101 Business Checklists

101
Business Checklists
Checklists and prompts for planning, managing,

control and measuring performance for any business
Rodney Overton
Martin Books
Success in Business
Published by Martin Books Pty Ltd
ACN 112 719 052
20 Blackwoods Road
Boat Harbour NSW 2484
Australia
Tel: (61 2) 6679 1051

Fax: (61 2) 6679 1535
Email: info@martinbooks.com.au
Web: www.martinbooks.com.au
Copyright 1996-2007 Martin Books
All rights reserved. No part of this book may be reproduced or transmitted in

any form or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system, without prior
permission in writing from the publisher
National Library of Australia

Cataloguing- in-Publication entry:
Overton, Rodney
101 Business Checklists
ISBN 978-1-921360-52-7
■ First published September 1996

■ Revised and enlarged February 2002
■ Second reprint March 2004
■ eBOOK version September 2007
The writer - Rodney Overton
is an international award winning
writer (published in four languages)
of more than twenty-five popular
business skills ‘how-to’ books
covering a wide range of business,
human resources, management,
planning and sales and marketing
topics.
Publishers in a number of overseas
countries produce and distribute
localised versions of these books.
He works as business consultant
and strategist and has wide
experience in facilitating, writing and
developing business training
courses.
rodney@sydneybusinesscentre.com
Martin Books have a combined range of more than 100

books, CD ROMs and Training Facilitators Manuals
available, covering areas of business such as
Administration, Planning, Finance, Human Resources,
Management, Marketing, Sales and Small Business.
Foreword
This book was originally prepared in response to many requests from

both bookshops and people in commerce and industry for an easy to use
book, “With lots of checklists that we can use constantly to measure
performance as well use as prompts for planning and managing”.
In this book we have addressed a wide range of issues covering
Planning, Human Resources, Marketing, Sales, New Business and
Products and Management.
We feel sure that this book will also provide stimulation and learning
across a wide range of business issues for people at any level of
business.
This publication is one of a constantly expanding series, of what we
trust are interesting, stimulating, and informative publications addressing a
wide range of Business topics and issues.
We have written these publications from the perspective of, and
with hindsight gained as an experienced, practising manager, working in
the real, day to day business world.
Our objective has been to provide easy to read and understand
information which can be assimilated into, and used in real life, day to day
business situations, quickly, easily, and in many instances, with little
expense.
We currently have a range of more than 100 books, CD ROMs and
Training Facilitators Manuals available, covering areas of business such
as Business Administration, Business Planning, Finance, Human
Resources, Management, Marketing, Sales and Small Business.
We welcome your comments and suggestions.
Rodney Overton
September 2007
Table of contents
1 Planning ..............................................................................Page 1
• Aims and objectives...........................................................................2
• Evaluating personal strengths and weaknesses...................................3
• A Mission Statement..........................................................................4
• The strategic planning process...........................................................5
• Business planning..........................................................................6-8
• Family financial planning................................................................9-10
• Writing a submission................................................................... 11-12
• A budget and record keeping...........................................................13
• Managing by objectives (M.B.O.)................................................. 14-16
• Sample objectives and results.......................................................... 17
• Some quick prompts for a Strategic Plan............................................18
2 Human resources....................................................................... 19
• Organisational structure................................................................... 20
• Writing a job description.............................................................. 21-24
• Writing a job description - M.B.O....................................................... 25
• Management - Staff..........................................................................26
• Setting personal goals and objectives...............................................27
• Assessing changes in effectiveness as a result of training.................. 28
• Observing as an evaluative technique...............................................29
• Occupational health and safety (O.H. & S.)................................... 30-33
• A safety management checklist.........................................................34
• Human resources............................................................................ 35
• 20 work related needs......................................................................36
• An employee handbook...................................................................37
• Job interviews................................................................................. 38
• An interview evaluation.................................................................... 39
• Induction.........................................................................................40
• Training needs analysis....................................................................41
• A salary package..............................................................................42
• Productivity and motivation...............................................................43
• A performance review...................................................................... 44
• A rating form for management...........................................................45
• Workplace moral.............................................................................. 46
• Communication and image............................................................... 47
• What blocks business communication?............................................. 48
• Are you an effective communicator?..................................................49
• What motivates an employee?.......................................................... 50
• Rating your manager........................................................................51
3 Marketing...................................................................................... 52
• A Marketing Plan outline...................................................................53
• Implementing the plan......................................................................54
• A Marketing expenditure plan...........................................................55
• Market research......................................................................... 56, 57
• Marketing - basic questions.............................................................. 58
• The marketing audit......................................................................... 59
• Image..............................................................................................60
• Advertising......................................................................................61
• Delivering quality service..................................................................62
• Monitoring service levels..................................................................63
• Measuring customer satisfaction.......................................................64
• Handling complaints.........................................................................65
• An index to measure and monitor your organisation’s service levels.... 66
• Are you a quality service professional?.............................................. 67
• Service - moments of truth, Reviewing service...................................68
4 Sales.............................................................................................. 69
• Seven steps in the sales process......................................................70
• Telephone standards.......................................................................71
• Are you an effective sales person?....................................................72
• Win - win..........................................................................................73
• Are you a professional sales person?................................................ 74
• Some personal requirements........................................................... 75
• A sales and marketing strategy..........................................................76
• Relationship selling..........................................................................77
• Measuring sales performance...........................................................78
• A sales time record...........................................................................79
• A sales checklist for after the interview...............................................80
5 New business and products....................................................81

• Why start a business of your own?.....................................................82
• Launching a new product............................................................83-85
• Innovation and your organisation...................................................... 86
• Contributions to total cost.................................................................87
• What makes a company successful?..................................................88
• A product - idea rating device............................................................89
• A checklist - new product development.............................................90
6 Management................................................................................91
• Leadership......................................................................................92
• Managers and competencies............................................................93
• An entrepreneur’s checklist..............................................................94
• My job - my role................................................................................95
• Motivation....................................................................................... 96
• Time management checklist............................................................. 97
• Stress.............................................................................................98
• Transition under management by objectives .................................... 99
• Eight elements in the planning of change........................................100
• Managing change..........................................................................101
• One approach to introducing change...................................... 102, 103
• Can you handle change?................................................................104
• Goal setting...................................................................................105
• Key indicators................................................................................106
• Are you a people person?.............................................................. 107
• Is your business well run?...............................................................108
• Financial danger signs....................................................................109
• The negotiation conference...........................................................110
• Tomorrows manager...................................................................... 111
• Law of contract.............................................................................. 112
• Some business acronyms.............................................................. 113
• How do you rate as a manager?.......................................................114
Index..................................................................................................115
1
Planning
Aims and Objectives

Some typical aims and objectives for What are your short term and
a business could be: long term ‘Aims and
• To establish a business that is Objectives’?
profitable, easily managed, and
that will provide a job for my
children. Short term
• To establish market leadership in 1)

our field. 2)
• To establish a strong, viable 3)
business that can be sold in the 4)
future, at a profit.
5)
• To expand the business nationally.
• To diversify by the lateral
development of industry
associated products.
• To be seen and recognised as an
ethical and reliable supplier of ... Long term
• To continue the development of the 1)
business and consolidate its 2)
operations to ensure maximum 3)
efficiency is obtained from existing
resources. 4)
• To enhance the consolidation and 5)
growth of the business within the
industry to the point where it is
recognised as the leader in the
field of viticultural maintenance.
• To develop the business in
associated areas of our industry in
order to create security by
diversification.
• Can you come up with some aims
and objectives for your business?
2
1-Planning
Evaluating personal strengths and weaknesses

When you have established your goals and objectives, an analysis of your
personal strengths and weaknesses is in order.
The answers to the following questions can help that analysis:
What are my six strongest skills?
What is my greatest accomplishment in life?
Is it saleable?
Why should an employer hire me instead of someone else?
Rate your self on each of the characteristics listed below.

Give yourself a 5 for a major strength, a 4 for moderate strength, a 3 for a
characteristic that is neither a strength nor a weakness, a 2 for a moderate
weakness, and a 1 for a major weakness.
Then go over these strengths and weaknesses with a friend and ask for
their candid opinion.
• Academic achievement (grades) ________
• Ingenuity and creativity ________
• Administrative knowledge and ability ________
• Cooperativeness ________
• Ambition and self motivation ________
• Conscientiousness ________
• Educational credentials ________
• Intelligence ________
• Leadership ability ________
• Maturity and poise ________
• Oral communication skills ________
• Written communication skills ________
• Prior work experience ________
• Sociability ________
• Technical competence ________
(marketing, finance, operations,
research, human resources, etc.)
When you have developed a list of your basic skills, try to discover ways in
which your skills can be used.
You will be surprised at how many different types of careers can be built
from a given set of skills and interests.
3
A Mission Statement
What are the basic requirements of a meaningful mission statement?
The components to help make a mission / vision useful and valid could
include:
• A focused concept - something beyond platitudes. A value creation
premise that people can actually picture as existing.
• A sense of worthwhile purpose - something that is really worth doing,
something that can create value, make a contribution, make the world a
better place in some way and win people’s commitment.
• A plausible chance of success - something people can realistically believe
to be possible and, if not perfectly attainable, at least plausible to strive for.
• A very good real life example from the then Department of Administrative
Services [DAS]:
• To be recognised by our customers and the government as Australia’s
best provider of services and a leader in public sector reform.
Another excellent, real life example which we noticed in the employment
columns of a newspaper for the South Australian Film Corporation:
• We will stimulate and assist the film and video industry and community
to achieve sustained economic and cultural benefits that are valued by
the people of South Australia.
Further the mission statement should define:

• The Customer - defined not in terms of some market segment or
statistical category, but in terms of a basic defining need premise that
leads that person [or entity] to consider doing business with your
enterprise.
• The value premise - defined not in terms of what your organisation does,
makes, sells, or delivers, but in terms of the fundamental value it
represents in matching the customers need premise.
• What makes you special - your special means for creating value, in order
to win and keep the customer’ s business.
4
1-Planning
The Strategic Management Process
ANALYSE IDENTIFY
THE OPPORTUNITIES
ENVIRONMENT AND THREATS
IDENTIFY RE-ASSESS
OUR CURRENT OUR
MISSION MISSION and
and OBJECTIVES
OBJECTIVES
ANALYSE IDENTIFY
OUR STRENGTHS
RESOURCES and
WEAKNESSES
EVALUATE IMPLEMENT FORMULATE

RESULTS STRATEGIES STRATEGIES
5
A Business Plan outline

• Cover sheet
• Table of contents
• Statement of purpose
INTRODUCTION
DESCRIPTION OF THE BUSINESS
• Company
• Product / Service
• Industry
MARKET / COMPETITION ANALYSIS
• SWOT analysis
• Customers
• Market size and trends
• Competition
• Projected Market share
• Market development analysis
PRODUCT DEVELOPMENT
• Product status
• Product design and development
• Product changes
• New product planning
• Difficulties and risks
MANUFACTURING / OPERATIONS
• Processes
• Equipment / Subcontracting
• Facilities
• Location
• Costs - Components, Plant, Equipment, Labour
• Inventories
MARKETING / DISTRIBUTION
• Comprehensive marketing strategy
• Pricing
• Sales / distribution channels
• Customer service
• Advertising and promotion
MANAGEMENT / PERSONNEL
• Organisation chart
• Key management personnel
• Duties and functions, backgrounds
• Management compensation / ownership
• Board of Directors
• Consultants / Advisors
• Operating personnel
DEVELOPMENT SCHEDULE
• Programme, evaluation and review technique (PERT)
• Critical path method (CPM)
USE OF FUNDS
CRITICAL RISKS and PROBLEMS
SUMMARY
6
1-Planning
A Business Plan format

compliments of Sydney Business Centre
The PURPOSE of This PLAN

• Tell the person reading your plan why you are writing
it - to obtain finance, to expand, to address growth, to
explain to potential shareholders what your business
plans to do.
EXECUTIVE SUMMARY
• A summary of your Business Plan written after you
have completed the plan.
• This should briefly explain and summarise in 1 or 2
pages, to the person reading your plan, what your
business is all about.
BUSINESS EVALUATION
• Structure
• Profile
• Aims and objectives
• Resource evaluation
• Financial status
• Service providers
• S.W.O.T. analysis
PRODUCT EVALUATION
• Market sectors
• Pricing structures
• Packaging
THE MARKET
• Market profile
• Competitor analysis
• Customer profile
• Product / market fit
• Selling function / distribution
• Pricing
• Advertising and promotion
• Expansion strategies
OPERATIONS PLAN
• Current production capability and structure
• Terms on purchasing
• Supplier evaluation
• Production process
• Expansion plan
continued on next page ...
7
A Business Plan format

compliments of Sydney Business Centre
Continued:
LEGAL
• Registration of intellectual property
• Corporate structure - future
• Financial liabilities etc.
PERSONNEL / MANAGEMENT
• Names, responsibilities, position.
• Provide an organisational chart.
• Conclusions
FINANCIAL PLANNING
• Sales forecast
• Budget
• Projected financial requirements
• Capital requirements
• Summary
ACTION PLAN
• Prepare a critical path analysis to tell the person
reading the Plan:
WHAT will happen
HOW it will happen
WHERE it will happen
WHEN it will happen
WHO will make it happen
KEY INDICATORS
• Measurements for the performance of the business
APPENDICES
• Supporting information
8
1-Planning
Family Financial Planning

Long term as well as short term financial planning is equally if not more
important for the family enterprise as for public enterprises. Long term
financial security and management succession may be influenced by
family financial planning.
It is generally accepted that the starting point in any planning procedure is
to establish the objectives of the enterprise. Few family enterprises set out a
formal list of financial and non-financial objectives.
Such an exercise is not only important for financial planning but also for
family communication and co-operation.
An example of a list of possible family objectives could be:
1. Making the family, as a unit, financially independent.
2. Earning an adequate reward for the family for future retirement, and
prosperity for children and relations.
3. Accepting an opportunity to contribute to a community or a region
through the business.
4. Successful growth of the business, with separate outlets in various
suburbs, country towns or cities.
5. Managing a business which is more than ‘small’ and a force to be
reckoned with in the community.
6. Providing children with a career.
7. Training and employment of quality staff in special skills handed down
from one generation to the next.
8. Accepting an opportunity to market an invention - at home and abroad.
9. Developing a business renowned for its effective and efficient operation.
10. Operating a business which yields high profits and has a rapid growth
rate.
9
A 12 Step Programme for Family Business Planning
1. Analyse past performance.
2. Use an Industry profile.
3. Identify critical factors for success.
4. Decide on family profit targets.
5. Set efficiency standards.
6. Plan several years ahead in summary
7. Detail next years plan by month by month.
8. Check sales projections.
9. Check expense expectations.
10. Project financial resources.
11. Prepare a weekly cash flow.
12. Use reports and graphs to control progress.
10
1-Planning
Writing a Submission
An outline
FROM
TO
AIM OF THE PROJECT
TOTAL BUDGET SOUGHT
DATE OF SUBMISSION
CONTACT PERSON
INDEX
1. Introduction
2. Nature and scope of the work
3. Current situation
4. Our aims
5. Budget and supporting documents
6. Evaluation and review procedures
7. Project management details
8. Further action
9. Attachments
11
Writing a Submission
An outline (cont.)
1. Introduction
Our organisation
Relationship of our organisation to the problem, need,
idea, theme.
Process of preparation of this submission.
2. Nature and scope of the work / problem

3. Current situation
What is currently being done and by whom.
What is not being done about it.
4. Our aims
What we want to do about it.
Aim
Key objectives - with supporting documents,
statements, data, statistics.
Specific objectives - with supporting documents,
statements, data, statistics.
Time frame
5. Budget and supporting documents

6. Evaluation and review procedures
Anticipated benefits, effects, outcomes.
Strategies and procedures.
7. Project management details

8. Further action or direction at close of sponsoring period
9. Attachments
12
1-Planning
A BUDGET and BASIC RECORD KEEPING

Monthly (or daily, weekly, annual) budget and deviation
Budget for Actual Deviation

month for month for month
• Sales
• Less - Cost of goods
• Gross profit on sales
• Less-Operating expenses
• Sales commissions
• Advertising
• Wages
• Power
• P.A.Y.E. tax
• Sales tax
• Super-annuation
• Workcover
• Office supplies
• Insurance
• Maintenance
• Legal and Accounting
• Deliveries
• Licenses
• Telephone
• Others
• Depreciation
• Interest
• Others
Total expenses
Net profit / loss
Income Tax
Net profit after Tax
13
Managing by Objectives (M.B.O.)

