions gradually disappears with age. The age of 45-60 years is the age that is characterized by the most balanced and independent judgments, the most comprehensive preliminary assessment of the decision. For an older age (but only as a rule from which there can be individual exceptions), a decrease in the quality of decisions is characteristic. At the same time, people who have reached this age gain a lot of experience. Therefore, these managers are most useful in advisory-type positions or in positions that do not require particularly quick decision-making. The thesis is statistically confirmed that for most activities that require a certain systematicity or endurance, people between the ages of 50 and 60 are most suitable. Many foreign firms use such data when developing requirements for a particular position and the nature of work.

Success in the field of managerial work is largely determined by analytical skills, flexibility in relations with people, as well as a responsible attitude to work, entrepreneurship. The abilities of each manager are best manifested in practical work. Only here can one test how he can use the available opportunities, overcome difficulties and achieve success.

The "external data" of a manager means such traits as tact, poise, self-control, etc. The individual qualities of a manager, such as honesty, decency, humanity, fairness, etc., are no less important. These personal qualities of a manager will help him to gain credibility both among his subordinates and among the entire team of the enterprise, and the presence of authority is the first and most important condition for the successful management of the enterprise.

Taking into account the formulated requirements, when considering a candidate for the position of a manager of any rank, one should try to answer the following questions:

1. Does the applicant have sufficient theoretical training for the position for which he is being nominated: technical, economic knowledge and general development?
2. Does he have sufficient practical experience in this industry, in what positions and how long did he work, how successfully did he cope with the work?
3. Are you industrious, how conscientious about work, do you have a sense of duty and responsibility?
4. Is he able to understand people and will he be able to select suitable employees for work and for each other?
5. What abilities does it have to influence people, create a friendly and cohesive team?
6. Does he know how to work with people?
7. Does he have enough energy, strong will, determination, steadfastness and calmness?
8. Does he show interest in everything new, can he seek reserves in production and show initiative in using them?
9. Does he / she have the ability to properly distribute functions and responsibilities between himself and his subordinates?
10. Is he disciplined himself and is he able to maintain discipline among his subordinates?
11. Does he possess sufficient moral qualities: honesty, truthfulness, simplicity, modesty, courage?
12. Does he show inclinations towards careerism?
13. Is he fair, is he able to take care of people, or is he thinking more of himself?
14. What impression is left of the people communicating with him about him, does he arouse sympathy and trust towards himself with his tactful behavior, benevolent attitude, restraint, or does he irritate him with excessive talkativeness, harshness, rudeness, etc.?
15. Does he know how to organize his work, devote time to promising issues, or is he able to deal only with current work?
16. How hard does he work to improve his qualifications?
17. Does he have sufficient health and physical endurance, working capacity?

Of course, it is difficult to imagine that it is possible to find people who would satisfactorily answer all the questions presented.

After all, each person, possessing certain positive qualities, at the same time has some disadvantages. This has to be taken into account when selecting managers. However, if it is clear in advance that a given comrade does not possess sufficient qualities to successfully cope with the duties assigned to him, then, of course, it is better to refrain from his appointment and try to find another, more suitable for this position.

The potential of each person should also be taken into account. For example, if an employee who is nominated for a new job is hardworking, conscientiously and responsibly relates to the work performed, systematically and successfully improves his qualifications, but has somewhat insufficient theoretical training or practical work experience, then in the absence of more suitable candidates, he can be appointed to a new one. work. In this case, there is still confidence that after a while he will be able to be a full-fledged manager, but at first he will have to help more.

Finally, let's look at the requirements for marketing managers in exemplary American firms.

A. Knowledge by problems

• Pricing policy - practice, theory, technique.
• Formation of demand and sales incentives.
• Market research.
• Forecasting - technique, methods, concept.
• Budget - development technique, methods of use, concepts of formation.
• Marketing planning process.
• Distribution channels - types, characteristics, policy of use.
• Company products.
• Production technology, its role in competition.
• Market and buyers.
• Legal aspects - labor legislation.
• Computer use and informatics theory.
• Information about the firm - history, structure, policy, personnel, principles of activity, methods of management. Accounting analysis.
• Macro and microeconomics.
• Finance: money, banking institutions, instruments and methods of financing, investments, capital formation, reports, market activity.
• International trade.
• Social responsibility for the market activity of the company.
• Material and technical supply - sources, transportation, provision.
• The characteristics of the consumers of the firm's goods are demographic, motivational, consumer.

