Finance and Business

Keep Reps Challenged

Supervision and coaching are altered more in degree than in kind. Reps still value and need individual coaching to handle problems with customers. But managers are leading by teaching rather than supervising task execution. The manager is becoming a teacher of self-managed professionals.

Measurement systems is an area of perhaps the greatest change because the old model depended on measurement of an individual rep`s results to drive both pay plans and performance appraisals. Today, with so much team selling, or mixed sales methods, more varied measurement schemes are needed. Assigning credit for sales is more problematic and complex in team selling. And new forms of sales specialization, such as national account measurement. Telesales people and national account managers cannot be measured the same way as territory reps or product specialists can.

Rep evaluations and provision of feedback by managers remain vital tasks. While reps should become self-managed, someone should help them accomplish this transition. Manager are the key people here. Their feedback can help reps analyze their sales successes and failures and set their own account goals; and the managers can provide advice about how the reps can go about achieving these self-imposed objectives.

Compensation-incentive and career-promotion tasks are more complex. Specialized selling or team selling calls for more creativity in rep rewards, because rep assignments differ so much from one to another. In addition, keeping reps challenged is more difficult because many companies have fewer management positions into which reps can addvance. Forced by competition to become “learn and mean,” many companies have thinned management ranks and flattened their organizations.

There are fewer “chief to Indians” out there. The reps needs for instrinsic rewards for achiement (as opposed to extrinsic pay or bonuses) demand that sales managers motivate the rep differently, with special work assignments, dual career-path ladders, and emphasis on “pride of profession” within the sales ranks.

Carpet Business

Carpet business is kind of business that attract many people to get involved with. We noticed that new carpet shop grow everywhere. This phenomenon have good impact for costumer perspective. They have many opportunity to choose rugs that suitable with their need. More choice that match with the color, models, and price as well. What makes Rugs good for business? Simply because everybody want their home completed with rugs, so opportunity is everywhere. The ability to choose certain color plays significant role of the successful business. With interesting color, costumer will decided to buy the rugs from their collection. beside the color, the price of the rugs is essential to attract costumer. Cheap Rugs will be a good opportunity for the business. Lastly, the will find rugs that have shape and size suitable with their room.

Rugs nowadays has been `a must` for every family. From business perspective, this is good opportunity. High demand equal with high supply and this, of course is a good market. There are some characteristic of the rugs, but mainly, it divided into two rugs. They are area rugs and Persian rugs. Area rugs refers to economical rugs, for flooring need and daily use. Persian rugs refers to something antique and have aesthetic value. But it is not the exact pattern. For daily use and cheap one, sometimes Persian rugs is the choice. Yet, area rugs can be worth as art collection.

Selling cheap rugs is really good opportunity in business. The ability to provide wide range collection of rugs can lead success in rugs business. The Rugs shop has to be smart in flooring idea to the customer. The rugs business should understand what the customer’s need, and should always up to date with the new design and style. Innovation in rugs industry is priority to get the customers. Don’t forget to give additional services for customer to increase their trust.

Advertising Platform and Proposition

The basis of advertising platform must logically be a combination of the characteristics of the product, i.e., what it is and what it does, with the particular factors of the product that make it stand out from all others of its kind, namely the unique selling proposition.

It is clear no use merely to concrete on the genaral features of the product (though these must be included) without making as much as possible of a selling-point of the special merits the product possesses -or which you will build into it for merchandising purposes- that distinguish it from all likely competitors. SOmetimes, as already discussed in earlier chapters, the nature of the product renders it especially difficult to isolate any of its physical or operational properties and constitute them into a unique selling proposition. Here, advertising skill must come to the aid of the marketing plan to create the impression of a unique selling proposition.

Cigarette and alcohol provide perhaps the most outstanding examples of products where the advertiser function plays the key role in creating a unique selling proposition. One has only has to review whisky advertising and reflect on the fairly regular appeals to (a) connoisseurship, (b) traditional skills, (c) aristocratic associations, to realize that the advertising itself by implication pays tribute to the difficulty of giving such a product clearly distinguishable unique selling proposition. Menchandising efforts to achieve individually by means of the appearence of the product or the pack, for instance in the shape  of the bottle, have helped to some extend, but in vew of the high element of “service-dispensing- that is, buying liquor in less than a bottle in bars or restaurant than in other of container-toiletries for instance. Nevertheless a great deal can be accomplished even in such difficult product fields.