A 5 Year Plan
A. Ground rules
1. Only ordinary income from operations will be included in calculating
the profit contribution. Extraordinary income will be excluded.
2. Actions taken in any year must be consistent with the company’s long
term best interests.
3. The organisational unit covered by this profit plan is the total of the
company’s operations on a consolidated basis.
4. Capital employed is defined as all assets at book value at the
beginning of each year.
5. A reserve will be set aside for contingencies.
B. Marketing Plan
1. Alternatives for increasing profitability
a. Introducing new products
b. Discontinuing or changing present products
c. Reorganising sales areas
d. Adjusting size or shape of sales force
e. Revising distribution and selling methods
f. Revising advertising and promotion
g. Redesigning packaging
h. Changing pricing policy
2. Marketing strategy
3. Market forecast
4. Objectives
5. Plans for obtaining the objectives
C. Production Plan
1. Alternatives for increasing profitability
a. Maintaining optimal inventory levels
b. Increasing the adequacy of manufacturing facilities (plant and
equipment)
c. Maximising availability and utilisation of raw materials and labour
d. Varying the length of production runs or season
e. Varying the annual production required
f. Selecting a better location for manufacturing
2. Raw material forecast
3. Production forecast and schedule
4. Plans for obtaining objectives
14
1-Planning

A 5 Year Plan
D. Purchasing Plan
1. Alternatives for increasing productivity
a. Choosing new sources of supply
b. Changing timing of purchases
c. Paying a higher or lower price
d. Obtaining materials of a different quality
e. Having different services provided
2. Purchasing forecast and schedule
3. Objectives
E. Engineering Plan
1. Review of plans of operating departments to determine what services
or support they will require
2. Review of departmental profit improvement opportunities
3. Objectives
F. Human Resources Plan

3. Objectives
G. Research Department Plan

3. Objectives
15

A 5 Year Plan
H. Finance Department Plan

3. Objectives
I. Legal Department Plan

3. Objectives
J. Financial Plan
1. Summary of profit contributions resulting from all operating plans
2. Capital additions
3. Cash flow
4. Plan for capital management
5. Projected after-tax profit
K. Performance Measures
1. Type of measurement to be used
2. Type and content of report or data
3. Frequency
4. To who addressed
L. Review of procedures and schedules

1. Time and place of review
2. Content of review
a. Track record to date
b. Review of remainder of plan
c. Latest estimate
d. Revisions made in plan
M. Procedure for effecting changes in plan

1. Persons who will authorise changes
2. Method of amending or recording changes
16
1-Planning
Sample Objectives and Results

200x Goals
Achieve a 9% increase in total packaged beer sales in district and 4% increase in
total draught beer sales
Completion date 31 December
Secure or retain 100% distribution in each market in district
Convince wholesalers, D, E and G to construct adequate P.O.S. storage facilities
Completion date 31 August
Convince wholesalers, A, C and G to adopt the key account program
Completion date 30 May
Replace 3 delivery vans at wholesaler C to add 1 driver-salesman and one draught
beer specialist to his personnel
Completion date 30 June
Convince each wholesaler in district to establish and maintain regular weekly sales
meetings to introduce new merchandising and P.O.S. programs, sales promotions,
etc.
Completion date 30 May
Have every wholesaler truck in district painted to company specifications
Completion date 30 March
During 2001, work at least one full day with each wholesaler field representative in
the district
Accomplishments
6.2 % increase in packaged beer sales. 3.8% increase in draught beer
Reached predetermined goals in 4 of 7 markets
Wholesaler change accounts for slight decrease in sales in Market C
Retained 100% distribution in markets D, F and G
Market E increased form 97% to 100%; market B increased from 95% to 98%;
market A increased from 72% to 91%, and market c from 80% to 84%
P.O.S. storage room constructed by all three wholesalers. Completed by June 1
Key account program adopted in market A in March and in market E in June. New
wholesaler in market C has agreed to adopt plan early in ....
Wholesaler E replaced two delivery vans, with third to be delivered by February
1997. Wholesaler A replaced one van, but no replacement at wholesaler C due to
change
Goal deleted due to change in wholesaler in market C. Will reinstate goal for ....
Regular weekly sales meetings were established by each wholesaler by end of
March. Meetings were maintained throughout the year, except in market C, where
wholesaler has changed.
Succeeded in having eight more trucks painted to company specifications, leaving
three that are not yet properly identified.
17
Some quick prompts for a Strategic Plan
Our Mission
To achieve
.................................................................................................................................
OUR VISION OUR OBJECTIVES KEY SUCCESS

is to: are to: FACTORS to:
❐ Be ❐ Contribute ❐ Create
❐ Provide ❐ Support ❐ Maximise
❐ Minimise ❐ Facilitate ❐ Protect
❐ Facilitate ❐ Develop ❐
❐ Promote ❐ ❐
❐ ❐ ❐
OUR PROGRAM and AIMS

PERFORMANCE FINANCIAL MARKETING SALES OTHERS
❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐
OUR ACTIONS and TARGETS

REPORT REVIEW SET RESTRUCTURE DEVELOP IDENTIFY PRIORITISE KEY ISSUES
❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐
❐ ❐ ❐ ❐ ❐ ❐ ❐ ❐
18
2-Human Resources
Human Resources
19
Organisational Structure
Old and new paradigms
OLD NEW
STRUCTURE Tall Flat
SPAN OF CONTROL Narrow Wide
COMMUNICATION Downward Multi directional
DECISION MAKING Autocratic Democratic,

participatory
WORK RELATIONSHIPS Competitive Collaborative
WORK STRUCTURING Departments, Groups, teams

assembly lines
SKILL BASE Specialisation, Multi skilling

divisions
INNOVATION PROCESS Sequential Simultaneous
POWER BASE Official position Expertise, skills

in hierarchy
DIFFERENTIAL STATUS High Low
CONTROL External, upon Internal, within

individuals groups
COMPENSATION FOCUS Seniority Merit, group
20
2-Human Resources
Writing a Job Description

The Job Description should be based on a detailed job analysis and be as
factual and brief as possible.
Some commonly used headings are:
JOB TITLE
The existing or proposed job title indicates as clearly as possible the
function in which the job is carried out and the level of the job within that
function.
REPORTING TO
The title of the manager or superior to whom the job holder is directly
responsible is given under this heading.
The job titles of all the posts reporting directly to the job holder are given
under this heading.
OVERALL RESPONSIBILITIES
This section describes as concisely as possible the overall purpose of
the job. The aim being to convey in a few sentences a broad picture of the
job which will clearly identify it from other jobs and establish the role of
the job holder.
MAIN TASKS
Some suggestions for identifying the main tasks:
• Identify and list the tasks that have to be carried out.
No attempt is made to describe in detail how they are carried out, but
some indication is given of the purpose or objectives of each task.
• Analyse the initial list of tasks and, so far as possible, simplify the list by
grouping related tasks together so that not more than, say, 7 or 8 main
activity areas remain.
• Decide on the order in which tasks should be described, such as:-
• Frequency (hourly, daily, weekly, continually, etc.). Chronological order,
order of importance, and the processes of management that are carried
out, setting objectives, planning, organising, co-ordinating, operating,
directing and motivating staff and controlling.
• Describe each main task briefly in separately and in short numbered
paragraphs. Many people start paragraphs with an active verb; e.g.
supervises, ensures that, prepares, completes, recommends, liaises
with.
• State what is done as succinctly as possible.
• State why it is done, thus indicating the purpose of the job and giving a
lead for setting targets and performance standards.
21

An alternate outline (POSITION DESCRIPTION)
JOB TITLE
NUMBER OF JOB HOLDERS
DEPARTMENT
TITLE OF MANAGER/SUPERVISOR
FORM COMPLETED BY
BASIC JOB PURPOSE

State briefly the principal function of this position
MAJOR TASKS
JOB KNOWLEDGE
Minimum schooling necessary to permit learning of this job and other
training needed.
How long would a person need to be in the job to reach competent
performance.
JOB DIMENSIONS
The $ value of production, accounting, sales this job influences and
the nature of the influence on that value. How much checking is there.
PROBLEM SOLVING REQUIREMENTS

The need for the job holder to exercise leadership, co-ordination and
planning for others.
FREEDOM TO MAKE DECISIONS

What decisions are made by the job holder and what do they refer to
their supervisor.
How much responsibility for correct performance rests on the job
holder.
PHYSICAL EFFORT REQUIREMENT

Range of weights lifted; standing or sitting; awkward positions.
WORKING ENVIRONMENT / SAFETY HAZARDS

Dirt, dust, noise; requirements for protection or special clothing;
likelihood of injury to self or other.
22
2-Human Resources

POSITION
POSITION STATUS
FUNCTIONAL AREA
RESPONSIBLE TO:
SALARY and CONDITIONS
PRIMARY RESPONSIBILITIES
DUTIES
ESSENTIAL SKILLS KNOWLEDGE and EXPERIENCE
DESIRABLE SKILLS KNOWLEDGE and EXPERIENCE
FORMAL QUALIFICATIONS REQUIRED
PERFORMANCE INDICATORS
23

POSITION TITLE
DIVISION
IMMEDIATE SUPERVISOR
EMPLOYMENT STREAM (Professional, Technical,
Administration, Physical)
PRIMARY OBJECTIVES
A succinct statement of the overall purpose of
the job.
e.g. Plan, develop and oversee the implementation of
financial policy to ensure expenditure does not exceed
budget.
SPECIFIC ACCOUNTABILITIES
A summary of the position duties described in terms of
what is done, who it is done for, when it is done, and why
it is done.
e.g. Analyse samples for Technical Officers to provide
the department with monthly reporting statistics.
AUTHORITIES / LIMITATIONS
The extent of authority to undertake tasks, exercise
delegations, or authorise expenditure without referral.
SELECTION CRITERIA
QUALIFICATIONS
• Essential
• Desirable
EXPERIENCE
• Essential
• Desirable
PERSONAL and INTERPERSONAL ATTRIBUTES

• Essential
• Desirable
KNOWLEDGE
• Essential
• Desirable
24
2-Human Resources

A Manager - Managing by Objectives (M.B.O.)
JOB TITLE
PURPOSE
Management of Division X to achieve growth and profits
according to approved plans
RESPONSIBILITIES
Planning to achieve long and short term objectives
Monitoring the efficient execution of approved plans
Development and administration of division policy
and procedures and of standards of performance
Implementation of corporate policies and procedures

Marketing for Division X services
Operations
Maintenance
Efficiency
Job quality
Safety
Equipment design and construction supervision
Personnel and financial services not provided by
corporate office
ACCOUNTABILITY
Achieve pre tax profit of 11% on capital employed
Achieve minimum sales of $27 million
Achieve pre tax profit of $3 million
Increase profit contribution at division level by 4% over
200x
Develop at least one new product with potential sales
volume of $100,000 annually
25
Management - Staff
LET’S TALK ABOUT IT!
Importance How well

ACTIVITY in the job implemented
Planning
1] Setting realistic work targets
2] Developing plans for jobs and projects
3] Anticipating problems
4] Managing work to achieve results within budget
Working with others

5] Seeking feed back for self improvement
6] Listening to and understanding other’s viewpoints
7] Dealing with problem people and people problems
Working with my boss

8] Being responsive to requests, suggestions of my
supervisor
9] Proposing new ideas to my supervisor
Managing people
10] Managing problem people
11] Giving clear directions
12] Establishing performance standards
13] Providing people with all the information they
need to do the job
Specific Job skills

14] Keeping up to date [knowledge]
15]
16]
17]
18]
19]
This is a simple structure designed to help produce development plans for individuals.
The questions and format are designed to explore two things:
1] What jobs and tasks are important, and how important - column 1
2] How well the important tasks are being done - column 2
Individuals could rate their importance of each item on a 1-5 scale, and their supervisor
could do the same on a separate sheet. A discussion of similarities and gaps thus
providing a development plan for the individual.
26
2-Human Resources
Setting personal goals and objectives

In setting personal goals and objectives, you should ask yourself the
following questions:
What kinds of tasks or activities have I enjoyed the most?
What kinds of tasks or activities have I enjoyed the least?
If I could have any job I wanted, what job would it be?
The best way to determine what you

really want out of life is to answer Place the numerals 1, 2, 3, or 4 in the
spaces following each item to show
such questions honestly. the group to which the item has been
Some of the factors that must be assigned.
considered when answering these For the top group, you should go a
questions are desired income, step further and rank the four items
geographical location, amount of from most important to second most
important, and so forth.
travel, job security, independence,
autonomy and company size. 1. Salary
What price are you prepared to 2. Job title
pay to get ahead? 3. Job security
Are you willing to move whenever 4. Fringe benefits
and wherever you firm dictates? 5. Promotion policies
When you answer these 6. Work associates
questions, you will have clearer 7. Immediate superior
understanding of your goals, values 8. Travel requirements
and priorities. 9. Reputation of company
Goal analysis takes time, but 10. Clear job responsibilities
without some idea of where you 11. Supervisory responsibilities
want to go, it is difficult to plan how
12. Career development activities
to get there.
13. Participation in decision making
What are your priorities?
14. Freedom in working environment
The list of factors in the next
15. Company policies and procedural
column, which relate to work manual
environments and advancement 16. In-service educational
potential, can help you find out. opportunities
Rate them by first dividing the
items into four groups, putting the
four most important to you in the top
group and the four least important to
you in the bottom group.
Assign the other eight to the two
middle groups in a similar manner.
27
Assessing Changes in Effectiveness as a Result of Training
ACHIEVING GOALS
• Increased product / service quality
• Increased output
• Increased productivity
INCREASING RESOURCEFULNESS
• Increased market share
• Increased employee versatility
• Moving into new markets
SATISFYING CUSTOMERS
• Improved company and / or functional
image
• Reduced complaints and goods returned
• Increased proportion of on time deliveries
IMPROVING INTERNAL PROCESSES

• Increased group cohesiveness
• Increased quality of supervision
• Help resolve departmental boundary
problems
• Increasing managers’ ability to set realistic
and tangible objectives for their
departments
28
2-Human Resources
Observing as an Evaluative Technique

Categories for observing individual interactions
Behaviour Frequency Specific incidents
Proposing
Building
Supporting
Disagreeing
Defending / attacking
Blocking / difficulty stating
Open behaviour
Testing understanding
Summarising
Seeking information
Shutting out
Bringing in
29
Occupational Health and Safety (O.H.&S.)