B. Skill

• Organize and plan.
• Make decisions.
• Lead (be a leader).
• Communicate with people verbally and in writing.
• Encourage people to take action.
• Solve conflict situations in a team.
• Be objective with people.
• Select, select and train subordinates.
• Obey and maintain subordination.
• Negotiate.

V. Business and personal skills Analytical skills.

• The breadth of interests.
• Flexibility in dealing with people.
• Resistant to stress.
• Tolerance for other people's opinions.
• The objectivity of self-esteem.
• Energy.
• Self-discipline.
• Efficiency.

In contact with

classmates

Seven qualities of a successful manager:

1. Sociability

2. Ability to learn (the desire to constantly learn something new, while applying the acquired skills and experience directly in work)

3. Understanding the business

Successful product managers understand business fundamentals well.

They understand how to identify market opportunities, the importance of competitive differentiation, building successful product development strategies, pricing and promotion, partnerships, cost-benefit analysis, and so on.

4.resistance to stress, sociability, hard work

5. organizational and business.

6. competence, i.e. system of special knowledge and practical skills

7.Determination

7 qualities of a successful manager

1. Mastery of communication;

2. Ability to work with people;

3. Ability to manage people;

4. Be honest and decent;

5. Able to quickly make the right decisions;

6. Able to create a team;

7. Be able to analyze, have a vision of the situation.

To characterize the work of managers, it is advisable to consider what professional qualities they must have in order to successfully perform their job duties.

There are three types of professional qualities of a manager:

1) technical proficiency (availability and ability to apply specific knowledge and work skills);

2) communication skills (the ability to work with other people, understand and motivate them, resolve conflicts);

3) conceptual skill (the ability to analyze difficult situations, identify problems, as well as alternative approaches to their solution and choose the most optimal among them).

An analysis of the functions performed by managers showed that it is important for a manager to be able to work directly with people, to determine the reasons for their actions, to predict their future behavior and its socio-economic consequences.

In this regard, the work of managers can be reduced to the following types of management activities.

Traditional management (decision making, planning, control).

2. Interaction (exchange of information, workflow, group decision-making).

3. Human resource management (motivation, recruiting, training, discipline, conflict management, etc.).

4. Establishment of external relations (various forms of communication with partners, suppliers, customers; negotiations, efforts to create and maintain the image of the organization in the eyes of the public).

In addition, the charismatic component of the leader is distinguished (it does not have a clear definition). This component includes a large set of qualities. It is very important that the leader, being confident in his righteousness, recognizes the merits of the employees. He highlights their work, sometimes even downplaying his role in achieving success, helping colleagues to become more successful than himself. Using these tools, the leader achieves the main goal - creates a real team of like-minded people. It is also important to understand that in order for a company to develop dynamically, it is not enough for a leader to have just a lot of experience and extensive knowledge. Sources of development are imperatively needed, which, paradoxical as it may sound for business, are literature, music, fine arts.

This “living water” can extend the life of a business.

A leader, of course, must have a bright charisma, only then is it possible to create a team that can achieve the main goal of any company - to become the first in its market.

Another important quality is the ability to take risks. This is not about making risky decisions based on analysis and intuition and being ready to take responsibility for them.

If, in a crisis moment, in order to maintain viability and competitiveness, a company needs to be cut, even if it is alive, it must be done, no matter how painful this procedure may be. In quieter times, this quality may not be in demand at all.

In this century, managers must be educated. Special education is needed now. Special knowledge is required now. Honesty and decency are important.

For a modern person, and for a leader in particular, the most important quality is the ability to change, grow together with business, industry and society. After all, the world does not stand still, it is constantly changing, like the stock market, in minutes. And it's important to make the right decision quickly, without being bound by old beliefs or standards.

A true business leader needs the ability to react quickly to a situation, the ability to make quick decisions, and take risks. Today it is no longer enough for a leader to be a charismatic person. He must be a qualified person. There is no easy or quick money anymore. Now there is a distinction between the concepts of "owner" and "manager". And often, business leaders do not have enough of their own skills to competently manage the company and capital.

A manager needs decisiveness first and foremost. It also requires faith in the people on the team. The specialist needs a variety of individual qualities. For example, at the current stage of development of capitalism in the country, there is also a need for authorization.

personal point of view. It is imperative to know how subordinates are doing in their personal lives.

Some Russian leaders think that you just need to pay people a lot of money, and nothing else. According to others, you need to lead with soul. And people, seeing that they take care of themselves, begin to work better. The longer you lead people, the more you feel responsibility. And the more shareholders and subordinates trust you, the more you want to justify this trust.

Other authors believe that a modern leader should be strong-willed, tough, but at the same time not authoritarian. In a modern economy, his education, professional skills and success play an important role.

Qualities of a successful sales manager

The reputation of the leader is very important. Only a person with an impeccable reputation will be followed by people - clients, partners. A characteristic feature at the present stage is also a high degree of his personification - personal and professional qualities.

The criteria have certainly changed. Tough business conditions dictate new approaches. The share of the manager's responsibility for the success of business development has increased, the importance of a strategic approach to the formation and development of business has increased. The degree of social responsibility of the head for the company's employees has grown immeasurably - in many respects this responsibility has passed to him from the state.

On a personal level, a person should be sociable, have good communication, be a kind soul, responsive, strive to help people, companies and bring love to his neighbor in his soul.

Human resources specialist needs, first of all, the ability to convince management and staff. He must be very contact, be able to win over him from the first second of the conversation - this is the most important thing. In addition, a manager must have the skills of a consultant-teacher, because he often needs to convince by his example, to lead managers to solve the problems facing the organization.

A manager needs to be able to part with employees without a "heavy stone at heart", because it is these people on the labor market that will judge the corporate culture of the company. The manager must be able to effectively use the potential of the personnel, identify the strengths and weaknesses of employees, and correctly draw up plans for the development of personnel.

The manager must be able to establish contacts with new clients, to achieve their trust, develop mutual understanding and, on this basis, build long-term mutually beneficial relationships, providing quality service and helping the client find solutions for the development of his business.

It is generally accepted that a personal manager who sells banking products to new customers is a very talkative employee with a firm character, a handshake and a “smile at the ready”. His main concern is to persuade the client to purchase the service. In fact, this opinion is far from reality. In this regard, we will name the main qualities that a personal manager should have.

Distinctive properties: specific personality traits.

The main property is empathy, that is, the ability of the manager to assess the situation from the point of view of the client, to put himself in his place. The second most important trait is ambition. This is the quality of a manager whose self-esteem is inextricably linked to the successful completion of an assigned task or the performance of a specific activity. The determining factor is fortitude or resilience, that is, the ability of a manager to quickly recover from a failure.

Such characteristic qualities as self-discipline, intelligence, creativity, flexibility, independence, perseverance, representativeness, reliability are of great importance for a professional manager.

Noting the presence of the aforementioned distinctive properties, it should be recognized that for the effective work of a manager, only personal qualities are not enough - it is also necessary to have abilities that will facilitate the implementation of the necessary qualities and help achieve success.

Abilities: ability to communicate, analytical and organizational skills, ability to manage

the ability of a manager is of particular importance, since the main emphasis in working with a potential client is placed on the consulting nature of the process of selling services. To successfully perform these functions, you have to possess a large amount of information: firstly, about clients, their financial condition, problems and needs, and secondly, about banking products, their profitability and benefits for a particular client, etc.

The presence of organizational skills and the ability to manage their own time are also included in the list of requirements for personal managers. Moreover, they are interrelated. Knowing that 80% of sales come from 20% of key customers, a manager should spend most of his time and, accordingly, resources on these customers. Therefore, to plan a working day, he needs, on the one hand, organizational skills, on the other hand, the ability to rationally manage time in order to fulfill the tasks facing him.

Erudition - the possession of specific information, knowledge. Personal managers must have knowledge of banking services, potential customers, their bank, competing banks.

One of the important qualities of a successful manager is the ability to use the best qualities of his subordinates and reduce the influence of negative qualities on the business (for each employee to find a job that would allow him to reveal his best qualities and would not allow negative qualities to influence the business), that is, to give work according to his ability , to your liking. The second is the ability to arrange subordinates so that their interaction gives a greater return than the work of each individually, that is, to create a team. And the third is the ability to maintain interest in work, in achieving goals.

A successful manager needs to constantly strive for self-education, constantly improve himself, keep abreast of modern events.

It is necessary to have knowledge of current business trends, strategies and leaders' experience, and not only in their own industry - it is important to understand strategic, global trends. Study them, constantly replenish their knowledge, improve. In addition, you need to be able to analyze all this, have a vision of the situation.