Preventing Injuries
Injuries to workers can be reduced by following five steps:

STEP 1 : Review the job
STEP 2 : Reduce the risk
STEP 3 : Use the right person
STEP 4 : Inform, instruct and train
STEP 5 : Supervise
STEP 1:
Use the best person for the job
Comply with the Equal Opportunity Act
Reduce the risk of injury
Undertake a job review to help you to:

Obtain a clear understanding of the duties
Identify any problems with the job which may affect employee safety and
efficiency.
Clarify the skills and abilities required
Find out what sort of information and training should be given to the
worker
By the end of the review you should have a list of all the tasks the worker will
be required to do:
Daily
Weekly / monthly
On a seasonal or ad hoc basis
STEP 2:
The best way to prevent injuries is to make the job as safe as you
reasonably can.
By making the job safer for everyone
By complying with health and safety laws
By identifying the hazards
Looking at the job
Listening to experienced workers
Looking at past injury records
HAZARDS include chemicals, electricity, noise, heat, dust obstacles,
handling tasks, machinery or equipment.
30
2-Human Resources

Preventing Injuries (cont.)
The most effective ways of reducing the risks are (in order of preference)
1. Eliminate the hazard or risk
2. Substitute the hazard or risk
3. Engineer out the problem
4. Introduce administrative controls
5. Provide training
6. Provide personal protective equipment
STEP 3 :
The criteria for selecting employees should have a direct and logical
relationship to the duties of the job.
The questions you ask job applicants must be a direct test of whether the
applicant is able to meet those requirements.
Never make assumptions about a person’s ability to do a job based on
their physical appearance.
It is quite acceptable to ask job applicants, ‘Do you have a pre-existing
injury or medical condition that would affect your ability to do this work?’
STEP 4 :
Under the OHS&W Act, employers must provide employees with:
Such information, instruction, training and supervision as are necessary to
ensure that each employee is safe from injury and risks to health.
In practical terms, this means that employers must be certain to cover the
following three key points when a worker starts a job that is new to them.
1. POLICY
Explain the company policy on health and safety, and either give the new
worker a copy, or show them a copy and where it is kept in your workplace.
2. INFORMATION, INSTRUCTION and TRAINING

Provide workers with information, instruction and training on:
The hazards and risks associated with their job
How to do their job safely
What to do if they are injured
This information may be given verbally or in writing:
As safe work procedures or policies, in off-the-job training sessions, as
part of on-the-job training and supervision, or in a combination of these
ways
31

3. SUPERVISION
Make sure they are supervised by someone who can answer questions
about doing the job safely.
With each health risk associated with the job, you must ensure the worker:
Is aware of the hazard or risk
Knows what the short and long term effects on their health could be if
safe work procedures are not followed.
Knows what to do in case of an injury or illness
STEP 5: SUPERVISE
The supervision of new workers is very important to ensure they develop and
maintain the skills and abilities needed to perform tasks competently and
with a minimum risk of injury.
Supervision is also crucial in monitoring the workplace and work systems to
ensure they are safe.
The OHS&W Act requires employers to:

Ensure that any manager or supervisor is provided with such information,
instruction and training as are necessary to ensure that each employee
under his or her management or supervision is, while at work, so far as is
reasonably practicable, safe from injury and risk to health.
Performance Indicators
In measuring productivity gains arising from improved health and safety,
performance indicators should include measures which demonstrate what is
being done to prevent injury.
Focusing only on outcomes measured by lost time injury rates is not the best
way of measuring performance.
Performance indicators which focus on the quality of inputs designed to
prevent injury and disease and decrease associated costs may include
measures such as:
Frequency of OHS meetings
OHS assessments included in performance appraisals
The number of OHS training courses conducted
The number of OHS hazard audits conducted
The number of audited problems rectified
Reductions in exposure to hazards
Outcomes of compliance audits
32
2-Human Resources

Reductions in lost time injuries is a common performance indicator in

many existing agreements.
Monitoring trends in injury rates is only one aspect of managing
workplace health and safety.
Agreements which establish targets for reductions in lost time injury
rates, especially when linked to performance pay or other incentive
schemes such as prizes for accident free periods, run the risk of
promoting or rewarding under-reporting of workplace accidents and
injuries. Increases in absenteeism and sick leave may also be
inadvertent consequences.
IN AN EMERGENCY
In case of an emergency what
would you do?
Do have phone numbers handy for?

AMBULANCE
FIRE
POLICE
WATER
POWER
COUNCIL
33
A Safety Management Checklist
KNOWLEDGE,
Typical CONTROLS SKILLS, ABILITY, INFORMATION
TASK HAZARDS and RISKS QUALIFICATIONS and TRAINING
e.g.
Loading and Collision Maintenance Safe loading Instruction
unloading practices
trucks Drop load Proper Training
loading dock Lifting techniques
Injury
Signage
Stock
damage Lifting devices
Fumes Supervision
34
2-Human Resources
Human Resources
Is the correct priority being given to the interests of employees, customers,
shareholders and the community?
Are you familiar with the mainstreams of technical change as they affect
your organisation?
Do you know how to obtain information and advice?
Do you intend to initiate change?
Is your organisation keeping pace with the technology in your industry?
Are new technologies likely to undermine your own competitive position?
Are you investing sufficiently in R&D and product development to provide
product and market leadership opportunities?
Is there resistance to change in the organisation?
Is management receptive to change and practised in its implementation?
Are all employees informed about, and participate in, decisions affecting
them directly? Is the participation genuine or contrived?
When introducing technological changes do you think them out in terms of
the needs of people, or mechanistically?
Do you consult your work force about likely changes and invite their co-
operation?
Does your organisation aim to develop fully the potential of individuals
throughout their careers?
How do you assess employees for retraining?
Are your contacts with schools, and the community sufficiently close?
Is there scope for a relaxation of some of the traditional habits of
employment? (Flexible hours, part time work, job sharing, phased
retirement.)
Is the perpetuation of privileges and distinctions at different levels of the
organisation generally acceptable?
35
20 Work related needs -a workers needs and requests
1. Ability utilisation: the chance to do something with my abilities.

2. Achievement: the feeling of accomplishing something at work.
3. Activity: the chance to be busy all the time.
4. Advancement: the chance for advancement.
5. Authority: the chance to tell other people what to do.
6. Community service: the chance to do things for other people.
7. Company policies and practices: the way company policies are put into
place.
8. Compensation: the pay for the amount of work done.
9. Co-workers: the way co-workers get along with each other.
10. Creativity: the chance to try doing things my way.
11. Ethical values: the chance to do things that do not go against my
conscience or ethics.
12. Independence: the chance to work without supervision.
13. Recognition: the praise for doing a good job.
14. Responsibility: the freedom to use my personal judgement.
15. Security: the provision of steady employment in my job.
16. Social status: the chance to be recognised in the community.
17. Supervision - human relations: the way the boss handles subordinates.
18. Supervision - technical: the competence of my supervisor in making
decisions.
19. Variety: the chance to do different things from time to time.
20. Working conditions: the amount of comfort and safety on the job.
36
2-Human Resources
An employee handbook - a suggested outline
As a component of their Human Resources policy an organisation should

have an employee handbook, which is given to all employees when they
commence working for the company.
This handbook could contain information on the following:
1] Welcome message 6] These are your benefits (cont.)

2] History of the organisation Christmas bonus
Savings plan
3] This is our business
Profit - sharing plan
4] You and your future Suggestion awards
5] What you will need to know Service awards
Working hours 7] These special services are for
Reporting to work you
‘Time clock’ Credit union
Rest periods Education plans
Absence from work Medical dispensary
Reporting absences Employee purchases
Employment record Cafeteria
Pay period Monthly magazine
Shift premiums Social club
O. H. & S. Annual outing, etc.
Use of telephones Sporting activities
How to air complaints 8] Index / table of contents
6] These are your benefits
Holidays
Rostered days off
Work insurance
Hospital and medical benefits
Free parking
Training program
37
Job Interviews - What will I ask?

Before the interview know what you are looking for and prepare a list of
features you are looking for. The interview begins the moment the other
person walks in the door. Pay attention to your first impression.
Ask yourself how you feel in the other person’s presence.
Ask yourself why you feel this way.
Look at the other person’s appearance. Consider their sense of style.
Do they feel comfortable with their style or is it for impression?
Is this person reaching or are they understated?
If you are hiring someone to project the company image, every aspect of
their appearance is important, including taste in clothes, firmness and
dryness of handshake, confidence projected and tone of voice.
Allow the other person to talk. Avoid dominating the interview, or setting
rigid goals. Let it be the other person’s interview.
Be patient and take your time to discover the other person.
Try to get an idea of the other person’s thinking.
The best way to make people feel comfortable is to respond positively every
time they do well. Remember you are trying to see how the other person
functions at their best. Some people don’t function well under stress and
any interview situation unnerves them. With such people, it is useful to
bring up strengths in their resume.
Look for something about the other person you like and mention it. Smile!
Make positive comments like, ‘Yes, good, exactly, of course, I see and I
agree’, and act positively. Nod agreement. Be appreciative, sincere, and
listen. Once the other person starts to talk, let them.
Although it is natural to avoid conflict, should conflict occur, use it to
discover something about the other person. Ask, ‘What happened here?’,
and observe how the interviewee responds.
Consider how this person makes you feel. Do you like being with them?
What contribution do you think this person would make to the mood of the
people around them?
Ask yourself what it would be like to work with this person on a daily basis.
Would it be depressing, inspiring, boring, a drain, or a privilege?
What is the feeling the other person projects, optimism or defeat?
Is this person really interested in their work?
Do they have a strong sense of industry?
Will they enhance the productivity of the workplace.
Would you feel comfortable going to lunch with this person?
Are they socially aware, poised, and confident?
Do you feel any embarrassment for them or being with them.
The interview must be a valid reflection of the company behind it.
It must have integrity, sincerity and honesty.
38
2-Human Resources
An Interview Evaluation
After an interview, the following summary could be a useful

assessment:
Ranking 1, 2, 3, 4, 5, 6, 7, 8, 9, 10
• APPEARANCE
• PERSONALITY
• MATURITY
• APTITUDE
• OBJECTIVES
• EXPERIENCE
• EDUCATION
• OVERALL ASSESSMENT
• OTHERS
39
Induction
The induction process should allow the supervisor to gain information
about the new recruit and introduce them to the company and the rest of
the team. The recruit should be made comfortable working with the rest of
the team and be ready to contribute results as soon as possible.
Training, based on the Job Description, should be an important part of the
Induction period. Further Training in learning about the company’s products
and systems is part of the Induction process.
New staff should be made to feel welcome to the business right from the
outset, and special consideration should be given to their questions and
needs until they become familiar with day to day procedures.
New staff should be given and/or made familiar with:

A LETTER of ENGAGEMENT detailing pertinent and relevant terms and
conditions of employment, such as:
Wages are paid weekly / fort nightly etc.,
Wages are paid in cash / to a bank account.
You are employed on a daily / weekly / casual / permanent basis.
You are on employed on a trial / probationary period or basis.
A list of staff names, positions and responsibilities of other staff in the firm.
Keys or passes for access to buildings.
Details of office or business hours.
Payroll procedures.
Holiday Policy
Sick leave policy.
Travel or meal reimbursement policies.
Staff procedures.
Staff evaluation policy.
Time reporting policy.
Use of telephone
Mail and filing room procedures
Use of office equipment in general.
Details of publications available to the staff member.
Ensure a meeting on the first day.
Have a work area and materials prepared.
Visits to various sections for orientation.
Meetings with various key people.
Product training.
Visit sales territory with sales manager or mentor.
Regular communication for first weeks.
40
2-Human Resources
Training Needs Analysis

To analyse the training requirements What training does the
of a work team involves preparing a organisation have in order to meet
summary of the various steps objectives, goals and targets which
involved. have been set?
Many organisations carry out What training does the
TRAINING NEEDS ANALYSIS on an organisation have in order to meet
annual basis. National Standards.
TRAINING NEEDS ANALYSIS A SURVEY TO ASCERTAIN THESE
should involve: NEEDS WILL:
Previewing the Job Description, Ask staff to demonstrate their
specification and Job needs - the competence.
standard for the job. Have prior learning assessed.
Is the Job Description and Look at what resources are
specification up to date? available.
Reviewing the performance of Look at what resources are
each person required.
Identify the skills required to do the
Evaluating the abilities and
job.
background of each person.
Talk to to the people involved.
Pinpointing problem areas
Talk to to the supervisors involved.
Matching these with the Determine objectives and policies.
requirements of the Job Establish areas of major
Description importance.
Conducting a Training Needs Examine - customers, markets,
Analysis products and other areas.
Developing the methods to deliver Examine areas of major
this training importance - competitors, trends,
• Methods for individual advertising, promotion, pricing,
development, (e.g. external reporting and control.
courses) Examine relationships with
• Methods for group development management, administration,
distribution, service, etc.
Delivering the program
Appraise objectives, plans,
The results of any changes in organisation, Human Resources
performance should be noted and manual, Induction Manual, etc.
communicated to the people Recommend - objectives, plans,
concerned. implementation, others.
Evaluation and redesign to meet Review - objectives and policies
current needs and establish additional ones if
necessary.
41
A Package
What is a salary package?
Many people are confused when they read job advertisements offering
‘packages’, and some assume that the dollar value mentioned equates to
the take home salary or wage, which is not the case.
The total value of an employment package can comprise provision of
some of the following perquisites and / or other items.
The total cost to the employer when added will give a ‘package value’.
BASE WAGE / SALARY

BONUS
COMMISSION
SUPER-ANNUATION
USE OF A VEHICLE
TELEPHONE - PRIVATE
HOUSING
PERSONAL and FAMILY TRAVEL
INSURANCE
SCHOOL FEES
TAX ADVICE
CAR PARKING
EMPLOYEE DISCOUNTS
HOLIDAYS
EXPENSE ACCOUNT
CLOTHING ALLOWANCE
OTHERS
42
2-Human Resources
Productivity and Motivation

Most businesses suffer a common problem in motivating their people to
greater productivity. In simplistic terms the answer is to identify their needs
and employ their strongest talents, though very few people would agree to the
premise that they are doing (being allowed) what they want to do and being
used to their full potential.
TASK FEELINGS EVOKED/RESULTS