Thus, in the course of the study, all hypotheses were confirmed. But, besides this, other qualities that a manager needs in order to be successful have been identified.

Thus, in order for a manager's activity to be successful, he must have the following professional qualities:

Technical proficiency (availability and ability to apply specific knowledge and work skills; knowledge of current business trends, strategies and leaders' experience),

Communication skills (sociability, responsiveness, the ability to work with other people, understand and motivate them, resolve conflicts; have the skills of a consultant-teacher; able to establish contacts with new clients, use the potential of staff, identify the strengths and weaknesses of employees, correctly draw up staff development plans ),

Conceptual skill (the ability to analyze difficult situations, identify problems, as well as alternative approaches to their solution and choose the most optimal among them);

Ability to work with people, determine the reasons for their actions, predict their future behavior and its socio-economic consequences;

To be experienced, erudite, educated, to be capable of self-development (literature, music, fine arts), to grow together with business, industry, society;

Have charisma

Capable of taking risks; be decisive, strong-willed, tough;

Honest and decent;

Able to respond quickly to a situation, make decisions quickly, take risks;

Empathy, ambition, fortitude or resilience, self-discipline, creativity, flexibility, independence, perseverance, personability, reliability;

Ability to use the best qualities of their subordinates;

The person who protects the interests of the company on a daily basis, conducting commercial negotiations with potential clients, is the main breadwinner of the “family”. Ultimately, the fate of the organization and all its employees depends on sales.

The well-known Russian manager Maxim Batyrev tells about how to achieve high results in this difficult job, and even get pleasure from it, in the bestseller "45 tattoos are on sale". We share ideas from the book.
Other books by Maxim:

Each of us is a seller of joy

Every salesperson's job is to energize people, give them joy and inspiration. Bring your customers a good mood, radiate light - this is an integral part of your profession, and it needs to be trained separately.

A sincere smile works wonders!

Most products and services do improve the lives of customers, which means you need to be happy about what you are doing. If the client does not become happier from your products, then you need to think ten times: are you selling, and what are you doing?

A seller who is not very well versed in his product, but enjoys this world and sparks in life, in the end still works more successfully than a dull and grumpy expert.

They are greeted by clothes

The seller should at least have a representative look. It doesn't matter if he sells apartments, 3D printers, cosmetics, computer software, or lumberjack axes.

Regardless of the field of activity or region in which you work, it is always more pleasant for customers to interact with people in fresh ironed shirts, with trimmed nails and clean shoes.

The level of trust is higher in those who look good.

If you put on a suit, it will be psychologically easier for people to put their hard-earned money into your hands. If only simply because such an appearance gives you status and solidity.

We sell the client's future lifestyle

Selling is the exchange of a client's money for a better future with your goods and services. That is, thanks to the product that you offer, a person will feel more beautiful, smarter, more status, more competent, stronger, richer; his life will become a little more interesting; relationships are more harmonious; work is easier and more convenient ...

Tell the client about it! How much more comfortable he will be in a tailored suit. How his health will improve if he buys a subscription to the fitness center. What kind of eyes will beloved women look at him when he runs a marathon at a running school (or at her beloved men, when she visits all SPA procedures).

How much more comfortable it will be for him in a new car.

An important addition: do not lie and do not promise what is known to be unrealizable. You must be responsible for your words. This is the only way to get a "client for life", and at the same time provide yourself with enthusiastic reviews and recommendations.

The sale starts after the first "no"

The seller must deal with doubts and objections that arise in the head of the client. No one will ever immediately after the presentation of your excellent products and services take out a wad of money from the safe and happily shove it into your pocket.

People should have doubts, and they express them in the form of objections: “Expensive,” “No money,” “The director does not want to buy anything,” “Come after the crisis,” and so on. But this is not a reason to give up right away.

Take objections as clues. "I already use the services of your competitors" means "I do not see a fundamental difference between your products and those of your competitors." “My husband refuses to pay such a lot of money for cosmetic procedures” translates as “I don’t know what arguments can be used in a conversation with my husband so that he would allocate money from the family budget for your wonderful SPA-salon”. Etc.

Consider that any objection is a request: "Dear seller, please explain to me ..."

Fight and go to the end. Continue the dialogue, try to defend the reliability and benefits of your proposal. Sometimes you want to believe the client and after the first objection let him go home! But you can't.