• Manipulating to perform Disheartenment
• Money for unpleasant jobs Working for a price
Question own values
• Threaten and manage by fear Eventually become
accustomed to threat
Ignore threats and find own comfort
level
• Increase productivity attempts Short lived gains
• External rewards Erosion of effectiveness
When expected, has no motivating
effect
Requires ever increasing rewards
• Offers appealing to greed Short lived. Quick adjustment
Company cannot afford these offers
• Minor wage increases Cynical acceptance
Ineffective due to inflation and taxes
Does not permit a change in life style
No real incentive to produce
Usually viewed as merited and expected
Short lived gratitude
• Threat of losing job Powerful and often lasting motivator
Lack of self esteem
Start looking for alternative job
Many almost bankrupt companies
have been saved by increased
worker participation
Must be a genuine threat
• Provide stimulus Self motivation
• Identify and tap into people’s Best way of increased
inner drives productivity
See that people are matched with their capabilities and preferences
43
A Performance Review
JOB PERFORMANCE Quantity, quality, economy of operation, other.
-3 -2 -1 0 +1 +2 +3
JOB KNOWLEDGE Procedures, regulations, authority and responsibility

limits, others.
-3 -2 -1 0 +1 +2 +3
SELF ORGANISATION Work planning, neatness, time control, other.
-3 -2 -1 0 +1 +2 +3
SELF MOTIVATION Initiative, personal goals, ambition, other
-3 -2 -1 0 +1 +2 +3
CO-OPERATION Work relationships, compliance, conformity, other.
-3 -2 -1 0 +1 +2 +3
PRESENCE Personality, appearance, other.
-3 -2 -1 0 +1 +2 +3
COMMUNICATION Expression, fluency, persuasiveness, other.
-3 -2 -1 0 +1 +2 +3
ATTITUDE Towards management, company, job, other.
-3 -2 -1 0 +1 +2 +3
Name ................................................................................................
Position.............................................................................................
Date....................................................................................................
TOTAL RATING.....................................................................
Since last review • Improvement? • Deterioration? • No change
44
2-Human Resources
A Rating Form for Management
How well does Not

the person? Poorly Adequately Excellently observed
Plan a broad programme

for their division or store?
Carry out the current
programme?
Make wise and prompt
decisions?
Delegate authority to
subordinates?
Personally supervise
subordinates?
Review and evaluate
work of subordinates?
Make contacts with
outside organisations?
Manage sales growth?
Handle stock and
expense control?
In your estimation, which of the following best describes the

person’s attitude towards their organisation?
Dedicated to helping it reach its objectives, with personal
ambitions subordinated to this goal.
Wants to establish a secure position for them self with the
organisation.
Wants to use their position as a stepping stone to a major
position elsewhere.
Do you feel that the person has the capacity to grow in case the
business expands in size and activity?
...............Yes...............No...............Doubtful
45
Does your workplace suffer from morale problems?

Some common and often overlooked signs of morale problems:
• Poor and uncooperative attitudes
• Lack of enthusiasm
• Lack of commitment
• ‘Them and us’ mentality
• Nit picking and fault finding
• High, and growing levels of complaints
• Absenteeism
• Negativity
• General tardiness
• Poor appearance of the work place
• Lack of discipline
• Long, sour faces
• Staff openly discussing their discontent and grievances
WHAT CAUSES LOW MORALE? THE HIGH MORALE ENVIRONMENT

Some common (and often
easily rectified) causes:
Inaccessible management • Interesting work
Poor communication • Innovation welcomed

Unrealistic goals • A sense of accomplishment
Hard to understand goals • Recognition of effort
Aloof management • Fair treatment of people
Poor leadership by management • Responsibility
Lack of coaching by management • Appropriate compensation
Bloated hierarchy (or workers think so) • Attractive work conditions
Poor job placement • Opportunities for personal growth
Poor work environment • Feeling important
No room for promotion or advancement • A sense of belonging
Lack of understanding of job • Opportunities for advancement
responsibilities
46
2-Human Resources
Communication and Image

SELF IMAGE PROJECTED IMAGE EXTERNAL IMAGE
I think I really am I want others to see Others actually see
• A person who A really important A bossy secretary with an

exerts major control link in the company inflated view of their own
and influence importance
• Struggling with some A high achiever An abrasive manager

personal relationships
at work
• A person who has to A hard worker who A workaholic who pushes

work twice as hard as can handle any them self twice as hard as
everyone else to be given task necessary
certain of success
• Struggling entrepreneur Successful tycoon Battling to survive
• Discount retailer Market leader Alternate, secondary

Price setter supplier
• A wonderful manager An unflappable doer An egotistical plodder
• Struggling to be an A nice person and An impotent manager

effective manager caring manager who can’t make decisions
• A person who is Someone who Someone who always

unusually unlucky deserves extra help complains about being
and misses out on to make up unlucky to gain an
things that come easily for being so unlucky advantage over others
to others
• A person who is not A valuable asset to my A person who tries to

valued or appreciated group, without whom take all the credit for
nearly as much as I they could not succeed group efforts
would like
47
What blocks Business Communication?

Language
Loathing / hatred
Mind set
Noise
Non verbal cues
Office layout
Office politics
Territorial barriers and boundaries
People making assumptions in areas where they have no information
and or expertise
Perception
Selective perception
Attention seeking for positive achievements
Complicated internal procedures
Criticise almost everything
Delegating the communication of negative news
Discourage people from talking to you about problems
Display petty company rules on notice boards
Encourage infighting
Having separate car parks for ‘staff and workers’
Having separate toilet facilities for ‘staff and workers’
Ignoring company initiatives
48
2-Human Resources
Are you an effective Communicator?

• Rate yourself with this simple test.
• Get some one else to rate you after you have done the test and compare.
IN A BUSINESS ENVIRONMENT, I AM USUALLY:
ALWAYS NEVER
1. Assertive 1 2 3 4 5
2. Honest 1 2 3 4 5
3. Confident about myself 1 2 3 4 5
4. A believer in my company/ product/ service 1 2 3 4 5
5. Enthusiastic 1 2 3 4 5
6. Outgoing 1 2 3 4 5
7. Focused on my objective 1 2 3 4 5
8. Professional in my manner and dress 1 2 3 4 5
9. Have good body language, posture and
expression 1 2 3 4 5
10. A good listener 1 2 3 4 5
11. Aware of my customer’s needs and focus 1 2 3 4 5

12. Aware of any customer problem areas 1 2 3 4 5
13. Aware of the clients special requirements 1 2 3 4 5
14. Aware of the identity of the buyers superior 1 2 3 4 5
15. Observing competitor activity 1 2 3 4 5
16. Perceptive - I hear what is not said as well as

what is said 1 2 3 4 5
17. Thinking - what does my prospect really
want to buy 1 2 3 4 5
18. Relaxed and alert 1 2 3 4 5
19. Able to restate my prospect’s need accurately 1 2 3 4 5
20. Anticipating concerns / objections 1 2 3 4 5
TOTAL
Scoring 1 = Always or yes
Scoring 2 = Usually How did you fare?
Scoring 3 = Sometimes A total of 20 - 40 excellent
Scoring 4 = Rarely A total of 41 -59 good
Scoring 5 = Never or no A total of 60 - 84 need work
A total of 85 - 100 help!
49
What motivates an employee?

Some of the most popular and common methods employers use to improve
the performance of their staff are:
• BASIC COMPENSATION PLANS

• COMPETITIONS, based on performance
• BONUS PAYMENTS
Some other commonly used methods are:
• Informal appraisal and discussion systems
• Changes to job responsibilities and conditions
• Specialised training
• Promotions and/or the opportunity for promotion
However individuals tend to have a far different ranking as to what

motivates them.
A recent survey shows:

Element Ranking
Achievement 41
Recognition 33
Nature of work 26
Responsibility 23
Advancement 20
Wages / money 15
When discussing motivation, I always like to ask people what they talk about
at the end of the week after work, at informal debriefing sessions, or in places
like a hotel where many employees meet at the end of the week.
Invariably the work issues they are discussing are achievement,
recognition, the nature of their work, their responsibilities and their prospects
for advancement, with money issues rarely discussed.
Informal ‘drinks’ sessions at the end of the week at work or in a nearby
venue are excellent ways of informal motivation and receiving feedback about
morale.
If people are unwilling to stay for, or attend these sessions, perhaps
someone should be asking, why?
Recognition can include things like the size and position of the office, office
furniture and decor, and if a vehicle is supplied - is it perceived as a better
vehicle than the persons work mates are supplied with?
50
2-Human Resources
Rating your Manager

This rating form can be used by staff to rate their managers
Rate on a scale of 1 (strongly disagree) to 5 (strongly agree).
Disagree Agree
1 2 3 4 5
When assigned tasks, I thoroughly understood
what was expected of me.
When assigned tasks, I understood how they
fitted into the overall aims for the engagement.
Help was available when I needed to have
questions answered.
I received prompt feedback on my work, whether
good or bad.
When corrected for something I did or omitted, it
was done in a constructive way.
I was kept informed of things I needed to know to
do my job properly.
I received good coaching to help me improve my
performance.
I had the freedom to make the necessary
decisions to do my work properly.
I was actively encouraged to volunteer new ideas
and make suggestions for improvement.
Team meetings were conducted in a way that
builds trust and mutual respect.
In this engagement we set very high standards for
performance.
I felt I was a member of a well functioning team.
My work made good use of my knowledge and
ability.
My engagement helped to learn and grow.
My work was interesting and challenging.
Others
Others
TOTAL
51
Marketing
52
3-Marketing
A Marketing Plan outline

1. BACKGROUND
2. DIRECTION
3. MARKETING PLAN SUMMARY
• Business definition •
Business direction
4. MAJOR BUSINESS STRATEGIES
5. FINANCIAL OBJECTIVES
6. ASSUMPTIONS and RISKS
7. KEY SUCCESS FACTORS
8. SWOT ANALYSIS
9. PRODUCT BY COMPETITION
10. COMPETITOR STRENGTHS and WEAKNESSES
11. STRATEGIES
12. ACTION CALENDAR and REVIEW
13. SUPPORTING APPENDICES
a) Introduction
b) Economic factors
• Social / cultural issues
• Demographic issues
• Technological
• Ecological
• Industry analysis
c) Customer analysis
d) Competitor analysis
53
Implementing the Marketing Plan

Some suggestions on how you can implement your Marketing Plan
Advertising agencies Host or hostess to greet
Advertising media - print, radio, T.V. customers
Advertorials Image, Incentives
Articles Inserts
In-service training
Awards - publicise your awards
Lead boxes, Leads clubs
Balloons and Blimps Letters to the editor
Barter, Billboards Logo
Board of Directors - market them as a Mailing lists
resource Name of your business
Brochures, Budgets - set one! New business requests
Bulletin boards - supermarkets, etc. Newsletter
Bundling (piggy backing) combine your Novelty items
product and another Off pricing
Business cards - it does convey your Packaging
message? Phone hold messages
Business meals Premiums - value added extras
Catalogues Press (media) kit
Charities - work with them and donate Public service announcements
product Quality
Contests Radio programs
Co-operative advertising - advertise with Rebate programs
your vendors Reprints of press articles
Co-op referral lists Sales letters
Coupons Sampling
Cross promotions Seminars, speeches, workshops
Customer appreciation programs - Serial appointments
birthday cards, letters Shop your competitors - what do
you do better?
Customer of the weeks, month, year
Signage
Customer service Sponsorships
Customer surveys Stuffers - put information about
Demonstrations your business with every item
Direct mail you sell
Direct response advertisements Take-one displays
Directories Telemarketing
Displays Testimonials
Tracking - where did the
Expanded business hours customer hear about you?
Fairs - local and national Trade shows
Flyers T-shirts
Gift certificates U.S.P. - Unique selling points
Give aways Value-added service -
Grand opening warranties, charging for delivery
Guarantees Word of mouth
Help lines Writing - articles for books,
journals
54
3-Marketing
A Marketing Expenditure Plan
Jan Feb Mar Apr May Jun Jul Aug Sep
TELEVISION • Airtime
• Production
PRINT • Newspapers
• Magazines
• Trade Press
• Production
RADIO • Airtime
• Production
POSTERS
CONSUMERS PROMOTIONS
SAMPLING
LEAFLETS
POINT OF SALE MATERIAL
PUBLIC RELATIONS
SPONSORSHIPS
TOTAL ADVERTISING
SELLING / SALES FORCE
SALES LITERATURE
SALES SAMPLES
EXHIBITIONS and DISPLAYS
SALES DATA
SALES RESEARCH
TOTAL SELLING COSTS
TOTAL MARKETING BUDGET
55
Market Research - The Steps

1. Situation analysis
This first step consists of surveying all available information related
to the company objective.
The purpose is to reach an understanding of the problems involved.
2. Preliminary study
The second step of the research process includes a representative
coverage of the field.
The market analyst might interview consumers, wholesalers and
retailers.
3. Selection of research designs

Based on step 2, a formal research plan is devised.
The methods and procedures to be used are indicated.
Often they are tried out and modified.
4. Collection of data
Here the analyst details the data sources to be consulted.
A set of guidelines is developed.
Quite often, both primary and secondary sources of data are
collected.
5. Data analysis
The data collected are tabulated, examined and interpreted.
6. Report of findings
A written report is prepared for submission to company
management.
7. Recommendations
The report of findings includes the specific recommendations of the
researcher.
The recommendations must be supported by the data that has been
collected.
Market research will :

Help establish market focus
Gain valuable information.
Save time and money long term.
Demonstrate if there is a need for the product or service.
56
3-Marketing
Market Research
Market research can involve:
Determining the size of an existing market.
Determining the potential size of a market.
Determining what the market place really wants.
Determining if there is need for the product or service.
Determining if the target audience will buy the product or service.
Determining the best way of packaging the product or service.
Determining the price points the product can be sold at.
Market research can be carried out by:

Contacting prospects by telephone.
Personal surveys.
Reading business publications, e.g. B.R.W., Financial Review
Talking to personal and business contacts
Case studies
Using libraries
Experiments
Interviews
Surveys
Questionnaires
Direct and indirect methods
Some very effective market research, on for instance,

hardware products can be carried out by contacting the sales
staff on the shop floor.
Valuable information can be gleaned quickly and cost
effectively.
What do think of this new product?

Would your company stock it?
What price would you like to see it sell for?
Is the packaging effective?
What mark up does your industry require?
How many do think you could sell?
57
A checklist of basic Marketing questions

Basic Feasibility
1. Can the product / service actually work?
2. Will it be legal?
Competitive Advantages
1. What will the specific competitive advantages be?
2. What are those of the existing competitors?
3. How will the advantages be maintained?
Buyer Decisions
1. Who will decide to buy, and why?
2. How much will each buy, and how many people are there?
3. Where are these people located, and how will they be sold?
Marketing
1. How much will be spent on advertising, packaging, selling?
2. What share of market can be obtained by when?
3. Who will personally perform the selling functions?
4. How will prices be set, and how will they compare to competition?
5. How important is location, and how will it be determined?
6. What channels will be used - wholesale, retail, agents, etc.?
7. What specific sales targets can be met?
8. Can orders be obtained before starting the business? How soon?
9. How will returns and service be handled?
10. How will pilferage, waste, spoilage, and scraps be handled?
People
1. How will competence in each area of the business be ensured?
2. Who will have to be hired, and when? How will they be found and
recruited?
3. How will replacements be obtained if key people leave?
4. How will lawyers, advisors, accountants be chosen?
5. Will special benefit plans have to be arranged?
Control
1. What records will be needed for development of product / service?
2. Will any special controls be needed? Who will take care of it?
Finance
1. How much will be needed for development of product / service?
2. How much will be needed for setting up operations?
3. How much will be needed for working capital?
4. Where will the money come from? What if more is needed?
5. To which assumptions are profits most needed?
6. Which assumptions in projections are most uncertain?
7. What will be the return on equity and sales, compared to industry?
8. When and how will investors get their money back?
9. What will be needed from a bank, and how will they feel about it?
58
3-Marketing
The Marketing Audit - a preliminary questionnaire

What business are you (really) in?
What are your business objectives?
What are your personal objectives?
What are the strengths of your business?
What are the weaknesses of your business?
What are the opportunities?
What are the threats - current and future?
What makes your competitors stand out?
Who needs you?
How do customers find you?
How do customers find out about your competitors?
Your top 20 clients represent what proportion of your business?
Who is the contact point for potential customers? (partner, secretary,
answering machine, etc.)
Can you demonstrate the effectiveness of your product to consumers? -
How?
Do you accept credit cards?
Do you offer a bonus?
Are there new products you can offer?
What are they?
Is your business seasonal?
If yes, when is the peak period?
Do you follow up customers (by phone or mail), asking if they are
satisfied?
What are your average monthly sales?
Is any product significantly more profitable than others?
If yes, which product or service?
Is any product significantly less profitable than others?
If yes, which product or service?
What are the most critical issues hindering the achievement of your
business objectives?
What makes you competitive?
• POSITION o Yes o No
• PRICE o Yes o No
• SERVICE o Yes o No
• QUALITY o Yes o No
• UNIQUENESS o Yes o No
• EXPERIENCE o Yes o No
• CONTACTS o Yes o No
• PAYMENT TERMS o Yes o No
• WARRANTY o Yes o No
• OTHERS o Yes o No
59
Image - What type of IMAGE does your company project?

First impressions really are important and do count
Just think back to the first impressions you gained when you first met
some one.
With the benefit of hindsight, were those impressions lasting and
accurate?
Does your business have a Company Profile, that you can give to
prospective clients, which outlines your:
Experience
Customers
Skills
Qualifications
Products
Service
Warranties
Specialties etc.
When a customer opens a letter or receives promotional literature from your
company; Is it well presented? On quality paper? Well printed? Present your
company in its best light?
When a customer receives an invoice from your company:
Is it easy and inviting to read and easy to understand?
Does it stand out from the flood of other invoices?
Does its appearance encourage the customer to pay it?
When a customer visits your premises what impression do they get?
Are there cobwebs on the front door?
Are the premises inviting?
Is the reception area cluttered?
How does the receptionist greet them?
Do they feel welcome?
Do they feel like doing business with you again?
Do you use your reception area to:
Highlight and display your company’s products?
Display special qualifications?
Display Trade and Industry awards?
Display company literature?
Does your shop or store have a total concept?
How are your products packaged?
Could your packaging be improved?
What would it take you to present a better image?
What would it cost you to present a better image?
Never forget that the presentation and image of your company and its
products, can and does have a marked effect on sales.
60
3-Marketing
Advertising - 10 quick points

1. What are you advertising?
2. What should be the NICHE message?
3. Is co-operative advertising appropriate?
4. Should you use the same advertisement in all media?
5. Does the advertisement hold and attract attention?
6. Does the advertisement have a catchy headline?
7. NEW, FREE are good words to use in your copy.
8. Photographs or graphics add interest.
9. Media selection is important.
10. What integrated promotions can you run in conjunction?
Which type of media should I use?

Many advertisers take the following into account when
selecting their media:
• Billboards, for splashy, outdoor showmanship
• Magazines, have a calm authority
• Newspapers, have an aura of real news
• Radio, is a friendly voice
• Television, provides excitement
61
Delivering Quality Service - 10 aspects of service quality

TANGIBLES CREDIBILITY
Appearance of physical facilities, Trustworthiness, believability, honesty of
equipment, staff and communications the vendor
Are your premises attractive Does the organisation have a good
Are the staff appropriately dressed reputation
Is the sales literature easy to Does the contact person refrain from
understand pressuring you
Are the tools / equipment used Are the costs and prices consistent with the
modern and appropriate service
What warranties and guarantees are
RELIABILITY provided
Ability to perform the promised
service dependably and accurately SECURITY
Do the staff keep their promises Freedom from danger, risk and doubt
Do sales staff follow order instructions Is it safe for me to use the organisations
Are invoices and statements error services
free Can the organisation locate my records
Is the job / order done properly the Are my confidential details safe from misuse
first time Can I be confident that my order / job will be
done properly
RESPONSIVENESS
Willingness to help customers and
ACCESS
provide prompt service
Approachability and ease of contact
When there is a problem do you fix it
How easy is to talk to senior staff with a
promptly
problem
Is the staff member prepared to
Is it easy to make contact with the right
answer questions
person by phone
Are credits and errors in processing
Does the organisation have a toll free
fixed promptly
phone number
Are you prepared to quote specific
Is the service / repair facility conveniently
times for .....?
located
COMPETENCE
Possession of the required skills and COMMUNICATION
knowledge to perform the service Keeping customers informed in language
Is the staff member able to process they can understand. Listening to the
my request customer
Is the company tracking market Can the staff member explain the benefits
developments and features
Is your phone call handled by a Do the staff use plain English and avoid
competent person using jargon
Does the staff member appear When you phone the organisation, will they
competent listen to you
If a problem develops are you kept informed
COURTESY
Politeness, respect, consideration, UNDERSTANDING CUSTOMERS
and a friendly contact person Making the effort to know customers and
Does the staff member have a their needs
pleasant demeanour Are you recognised as a regular customer
Does the contact act busy or rudely Does the organisation try to determine your
when questioned special needs
Is the telephone answered promptly Is the level of service what the customer
and politely expects
Do they take appropriate precautions Will the organisation accommodate your
against damage needs and schedule
62
3-Marketing
Monitoring Service Levels - Gathering market intelligence

Some simple and effective ways of monitoring service levels, gathering
market intelligence and measuring service levels are listed below:
CUSTOMERS
Complaints
Surveys
Rating
Compliments
STAFF
Turnover
Absenteeism
Suggestions
See them ‘doing it right’
Attitude
Culture tracking
OPERATING QUALITY
Productivity
Client base
Client loyalty
Expenses
Error rate
RESULTS
Market share
Competitor activity
Comparisons
63
Measuring Customer Satisfaction

How do you gather and measure objective information on what is really
happening in your industry, and the way your company, its products and
service are perceived?
Do you listen to the customer, and what they really want?

Do you listen (really listen) to their objections?
Do you listen to what people outside your organisation are saying about
it?
What are the perceptions in the market place about your organisation?
Do you measure and track the number of formal and informal complaints
about your organisation?
Do you act upon these complaints?
Do you act quickly?
Do you track the rate of orders compared to the enquiry rate?
Do you measure the amount of ‘lost business’?
Do you measure the amount of new business?
Do you measure the number of compliments and positive reactions to
your organisation?
Do you constantly compare sales figures (in dollars as well as units,
tonnage, volume and other comparisons) and unit sales against budget
and last years performance?
What makes a market leader?

In most industries the market leader is seldom in that position
by pricing tactics and strategies.
What is it that makes a company the market leader?
SERVICE
A RANGE of QUALITY PRODUCTS
PRICE
BRAND NAME MERCHANDISE
RELIABILITY
WARRANTIES
64
3-Marketing
Handling complaints
Try not to become ruffled and try and remain composed at all times.
Call the customer by their name, and use their name often.
Have a positive approach - don’t be defensive.
Don’t take criticisms personally. The customer is not angry with you
personally [are they?]
Try to be objective and think how they are feeling and why.
Talk in plain English and don’t be patronising, or use trade jargon and
acronyms.
Do not use ‘We’, when talking to the customer. ‘I’ is much better.
Avoid phrases like, ‘Our standard company policy is....’
Even worse still is, ‘ya gotta....’, [A person from a very large government
body said that to me recently]. Or even worse, ’ya gotta fill in a form at head
office when they open on Monday’. [An Australian airline did that to me, on a
Saturday morning].
Worse still is, ‘I only work here’, and the old favourite, ‘Yahavta talk to the
boss and ees not ere’. It would not be very difficult to improve on those
responses to a disgruntled customer!
Offer an apology even if the service problem is not your fault. Words like ‘I
am sorry you feel this way’, or ‘I can understand how you feel’, or ‘I
appreciate what you are saying’, are not an admission of blame on your
behalf, and will also help establish a rapport with the customer.
Let the customer have your full attention, and make sure you have positive
body language, including eye contact.
Keep excuses to an absolute minimum - preferably none at all. Remember
the customer wants a solution to the service problem, not an inquiry into
the way your organisation operates.
Don’t tell untruths as a way of offering a quick fix - if you can’t offer a
solution, offer to get back to the customer promptly, or better still at an
agreed time.
Offer positive solutions, with a ‘can do’ positive approach. e.g. Instead of
saying, ‘You can’t take money out your account unless you give seven days
notice’, you could try something like, ‘Yes, you can do that but I am sorry to
have to tell you that a small service fee is involved.’
What does the customer require to fix their complaint? Often very little, be it
a refund, discount or often a credit note for a small amount. It is easy to
ask the customer what they require!
The final word - no supplier has ever won a dispute with a customer.
Ignore customer complaints at your peril.
Every body has their own perceptions of what service they should receive in
any given situation. Exceed those expectations and both sides win!
Provide considerably less than those expectations and you risk losing a
customer, and even worse having that customer tell others about their bad
service experience.
65
Service Levels
An Index to Measure and Monitor your organisation’s service levels
The types of problems or faults and weighting factors, are suggestions only
- your organisation can insert their own.
Weighting /
aggravation Number of Daily
Type of problem / fault factor x occurrences = points
Slow to answer telephone 10 2 20

Customers order cannot be found 12 1 12
Lack of interest in customer’s request 6
Customers order delivered late 8
Customers order delivered incorrectly 6
Customers order delivered damaged 10
Customer claims your competitor is providing 4
better, price, service........ 5
Errors on customers invoice 7
Errors in documentation 4
Customer complaints about staff 4
Customer complaints about price of goods
Customer complaints about quality of goods
Customer complaints about quality of service
Customer complaints about quality of delivery
Negative letters from customers
Complaints from suppliers
Others
Others
DAILY / WEEKLY TOTAL

(The most desirable result is a low number)
This index for measuring and monitoring quality customer

service levels can be adapted to any business or organisation.
The types of problems or faults and weighting / aggravation
factors, are suggestions only - your organisation can insert their
own, and make allowance for the importance of various factors as
they relate to your organisation, and as your organisation
perceives them.
66
3-Marketing
Are you a Service Professional?

Rate yourself with this simple test. After you have done the test, get
someone else to rate you, and then compare.
IN DEALING WITH CUSTOMERS I AM USUALLY

ALWAYS NEVER
1. Polite 1 2 3 4 5
2. Answer questions honestly 1 2 3 4 5
4. A believer in my product 1 2 3 4 5
6. Outgoing 1 2 3 4 5
9. Have good body language, posture and
expression 1 2 3 4 5
11. Have appropriate literature / tools ready 1 2 3 4 5
12. Keep to my promises 1 2 3 4 5
14. Attending to problems quickly 1 2 3 4 5
15. Aware of competitor activity 1 2 3 4 5
16. Perceptive - I hear what is not said as well as
what is said 1 2 3 4 5
17. Thinking - what does my prospect really
want to buy 1 2 3 4 5
19. Able to restate my prospects need accurately 1 2 3 4 5
21. Not personally rejected when a client disagrees 1 2 3 4 5
22. Aware of working safely 1 2 3 4 5
23. Prompt in dealing with queries and enquiries 1 2 3 4 5
24. Aware of my companies reputation 1 2 3 4 5
25. Willing to try new ideas 1 2 3 4 5
26. Working smarter, not necessarily harder 1 2 3 4 5
27. Aware of where appropriate records are kept 1 2 3 4 5
28. Constantly trying to find ways for improvement 1 2 3 4 5
29. Willing to discuss problems with my superiors 1 2 3 4 5
30. A good communicator 1 2 3 4 5
TOTAL
Scoring 1 = Always or yes Scoring 2 = Usually Scoring 3 = Sometimes

Scoring 4 = Rarely Scoring 5 = Never or no
How did you fare? A total of 30 - 55 excellent A total of 56 - 80 Good

A total of 81 - 105 need work A total of 106 - 130 Help!
67
Service
Some typical moments of truth
Customer phones your business / department
Contact person answers a request
Customer receives information from your department
Service person visits customers premises
Customer makes a complaint about ..................
Customer uses a piece of equipment supplied by you
Customer requests additional information
Customer receives an invoice/ statement from you
Customer asks for special or unusual services or procedures
Customer fills out a form you provide
Reviewing service
How long does the entire process take?
How many steps are involved?
How many units or functions get involved?
Who looks after the moments of truth?
Who sets up the customer’s expectations and how?
Can we speed up the process somehow?
Can we eliminate some of the steps?
How do we make sure the hand offs work properly?
Can we reduce the number of people involved?
Who manages the final moment of truth?
How can we reduce the cost of the service?
68
4
Sales
Seven steps in the Sales process
1 PROSPECTING
To increase market share, sales and profits.
To qualify leads to prospects.
2 PRE - APPROACH PLANNING

To provide additional information about the customer’s needs,
organisation and the competition.
To build confidence and prevent errors.
3 APPROACH
Securing an appointment with the customer.
Methods can include AIDA, Benefit, Curiosity, Showmanship,
Survey, Compliment, etc.
4 PRESENTATION
Making the sales pitch by use of a Canned, Outline or
Programmed presentation with the object of getting a sale or
commitment from the customer.
Visual aids may be used to assist in communicating the
benefits, features and advantages.
5 HANDLING OBJECTIONS
Customers will raise objections for a number of reasons.
6 CLOSING THE SALE

Asking for the order or obtaining a commitment.
Remember people buy benefits - not products.
7 FOLLOW UP / AFTER SALES SERVICE

Providing on going interest and support with the aim of
gaining repeat business in the future.
70
4-Sales
Telephone Standards
☎✆☎✆
In many companies, and particularly in small business the first ever
contact with a potential customer is likely to be by telephone.
Some companies regard this position as one of the most crucial in their
whole company, as perhaps for 99% of the people they deal with, their first
and most significant impression of the company, is the person answering the
telephone.
Courtesy and attention to detail are critical issues.
After a few calls, does the person answering your telephone recognise and
greet the caller by name?
☎ OTHER TELEPHONE EXPECTATIONS

☎ Answer promptly - within 3 rings.
☎ Start calls by identifying yourself, company, position etc.
☎ If phoning in, enquire if it is convenient to proceed.
☎ If an incoming call is not convenient, explain why and take the persons
details and offer to phone back.
☎ Explain in a straight forward manner the purpose of your call.
☎ Establish and use the other persons name early in the conversation.
☎ Ask open questions.
☎ Listen and try not to interrupt.
☎ Demonstrate you are listening by saying ‘yes’, ‘really’ or similar.
☎ Concentrate - give the caller your undivided attention.
☎ Make notes and read back key points to demonstrate your attentiveness.
☎ Explain delays in dealing with the call if the caller has to wait.
☎ Be helpful - offer help, don’t wait to be asked.
☎ Control the call by assertive behaviour.
☎ Finally, recap what you are going to do as a result of the call.
☎ Smile. Your body language will transmit, and you will sound more assertive
and friendly.
☎ At the end of every telephone call, see if you can leave the other
person thinking: “I am pleased that I spoke to you today.”
The telephone is an opportunity to motivate and inspire, so use it

well!
71
Are you an effective sales person?
Try this quick test to identify your key strengths when making a sales
presentation.
Choose the symbol which you feel represents your personality.
An immediate response is the best one.
WHAT DOES IT MEAN?