Best Improvisation - Prepared Improvisation

The quality of a salesperson is determined by his ability to juggle many learned speech modules called scripts. Of course, a person who monotonously mumbles a memorized text about his products or services does not inspire confidence, without changing his facial expression and without showing any emotions. But prepared phrases are perceived in a completely different way when the seller paints them with expressiveness and really believes in the client's benefits.

Many people criticize scripts, believing that they limit the flight of creative thought. But only the actor who masterfully owns the studied role can improvise well on stage. It's the same with sales.

The seller's teeth should bounce off the answers to the most likely questions and objections. Then, at the right time, he will be able to clearly state the arguments, and not mumble: "Uh ... well, this is ... how is it ..."

Preparation is a salesperson's best friend

Always prepare to negotiate. What kind of client? What does he do? What is known about him? What is the background of the issue? Internet and social networks to help you.

The fight is won before it starts.

Why is this stage so necessary? Firstly, if you take the trouble to find out something about the client, then your professionalism will cause at least respect for him. Second, by preparing for a meeting, sellers essentially create a scenario for themselves in which negotiations can develop, and increase their chances of influencing what happens.

Give it a try. It always works!

Not all clients will decide to give you money right after your visit, no matter how brilliant your presentation may be and no matter how confidently you show the product.

If the client thinks for a long time, give him the opportunity to work with you for free and evaluate the benefits of the product on his own. In this case, you will have a good reason to come or call once a week and get feedback.

Testing the product is the best way to win the customer's heart.

After a couple of months of working with you, the client will finally form an attitude towards the product. Of course, the likelihood of rejection is still high, but then you will at least be sure that the person makes the choice consciously. He tried it, was convinced that he didn’t like it, - he rejected the offer. Or, on the contrary, he decided for himself that he was irrevocably in love with you and your services.

Even if you failed to sell the product, just tell the client this phrase: “You can always count on me if you have any questions. And I would be grateful if you would recommend me as a specialist to your friends or acquaintances. " And then give me a couple of additional business cards.

Neither a great product, nor a unique line of services, nor your great company will play the same role as you. You are the person whom the client already knows a little, you are the person who may be liked by his friends, and, most importantly, you are the one who is able to help them. This is the key.

We need a client's solution. Anyone!

There are people who cannot make a decision due to various circumstances. Someone is afraid to take responsibility, someone is endlessly trying to weigh the pros and cons, and so on. In sales, these are the hardest clients. They don’t say yes, but they don’t give a categorical refusal either.

You may have several dozen potential buyers at work who are “thinking” or waiting for something. And there are no sales. In this case, you just need to get a solution from each of them.

If a person refuses to cooperate, that's good too! Because a negative result is much better than no result. You can pause working with that client, switch to someone else, and make better use of your time.

Each manager is, first of all, a person. In the book, Maxim Batyrev gives the rules for interacting with the world, family, and oneself - and all the successes and difficulties add up to a picture of how to remain yourself in any situation and walk higher and higher up the ladder of self-development and career.

The sales manager is the face of the company. His responsibilities include the sale of goods and services, as well as demonstration of advantages, the formation of a positive attitude towards the company.

Personal qualities of a manager

Communication skills are important. He must be able to find a common language with the interlocutor. In a broad sense, this characteristic includes a number of main points:

• the ability to conduct negotiations correctly;
• perfected mastery of basic techniques and sales techniques;
• the ability to quickly win over the client, build a dialogue in the right direction;
• the ability to maintain constant contact with key counterparties throughout the entire period of work with them;
• knowledge of the company's product, the ability to present it in a favorable light, to show advantages over competitors.

It is important for a salesperson to have an inner core. It is the ability to insist on your own, without going beyond the bounds of ethics and politeness, to find the right words and facts to convince the buyer that he is being offered the best product.

A neat appearance and competent speech are important.

Professional qualities of a manager

Firms spend a lot of time and money to find sales people.The most important characteristics of a successful employee of the latter include:

• knowledge of sales theory;
• work experience in similar fields;
• character traits that make it possible to successfully sell goods and services.

To strengthen knowledge it is necessary to read literature, attend trainings.

How to start a sales manager career

Take on any job initially. A successful career requires a baseline of experience that will serve as proof of knowledge and the ability to apply it.

If there is a desire to sell, then soon experience, customers, theory will be added to it. This comes with time, but the "spark in the eyes" cannot be obtained in any other way, except from birth.