SQUARE
Your approach to sales presentations is logical and methodical, though you
sometimes lack sensitivity to the emotional needs of your customers.
TRIANGLE
Determination and persistence characterise your sales presentations,
though you may be insufficiently flexible when identifying the extent of your
business opportunities.
CIRCLE
Friendly and sociable, you have a natural talent for selling. With the
squiggle, this is one of the two most popular choices for sales
professionals. On the negative side you may not always be tough enough
when closing the deal after an otherwise excellent sales presentation.
SQUIGGLE
You excel at motivating and inspiring others by your sales presentations.
With the circle, this is one of the two most popular symbols for sales
professionals, though you could find it hard to develop lasting relationships
with your clients.
72
4-Sales
Win - Win
Identify and define the problem. Many people say that a problem well defined
is half solved. When defining problems, as a rule, both sides will have a
different perception of the problem. In a WIN-WIN approach each party should
define the problem in terms of its needs to the other party, and focus on ways
to mutually satisfy these needs.
Get the facts

Try not to get bogged down in the problems thus
far and recall old conflicts, and failed solutions.
Ascertain the concerns of all parties involved.
Generate possible solutions

Be creative.
Throw around ideas for consideration without restraint.
Suspend evaluation, discussion or criticism until all of the ideas generated
are recorded.
Develop and offer variations on these ideas.
Evaluate possible solutions

Rank solutions according to the way they meet
certain needs.
Trade offs may have to be considered.
Do not overlook the feelings of the participants.
Select solution(s)
Choose the combination of alternatives that will best satisfy the needs of
all the participants.
Combine, rearrange or simplify proposed solutions as required.
The task is choose solutions most likely to be accepted and implemented.
Evaluate the results

If a complicated solution is arrived at or involves a long period of time, a
mechanism for measuring progress should be established, such as
regular meetings or ways of measuring the settlement.
If things are not going as planned it may be necessary to evaluate results
and perhaps reactivate the problem solving process.
Even Moses when he came down from the mountain after receiving the
Ten Commandments admitted to some negotiating.
He said, ‘Well we negotiated together. I got him down to ten, but

adultery is still in’.
73
Are you a Professional Sales Person?

Rate yourself with this simple test. After you have done the test, get some one
else to rate you, and then compare.
IN SALES I AM USUALLY :
ALWAYS NEVER
1. Assertive 1 2 3 4 5
2. Honest 1 2 3 4 5
4. A believer in my product 1 2 3 4 5
6. Outgoing 1 2 3 4 5
9. Have good body language, posture and expression 1 2 3 4 5
11. Aware of the current credit status of my customer 1 2 3 4 5
12. Aware of any outstanding orders 1 2 3 4 5
14. Aware of the identity of the buyers superior 1 2 3 4 5
15. Observing competitor activity 1 2 3 4 5
16. Perceptive, I hear what is not said as well as what 1 2 3 4 5
17. is said
18. Thinking - what does my prospect really want to buy? 1 2 3 4 5
20. Able to restate my prospects need accurately 1 2 3 4 5
22. Not personally rejected when a prospect says no 1 2 3 4 5
23. Making cold calls without hesitation 1 2 3 4 5
24. Prompt in dealing with queries and enquiries 1 2 3 4 5
25. Generating sufficient prospects 1 2 3 4 5
26. Willing to try new ideas 1 2 3 4 5
27. Working smarter, not necessarily harder 1 2 3 4 5
28. Pleasantly persistent 1 2 3 4 5
29. Acknowledging and working on what needs
improvement 1 2 3 4 5
30. A self starter and self motivated 1 2 3 4 5
31. Willing to take calculated risks 1 2 3 4 5
TOTAL
Scoring 1 = Always or yes Scoring 2 = Usually
Scoring 3 = Sometimes Scoring 4 = Rarely
Scoring 5 = Never or no
How did you fare? A total of 30 - 55 Excellent
A total of 56 - 80 Good
A total of 81 - 105 Need work
A total of 106 - 130 Help!
74
4-Sales
Selling - some personal requirements

Ability
Achievement
Ambition
Attitude
Confidence - how do you stand apart?
Commitment
Creativity
Credibility
Dedication
Determination
Drive
Empathy - your product and your customer
Flair
Goal setting - career, money, responsibility, personal
Honesty - ethics, integrity
Listen - to the customer - listen better

Luck - hard work creates a lot of luck!
Knowledge - your product and company
Motivation
Move faster
Objectivity - don’t stay with something too long

Perseverance
Planning - what are your sales plans for tomorrow?
Preparation
Presentation - yourself, the company, the product
Prime time - when do you sell best and when is the customer most
receptive?
Priorities
Reliability
Service
Stimulation - how much of your brain are you using?
Tenacity
Time management - how much of your time is spent selling?
Think faster
75
A New Product or Service - A Sales & Marketing strategy

MARKET RESEARCH
• Is there a need for the product?
• How is it currently being met?
• Is it a growth market?
• How big is the potential market?
• How much market share can you capture?
• Who are the potential customers?
• Will they deal with you?
• What are their expectations - what does the customer want to buy?
• Product differentiation
• Benefits - can you demonstrate the benefits?
COMPETITOR ACTIVITY
• Who are the competitors?
• What is their market share?
• Why do consumers use their product?
RESEARCH / DEVELOPMENT
• Will it perform?
• Will it meet industry and government regulations?
SALES STRATEGY - HOW WILL YOU SELL THE PRODUCT?
• Retail, wholesale, direct, multi level marketing (M.L.M.) etc.
MARKETING MIX
• PRODUCT • PRICING • PROMOTION • PLACE
• Does your product have a UNIQUE SELLING POINT?
TRADING TERMS
• What are the industry standards?
• Can you afford to meet the customers terms?
• Can you offer alternate, attractive payment schemes?
ADVERTISING and PROMOTION
• What is the best medium, print, Radio, TV?
• Can you get free editorials, publicity and media exposure?
• Would specialist groups welcome you as a speaker?
DISPLAY / PACKAGING
• How will you package and merchandise your product for maximum impact?
WARRANTIES / BACK UP SERVICE
• Can you meet industry requirements?
• Can you offer innovative service?
VALUE ADDING
• Can you add value to your product to increase its saleability, profitability and
market share?
COMPETITION
• How will your competitors react to your new product?
• What will you do about it?
76
4-Sales
Relationship Selling
Establishing a close rapport and relationship over a period of time and
developing that relationship with the customer is an excellent way of
achieving sales.
Some sales organisations have a detailed checklist that they expect their
sales staff to fill in with as much detailed information as possible about the
customer.
If a new salesperson has to call on the customer, they will have a head
start with a profile of the person they are calling on.
What are some (open) questions you could ask your customer in order to
find out as much as possible about them, in order to build a strong working
relationship?
What motivates you at work?
What do you like about your work and working here?
What are your short and long term work goals?
Who is your supervisor?
How big is your organisation?

What are the aims of the organisation you are working for?
What expectations does your organisation have of its
suppliers?
How does your organisation measure the performance of its
suppliers?
What (special / unique) qualifications do you have?

Where did you work before?
Why did you leave there?
What did you achieve there?
Where do you live?

What family do you have?
What do you do in your spare time?
What special interests do you have?
What are your short and long term personal goals?

What foods do you like?
What sports do you like?
What type of car do you drive?
When is your birthday?
Why not send a birthday card on the day?
77
Measuring sales performance

There are a number of ways of measuring and gauging the performance of a
sales team. A Sales Manager should set standards with the sales person at
the outset, and then provide regular feedback on these quantitative
performance standards.
Some common QUANTITATIVE STANDARDS are:
Sales volume - quotas
Gross profit margins
Territorial net profit
Territory market share
Call frequency ratio
Number of calls
Call to order ratio
Average cost per call
Average order size
Range of products being sold
New accounts and new business gained
Present accounts lost
Total sales volume
Return on investment
Benchmark against company and industry averages
Kilometres per call
Expense ratio
Repeat business
Credit control
Public relations
Providing information
Some common QUALITATIVE STANDARDS are:

Non selling activities, such as reporting
Selling skills
Personal behaviour
Relationship building
Public relations
Complaints
Sales coverage effectiveness ratio
Customer development
Promotional activities and Merchandising
Test marketing
Exhibitions
Solving distribution problems
Record keeping
78
4-Sales
A Sales Time Record
CUSTOMER CALLS PROSPECTS

TIME SALES SERVICE SALES Travel Waiting Other
8.00 - 8.30
8.30 - 9.00
9.00 - 9.30
9.30 - 10.00
10.00 -10.30
10.30 -11.00
11.00 - 11.30
11.30 - 12.00
12.00 - 12.30
12.30 - 1.00
1.00 - 1.30
1.30 - 2.00
2.00 - 2.30
2.30 - 3.00
3.00 - 3.30
3.30 - 4.00
4.00 - 4.30
4.30 - 5.00
5.00 - 6.00
Total Time
in hours
Percentage
of total day
79
After The Sales Interview
Ask yourself these questions Yes No
Before the meeting had you qualified the prospect?

Done appropriate pre-planning on the prospect?
Were you punctual?
Was your appearance appropriate?
Were you confident when you made your entrance?
Were you confident when you shook hands?
Did you maintain good posture?
Did you display positive body language and no nervousness?
Did you maintain eye contact with your prospect and smile?
Did you listen to what the prospect had to say?
Did you answer the prospects questions and handle
objections well?
Did you sell your self, your company and your product
truthfully?
Were your ethics beyond reproach?
Did you tell the prospect about your company’s?
• successes
• qualifications
• satisfied customers
• marketing and advertising campaigns
• customer policies
• warranties / back up service
• credit policies and payment terms
Did you demonstrate the benefits of your product?
Did you have a card, company profile and price list to leave
with the prospect?
Was your pre planning and qualifying of the prospect useful?
Did you ask for the business?
Did you get an order or commitment?
Did you end the discussion an amicable basis?
Was the verbal and other communication of a high standard -
both ways?
Will you be welcome to call again?
Would you want to call again?
What follow up should you and will you make?
Would a letter outlining and firming up your proposal
be appropriate?
Will you make another, follow up appointment?
80
5
New Business and Products

Why start a Business of your own ?

Some possible reasons and objectives
PERSONAL AIMS CONSEQUENCES

1) To create a job for your self. BUSINESS
2) To build a successful company and sell it
1) Eventually become a conglomerate,
with the aim of making $x.
with growth by acquisition.
3) To build and run a growth company.
2) Remain specialist focus and build
4) To make a better living than working for company by internal growth.
wages.
3) Remain small with little growth and
5) To build a business and provide jobs for
local orientation.
family members.
CORPORATE AIMS GROWTH

BUSINESS 1) Little growth due to narrow focus
1) Commence with a wide range of and local orientation.
services, but develop niche markets. 2) Take many risks, with acceptance
2) Commence with a small range of of high debt levels and possible
products with objective of growing into a equity dilution.
market leader. 3) Take small, calculated risks to
3) Provide a specialist service to defined create and maintain conservative
industry groups. growth. Accept some external
finance and shareholders.
4) Take minimal risks, with little
GROWTH borrowings or extra shareholders.
1) Maximum growth and market penetration
by retention of profits. Open national
branch network and appoint dealers and STAFF
distributors. 1) No staff, apart from occasional
2) Controlled, ongoing steady growth and casual help or subcontractor.
expansion of x% per annum.
2) Indifferent loyalty from staff with
3) Limit business size to limited number of acceptable rate of staff turnover.
customers and employees.
3) Loyal, stable staff who identify
with and support the company.
STAFF
4) Family business with few outsiders
1) Employ family and friends only. and a reluctance to expand with
2) Build a dedicated team of high quality outsiders. Extreme loyalty and
performers, with emphasis on loyalty. nepotism.
3) Offer excellent pay and conditions for
high achievers, with no room for poor
performance.
82
5-New Business and Products
Launching a New Product
OPPORTUNITIES THREATS
Expand your customer base Reduce your customer base
- more clients - less clients
Natural growth • Natural attrition
An improved economy • A worsening economy
Increased prosperity • Reduced prosperity
Population shifts - positive • Population shifts - negative
Improved customer Reduced, more difficult customer

access access
Increased range of products • Decreased range of products
Easier to purchase • Harder to purchase
New, improved marketing • Old, worsening marketing
Improved service and contact • Decreased, worsening service and
contact
Increased appeal of your products Decreased appeal of your products

Advantages over competitors • Disadvantages over competitors
Market leadership • Loss of market credibility
Other methods of convincing • Competitors better methods of convincing
Exploit competitors shortcomings New strategies from competitors

Opportunities for increased • Price wars
market share
Competitors are moribund • Slow or no reaction to new
strategies
Competitors do not respond to • New technology
new strategies
83
Launching a New Product or Business

Try this simple test
Rate each item out of 10

Score
o GROWTH RATE and POTENTIAL
o BARRIERS TO ENTRY
o COMPETITOR RIVALRY
o BUYER POWER
o SUPPLIER POWER
o SUBSTITUTES
o YOUR PERSONAL SKILLS
Add, and then calculate a %
Try it on a
• Sports store
• New car franchise
• Liquor store
• Your new product or pet project
84
Launching a New Business, Product, Service or Idea
An easy and quick three point guide and checklist to apply to any new
business, product, service or idea you are contemplating becoming involved
in is:
IS IT?
• A GROWTH MARKET
• CORRECT PRODUCTS
• A VEHICLE FOR SALES
To illustrate an example of this concept we will use fish:

• It is arguably a growth market - sales of fish are increasing.
• Correct products in this case could mean what form do consumers
want to buy fish in?
• Very few people would buy uncleaned and unfilleted fish and even
fewer would buy live fish.
• Also health and nutrition issues would be considered.
• Pallet loads of fish could hardly be described as a vehicle for sales -
consumers want to buy this product in meal size portions.
Try comparing other products against this list, such as:

• A new cigarette brand
• What if Marijuana were legalised tomorrow?
• On site caravans
• A kitchen manufacturing business
• Typewriters
• Computer furniture
• Your own products
85
Innovation and your Organisation
Strongly Strongly No
agree Agree Neutral Disagree disagree opinion
4 3 2 1 0 ?
• We have a good track record of

innovation by comparison with
our competitors and industry
• Our management style does
not impede the introduction and
development of new products
or processes
• In this organisation, the forces
which favour the preservation
of the status quo are balanced
by enthusiasm
• It is generally accepted in the
organisation that there is
outstanding creative talent in
its ranks
• There are influential people in
the organisation who support
new ideas entirely on their merits
• The management control over
activities is not an inhibiting
factor for progress
• There are efficient mechanisms
for the flow of information
necessary for managers to
carry out their jobs
• The organisation is attempting
to stimulate creative thinking
through its training programs
• Entrepreneurship is encouraged
• There is a positive attitude and
no defeatism where new ideas
are concerned
TOTAL
When you identify the highest scoring items, this will point to the
areas where your organisation is strongest in managing innovative
performance. Low scores will suggest weaknesses.
Considerations.................. Possible actions................
86
Contributions to Total Cost
PRIME FACTORY OTHER

COSTS OVERHEADS OVERHEADS
Direct Indirect Marketing

materials materials Advertising
Selling
Research
and =
development TOTAL
+ = TOTAL + COST
PRODUCT
COST
Direct Indirect
labour labour
Distribution
Direct Indirect Administration

expenses expenses
What is the real cost of getting a product to the market place?

Many people embarking on a manufacturing program for the
first time, (and also many people with vast experience), fail to
appreciate the expenses of getting a product, especially a new
product to the market place and to the consumer and end user.
This is compounded if the product is to be sold through a long
distribution chain which includes agents, wholesalers and
retailers.
This simple chart shows the steps in the manufacture and
sale of a new product and the increasing costs in each step of the
process, including MARKETING, ADVERTISING and SELLING.
87
What makes a company successful?

Is it because they are prepared to?
Have real commitment to their customers
Have a ‘CAN DO’ attitude
Want to achieve customer satisfaction
Are flexible in attending to special requests (‘can you deliver today?’
- ‘yes’, - not, ‘sorry, the truck has left, too busy’, etc.)
Respond to special requests
Are positioned to handle special requests
Use outside providers of services
Place a premium on service
Are prepared to use outside services more in future
Monitor their service to see their people “doing it right”
Monitor competitor activity
Keep abreast with the latest technology
Strive to be the best
Focus on customer service
WHAT IS QUALITY SERVICE?

RELIABILITY - dependable and consistent
RESPONSIVENESS - willing and ready
COMPETENCE - skill and knowledge
ACCESS - easy to approach
COURTESY - polite, considerate, respectful, friendly
COMMUNICATION - understandable, listening
CREDIBILITY - honest, believable, trustworthy
SECURITY - no danger, risk or doubt
UNDERSTANDING - appreciating customer’s needs
TANGIBLES - evidence of the service
FOCUS, on the core business
MEET T.Q.M., or are planning to meet those requirements
88
A Product - Idea Rating Device

Do you have what it takes?
(A) (B)
Product success Relative Company competence level Rating
requirements weight 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 (A x B)
Company
personality
and goodwill 0.20
Marketing 0.20
Research and
development 0.20
Personnel 0.15
Finance 0.10
Production 0.05
Location
and facilities 0.05
Purchasing and
supplies 0.05
TOTAL 1.00
Rating scale : 0.00 - 0.40 poor, 0.41 - 0.75 fair, 0.76 - 1.00 good.
Present minimum acceptance rate : 0.70
Many organisations require their staff to evaluate new product ideas using
some type of ‘standard format’ for later review by a committee.
This rating form can be used to address these issues.
The first column lists factors required for a successful launch of the
product to the marketplace. The next column shows ‘weighting factors’ which
management may apply to various issues.
Thus management believes marketing competence will be very important
(0.20), and purchasing and supplies competence will be of minor
importance.
The next task is to rate the organisation’s degree of competence on each
factor on a scale from 0.0 to 1.0.
The final step is to multiply the relative importance of the success
requirements by the corresponding levels of organisational competence to
obtain a single overall rating of the organisation’s ability to carry this product
successfully to the market place.
89
A Checklist - New Product Development

Use this worksheet to assist in defining the positioning and objectives for
your product or service.
Positioning Goals Goal Achieved Comments

Feedback from press _________ ________ __________________
Feedback from sales force _________ ________ __________________
Customer data from direct sales _________ ________ __________________
Vertical market(s) activity _________ ________ __________________
User registration card information _________ ________ __________________
Pricing goals
1. Determine the price where you can sell the most product and achieve
maximum profits
Measured by:
Different price points _________ ________ __________________
Market research _________ ________ __________________
Competitive analysis _________ ________ __________________
2. Maximise market share
Measured by:
Competitive analysis _________ ________ __________________
Channel reports _________ ________ __________________
Formal market research _________ ________ __________________
Naming Goals
Choose an effective name for your service or product, measured by:
Feedback from market research
(target audience, influencers,
consultants, etc.)? _________ ________ __________________
Mocking references or
inappropriate puns in press? _________ ________ __________________
Trademark or copyright
problems? _________ ________ __________________
Translation problems? _________ ________ __________________
Positioning Activities
1. Determine product's position with respect to the following:
A. Category
What is it? ____________________________________________________
What does it do? ______________________________________________
90
6
Management
Leadership
What type of Leadership should an effective manager provide?
Some of the myriad LEADERSHIP responsibilities of management

include:
Showing the way,

and defining the goals and intentions of the organisation.
Going ahead of,
in a spiritual relationship with your people.
Guiding,
people into alternate methods and directions.
Causing progress,
and setting in motion people and activities for progress.
Being decisive,
and maintaining constant flow and growth.
Having grace under pressure.
Creating pathways,
with the leader’s values and visions.
Controlling and influencing
actions of people and the organisation.
Directing,
and maintaining cohesive achievement.
Commanding,
and exerting authority in the context of effective leadership.
Raising morale,
of people and the organisation.
Being the first,
and more important, letting others be the first, and receive the credit.
Heading the team,
and being ultimately responsible for what happens.
Beginning,
and setting in motion the stimulus and movement for motion.
92
6-Management
Managers and Competencies

What makes a good manager?
What makes managers effective?
COMPETENCIES COMPETENCY CLUSTER

Diagnosing situations Goal setting and managing action
Establishing frameworks
Productivity - taking action to achieve
Efficiency focus - being results orientated
Awareness of interplay of power and status
when influencing and working with others
Managing group processes Human resource management

Managing power and relationships
Maintaining self awareness
Goal clarification Directing others

Communicating, delegating, monitoring
Conceptualising Leadership
Identifying cause and effect
Being logical
Decisiveness
Ability to inspire
Presenting visions, agreements and decisions
Community
Self control Focus on others

Stamina and flexibility for handling change
Being objective, avoiding prejudices
Detailed knowledge of: Specialist knowledge

• Technical and other aspects
• The task
• Command of the facts
93
An Entrepreneur’s Checklist
Do you have what it takes? Try this simple quiz and see how you fare. It is
generally accepted that a score of less than 100 will require some major
personal development on your part, to cope with the demands of your
business.
High Low
5 4 3 2 1 0
1. Do you enjoy making your own decisions? 5 4 3 2 1 0
2. Are you self reliant? 5 4 3 2 1 0
3. Do you relish competition? 5 4 3 2 1 0
4. Are you a self starter? 5 4 3 2 1 0
5. Do you have will power? 5 4 3 2 1 0
6. Can you build teams? 5 4 3 2 1 0
7. Do you plan? 5 4 3 2 1 0
8. Can you take advice? 5 4 3 2 1 0
9. Can you adapt to change? 5 4 3 2 1 0
10. Do you establish schedules of activities? 5 4 3 2 1 0
11. Do you keep to them? 5 4 3 2 1 0
12. Can you keep others to schedule? 5 4 3 2 1 0
13. Do you deal with complex issues well? 5 4 3 2 1 0
14. Can you deal with ambiguity? 5 4 3 2 1 0
15. Are you capable of adapting to change? 5 4 3 2 1 0
16. Can you work long hours? 5 4 3 2 1 0
17. Are you single minded? 5 4 3 2 1 0
18. Do you have the physical stamina to deal with the project? 5 4 3 2 1 0
19. Do you have the emotional strength and resilience to handle
the strain? 5 4 3 2 1 0
20. Will you make sacrifices to achieve your goals? 5 4 3 2 1 0
21. Are you capable of identifying the skills needed for success? 5 4 3 2 1 0
22. Do you have them? 5 4 3 2 1 0
23. Can you fill in any gaps in your skills from elsewhere? 5 4 3 2 1 0
24. Can you deal with risk of failure? 5 4 3 2 1 0
25. Are you skilled at networking? 5 4 3 2 1 0
26. Can you keep your objectives in view despite distractions? 5 4 3 2 1 0
27. Do you know your goals? 5 4 3 2 1 0
28. Can you communicate them to others? 5 4 3 2 1 0
29. Can you handle several tasks at once? 5 4 3 2 1 0
30. Do you separate need to’s from nice to’s? 5 4 3 2 1 0
TOTAL
The underlying theme of this questionnaire is a series of propositions about individual
enterprise. At the core lies a notion that the person is self reliant, and can make
personal decisions, enjoys being self reliant and is not intimidated by competition.
Alongside these ought to be the capacity to be a self starter. The enterprising
individual does not wait for others to give a lead. This reflects a well formed and strong
will.
The attitudes and skills needed by entrepreneurs are seldom as glamorous or
exciting as those seen in the movies or those portrayed in popular writing. There needs
to be a willingness to roll the sleeves up, take on board the basics and understand the
fundamentals.
94
6-Management
My Job - My Role
This quick quiz should be done from memory, without reference to any
outside prompts.
The most important areas of activity for me are:

1]
2]
3]
The major outcomes required from my job are:
1]
2]
3]
Targets which I am expected to meet are:
1]
2]
3]
The most important people and departments for me to interact with are:
1]
2]
3]
The individuals and groups I have direct authority over are:
1]
2]
3]
For most people at work there is:
A role that SHOULD be performed.
A role that the person THINKS they are performing.
And there is a role that they are ACTUALLY performing.
A common method of overcoming these problems is management by
objectives [MBO], or similar setting of OBJECTIVES for a person’s
position.
Some of the criteria used to set these objectives:

CLEAR - definite, specific and unambiguous.
MEASURABLE - in terms of quantity and / or quality
CONSISTENT - will contribute to the desired end result of the organisation.
CHALLENGING - encouraging personal skills and knowledge growth.
ACHIEVABLE - possible for the job holder.
ACCEPTABLE- agreed to and accepted by both the person and the
person’s manager.
95
Motivation - What motivates people at work?

What motivates you?
What do you do best?
How often do you do that?
What would you rather be doing than your present job?
Is there anyone with whom you would like to exchange jobs?

What appeals to you about the other job?
Can any part of this be included in your present work?
What stands in the way of you doing this?

What part of your job do you do least well?
How much of the time do you do this?
When are you most productive?

How often does this positive situation occur?
What does your productivity depend upon?
Are you able to ‘run’ with your most productive times or does your
schedule or other duties cut them short?
When are you happiest in your work?
Are these times the same as your productive times?
A recent national survey of workers indicates the following

important motivating factors:
Element Ranking
Achievement 41
Recognition 33
Nature of work 26
Responsibility 23
Advancement 20
Wages / money 15
96
6-Management
Time Management - Try this Checklist

How much of your time is spent on work appropriate to your position, to the
level of your skills and knowledge? Where does the rest of your time go?
Who and what interrupts you the most? What can you do about it?
A BIG OFTEN A NOT A

PROBLEM PROBLEM PROBLEM
Unclear objectives
Changing priorities
Inadequate planning
No self imposed deadlines
Fire fighting crisis
Confused responsibility
Confused authority
Personal disorganisation
Cluttered desk
Unfinished tasks
Duplication of effort
Lack of decision
Meetings
Mixed messages
Communication breakdown
Incomplete information
Dependence upon grapevine
Procrastination
Ineffective delegation
Change badly handled
Inability to say NO
Ineffective control information
Telephone interruptions
Unplanned visitors
Excessive reports / returns
Untrained subordinates
Work flow bottlenecks
Take a close look at your problem items!

• What can you change?
• What items will you need help with?
• What must you accept as it is?
• Why?
97
Stress
Some common causes of stress in order of occurrence:

Type of work performed
Lack of communication
Under staffing
Employer’s demands
Preoccupation with work
Incompetent supervisors
Not allowed to do a good job
Fellow workers
Incompetent subordinates
Some warning signs of stress:

Rapid pulse
Intestinal distress
Insomnia
Frequent illness
Nail biting
Irritability
Persistent fatigue
Lack of concentration
Hunger for sweets
Increased use of alcohol and drugs
Seven sure signs you need a holiday

1. Irritability over trivial matters
2. Inappropriate anger
3. Increased, drinking, smoking, eating, drugs
4. Vague speech patterns
5. Brooding
6. Depression
7. Insomnia
98
6-Management
Transition in management styles under Management by

Objectives (M.B.O.)
Pre-MBO Post-MBO
Day to day managing • Future focused
Amateur, seat of pants • Full fledged professional
Inward looking • Outward looking
Product orientated • People orientated

Organisation orientated • Consumer orientated
Activities orientated • Creation of innovations
Emphasis on ‘how to’ • Emphasis on ‘what to’

Emphasis on money, minds, • Emphasis on people,
machines, material time
Centralised, technocratic, • Decentralised initiative
financial control from subordinates
Authoritarian style • Participative style

Directives and supervision • Delegation and reporting
Individualism • Teamwork
99
Eight Elements in the Planning of Change
Backers and Supporters
Symbols,
Shared Vision Signals and Rewards
Guidance Structure Standards, Measures

and Process CHANGE and Feedback
Local participation
Communication, Education,
Innovations and Training
Policy and Systems Review
100
6-Management
Managing Change
Change is inevitable.
Everything either improves, deteriorates or undergoes change, and in
today’s technology most of our working processes are changing.
Yet people tend to resist change. In a familiar setting they feel secure and
comfortable, and change can produce dislocation, instability and anxiety.
Some liken change to a comet - a shining front and a long tail full of
debris.
As a manager you will have to introduce change.
To avoid any disruption you will have to be sure that your workers
recognise that the change is needed and that the proposed change is the
right change.
This will require advance discussion with them to reassure them
regarding the expected effects of the change and to seek their support and
co-operation in introducing it.
An instinctive response to change is, ’What’s in it for me?’, and the
answer for this has to be convincing.
Resistance can be triggered by many fears e.g. FEAR of:

Redundancy
Loss of security
Disorganisation
Loss of status
Inability to cope
Loss of existing relationships
Or by general apathy or a feeling of denial of existing expectations.
The reasons are many.
People usually cooperate, if they feel they will:

Gain benefit
Avoid loss
Without acceptable responses to their uncertainties they will resist
change sometimes even to the point of sabotaging it.
The advantages of the change should be seen to outweigh the
disadvantages.
101
One approach to introducing Change

Identify the required outcome of the change
Analyse and plan the change procedures
Discuss the change with those who will be involved
Gain acceptance of the proposed change
Check the step by step introduction of the change to ensure that it proceeds
as planned.
Follow up to ensure that what was intended has been achieved.
Managing change
It may also be helpful to prepare a timetable for a trial run or a pilot effort
and then for the final installation.
Factors which will ensure successful implementation will include:
The organisation feels it is it’s own project and not one devised and
operated by outsiders.
The project has top level commitment and support.
The change is seen as improving the work situation or reducing the
present work pressures.
The project accords with values and ideals which are acknowledged by the
participants.
The programme offers a new experience which will interest the
participants.
The participants feel that their present autonomy and security is not
threatened.
The participants have been consulted or involved in diagnostic efforts
leading them to agree on what the basic is and to feel it’s importance.
The project is adopted by consensual group decision.
The proponents are able to confer and discuss with opponents:
• to recognise valid objections.
• to take steps to relieve unnecessary fears.
It is recognised that innovations are likely to be misunderstood and
misinterpreted, and provision is made for feedback of perceptions of the
project and for further clarification as needed.
Participants experience acceptance, support, trust and confidence in their
relationships with one another.
The project is kept open to revision and reconsideration if experience
indicates that changes would be desirable.
102
6-Management
Managing Change
Do you have conscious procedures and commitment? Organisational
change will not be maintained simply because there has been early
success.
There are a number of interventions that are possible, and many are
necessary if a change is to be maintained.
Many organisations are living with the effects of successful short term
change results that have not been maintained
Probably the most important requirement for continued change is a
continued feedback and information system that lets people in the
organisation know the system status in relation to the desired states.
Some common feedback systems are:

Periodic team meetings to review a team’s functioning and what its next
goal priorities should be.
Organisation sensing meetings in which the top of an organisation meets,
on a systematic planned basis, with a sample of employees from a variety
of different organisational centres in order to keep apprised of the state of
the system.
Periodic meetings between interdependent units of an organisation.
Renewal conferences.
As an example an annual 5 year planning meeting, could be preceded by a
weekend away at a retreat by the managers (and wives) concerned, to
examine themselves, their personal and company priorities, new forces in
the environment, forthcoming planning issues, what has happened in their
working relationships and other issues for review before the planning
meeting.
Performance review on a systematic, goal directed basis.
Feedback from outside parties.
Political actions
Broaden the political support for radical actions.
Realise the level of dissatisfaction and discomfort with the current
situation.
Sensitise key actors / champions to the need for change.
103
Can you handle Change?

Do you find CHANGE to be basically:
• Disruptive?
• Stimulating?
Do you see CHANGE as:

• Crisis?
• Opportunity?
Do you make CHANGES:

• When necessary
• When possible
Do you handle CHANGE:

• With difficulty?
• With ease?
What CHANGE(S) would you welcome in your work environment?

1.
2.
3.
4.
5.
Executing Change -10 Steps
1. Analyse the organisation and its need for change
2. Create a shared vision and common direction.
3. Separate from the past.
4. Create a sense of urgency.
5. Support a strong leader role.
6. Line up political sponsorship.
7. Craft an implementation plan.
8. Develop enabling structures.
9. Communicate, involve people and be honest.
10. Reinforce and institute change.
104
6-Management
Goal Setting
Some examples
STANDARD,
AREA MEASURE TARGET, GOAL
• Finance Profitability 30% profit margin

Overhead expenses Less than 20% of sales
Advertising expenses Within range of 6%-9%
of sales
• Sales Sales revenue $100,000 per month

xxx units per month
• Employee Absenteeism No more than 5% a week

relations
Turnover No more than 10% a year
Industrial relations No disputes involving

senior management
(all disputes to be settled in
the originating area)
• Customer relations/ Degree of satisfaction No complaints

goodwill
105
Key Indicators
What are they?
When writing a Business Plan or setting business targets and objectives,
many people include a number of KEY INDICATORS to measure the
performance, progress and viability of the business.
Some KEY INDICATORS could include:

Sales volume - in dollars and / or units sold
Sales volume - compared to previous sales periods
Profitability as a percentage of sales
Profitability by product or area
Growth:
• increase in total sales by dollars
• increase in total sales by units
• increase in number of employees
Market share: the organisation’s percentage share of total industry sales
Expenses as a percentage of sales
The amount of working capital available
Stock levels and stock turnover/rotation per year
The number of new customers
The number of lost customers
The number of new sales enquiries
The time taken by customers to pay their accounts
The amount of bad debts incurred
The time taken by the business to pay its accounts
The amount and value of goods returned for credit
The number of customer complaints
Staff turnover and absenteeism
Market place activity
The return on funds invested
The ratio of assets to liabilities
The ratio of debt to equity
The time required to process orders and enquiries
Scrap rates
Productivity rates as a percentage of employee time
Benchmarking - direct comparisons of the business with other similar
business operations and world’s best practices.
106
6-Management
Are you a people person?

Enter your response in the appropriate column
• For a mostly answer put a 3 in the mostly column

• For an occasionally answer put a 2 in the occasionally column
• For a hardly ever answer put a 1 in the hardly ever column
Hardly
Mostly Occasionally ever
Do you treat employees’ feelings as valid?

Are you scrupulous in keeping confidences?
Are you able to reassure insecure employees?
Do you support employees in taking risks?
Are you able to solicit employees feelings, ideas
and solutions?
Do you allow employees to make their own
decisions?
Do you genuinely care about your employees?
Can you empathise with employees’ feelings?
Do you assist employees prioritise difficult tasks?
Are you patient?
Do you ensure the work environment is free of
distractions?
Are you able to instil your employees with
confidence to solve their own problems?
Do you allow your employees free rein to air their
grievances?
Do you take your employees’ interests, skills and
values into account when assigning tasks?
Do you know your employees’ career goals so
you can match future promotions?
Can you give your employees the space for
personal grief after they suffer loss?
Can you step back from your own ego and avoid
acting like an expert when discussing personal
problems?
Do you have a strong sense of the ridiculous and
an ever-ready sense of humour about life at work?
TOTAL
Scoring
higher than 50 - your skills are excellent
40 - 49 - your skills could do with a brush up
below 40 - you really need some work on your people skills
107
Is your business well run?

The TELSTRA SMALL BUSINESS AWARDS competition asks the following
questions of organisations wishing to enter:
1) BUSINESS GROWTH and PERFORMANCE

Describe how you plan future growth and development.
What is your strategy to achieve your business objectives?
Outline the key actions you are taking to achieve this plan.
How do you monitor your business performance against these
objectives?
How do you identify market opportunities and threats?
2) CUSTOMER SERVICE
Describe what steps you have taken to deliver first class customer
service to your clients.
Describe what research you have done in assessing customer needs.
3) MANAGEMENT INFORMATION SYSTEMS

What information do you source to make day-to-day business
decisions?
How regularly do you source this information?
4) FINANCIAL PERFORMANCE
What controls are in place to manage your business’ financials?
Describe the financial performance of your business in terms of
revenues and / or profits for the last two or more years.
5) STAFF DEVELOPMENT
Describe the process by which you evaluate the performance of your
staff.
Describe the process by which you assess the career development of
your staff.
Describe the involvement of staff in developing your business plan and
operational decision making.
What role does staff training and development play in your business?
6) RELATIONSHIPS WITH SUPPLIERS

What initiatives have you taken to improve relations with your suppliers
and what type of supplier agreements do have in place?
7) BUSINESS STRENGTHS
What are the 3 key strengths that make your business successful?
108
6-Management
Financial Danger Signs

Some indications of financial problems
Lack of up to date, and meaningful accounts.
Broken promises regarding payments.
Lots of excuses - run out of cheques, no one to sign a cheque,
cheque in the mail.
Lack of operating budgets and cash flow projections.
Decreasing profit margins.
Post dated cheques.
Unreleased cheques.
Client cheques endorsed to third parties.
Dishonoured cheques.
Special sales.
Special deals and offers.
Sudden, unprecedented, advertising and publicity blitz.
Desperate measures, out of character with previous strategies.
Move to smaller premises.
Reduction in size of existing premises.
Staff discontent.
Declining service levels.
Legal demands for payment from creditors.
Outstanding payments for Group Tax.
Outstanding payments for Super-annuation.
Suppliers tightening credit terms, limits and conditions.
Suppliers asking for C.O.D.
Suppliers asking for personal guarantees.
Untidy and run down appearance of business premises.
Dusty, tired stock on shelves and thin stock levels.
Creditors paid in lump sums instead of amounts relative to
invoices.
Suppliers taking stock in lieu of payment.
Desperate attempts to keep bank overdraft intact.
Desperate attempts to pay secured creditors and guarantees.
109
The Negotiation Conference

Pre negotiation discussion. This may be done to establish a relationship, to
soften up the opponent, or to assess the potential problems involved in the
negotiation. Seldom is anything critical discussed, as the purpose is to
become acquainted amicably. The meeting can be held at each other’s office
or a neutral site. The goal is to create an informal, relaxed and friendly
environment that will discourage tension and competitiveness and
encourage cooperation and a willingness to solve problems.
Opening the meeting, arrival and protocol. The formal opening of the
meeting and the presentation of the participants may establish rank,
precedence, and other aspects of each party’s relationship to its counterpart.
Initial remarks: This step primarily sets the tone of the conference. The
remarks do not deal with matters of substance.
Formalities. Introductions, rituals, a statement of purpose, or charter, or a
review of the background to the conference may come at this step.
Statement of the problem. The reasons for the negotiation are summarised
in unequivocal words. This should be a step to a statement of the goals
desired.
Establishing ground rules. Matters such as the use of facilities, seating
arrangements, work schedules (hours, breaks, etc.) and support services
can be discussed.
Establishing the agenda. This is vital. You must ensure that all the items you
consider critical are on the agenda, or can be introduced at appropriate (or
advantageous) or vital times.
Discussion - give and take. This includes not only bargaining, but all the
activity of working out an agreement. This is the problem solving stage, the
crux of the negotiation. This is where the art of negotiation, good or bad is
displayed.
Conclusion. Agreements may be reached in stages, and there may several
stages at which agreements are reached. Great care should be taken at this
stage against any possible misconceptions.
Developing an agreement. This may vary between nodding of heads in
agreement or the construction of a complex legal document.
Review and adjustment. A formal agreement may be examined for
loopholes, ambiguous words or phrases etc.
Ratification. This can range between the parties saying ‘okay’, shaking
hands or be far more complex and need some type of formal ratification.
110
6-Management
Tomorrows Manager - A Profile

Tomorrows manager and or leader will:
Be able to inspire by contagious enthusiasm.
Have a high standards of ethics and integrity.
Have high energy levels.
Have courage and commitment.
Have high levels of creativity and be unconventional.
Be goal orientated, though realistic.
Have a high degree of organisational ability.
Be able to establish priorities.
Encourage team working and selfless, organised effort.
Possess inner confidence and a have desire for knowledge.
Be mentally and physically fit and alert.
Be fair and respectful of others.
Value creativity.
Enjoy taking risks.
Establish long term growth.
Welcome being challenged and questioned.
Not be afraid to challenge and question.
Encourage an increased understanding of people.
Welcome fresh ideas and perspectives.
Admit mistakes and adapt to change.
What attributes do you require to be A WORKAHOLIC?

You do not think you are one, or admit to being one.
You work through lunch and tea breaks.
You work while waiting on the telephone.
You get up early, regardless of when you go to bed.
You can’t keep away from work on weekends, and ‘clean up’ then.
You work on holidays.
You take pen and paper to bed with you.
You find it difficult to do nothing.
You are energetic and competitive.
You are able to work any time and anywhere.
Travel time is used to process paper work.
You are loath to take holidays.
You are not looking forward to retirement.
Your work habits exceed expectations.
Your work is important by its sheer volume.
Much of your work is for work’s sake, with little major impact.
Statistics suggest few workaholics ever become a successful C.E.O.
111
Law of Contract
A valid contract is an agreement made between two or more parties
whereby legal rights and obligations are created which the law will
enforce.
The main purpose of the law of contract is to establish under what
circumstances a person is legally bound by promises made.
In order to determine when a person is bound by a promise made, the
essential elements of a valid contract must be present.
There are six essential elements that must be present for a contract to be
considered valid.
1) The parties must have intended to create a legal relationship, rather than
simply a domestic or social one.
2) Agreement must be reached through an offer by one party and the
acceptance of the offer by another party. Both an offer and an acceptance
must be present to form the second essential element of agreement.
3) Consideration must be present, unless the contract is a formal one, in
which case the form replaces the need for consideration. Consideration
is something of value passing from one party to another in return for a
promise to do something.
4) The parties to the contract must have the legal capacity to enter into a
contract. Capacity refers to one’s recognised ability under the law.
5) The parties to the contract must have given their genuine consent to
proceed as agreed in the contract. Circumstances could arise where one
of the parties has been forced by circumstances to proceed with a
contractual arrangement without really giving full consent. Although
intention and consent both consider the thought processes of a person,
they are two distinct elements. Intention is related to whether the
agreement was meant to be legally binding, and consent deals with a
person’s free will agreement.
6) The object of the contract must be a legal one for the rights to be
enforceable. If the parties contract to enter into an activity that is illegal,
then the contractual arrangement will not be valid.
112
6-Management
Some Business Acronyms
AIDA Attention, interest, desire, action OC Operating characteristic

AOQL Average outgoing quality limit OEM Original equipment
AQL Acceptable quality level manufacture
AS Australian Standard
PDCA Plan, do, check, act
CAD Computer aided design PERT Programme, evaluation and
CAM Computer aided manufacturing review technique
C&F Cost and freight POS Point of sale
CBT Competency based training
CEO Chief Executive Officer QA Quality assurance
CIF Cost, insurance and freight QAE Quality assurance engineering
CPM Critical path method QBS Queen bee syndrome
CRM Customer relationship QCS Quality customer service
management QIS Quality information system
QM Quality management
EDI Electronic data input QWG Quality workshop group
QWL Quality of work life
FAS Free alongside ship
FIS Free into store R&D Research and development
FMCS Fast moving consumer goods RDO Rostered day off
FOB Free on board RHIP Rank has its privileges
FOW Free on wharf ROI Return on investment
RPL Recognition of prior learning
GM General Manager RRP Recommended retail price
HRM Human resource management SBU Strategic business unit
HRPD Human Resource Planning and SPC Statistical process control
Development SWOT Strength, weaknesses,
opportunities, threats (analysis)
IT Information technology
IQL Indifferent quality level TQM Total quality management
JIT Just in time manufacturing TES Technology enabled selling
Kaizen Japanese concept of continuing USP Unique selling point
improvement in all aspects of a
persons home and work life VAM Value adding manufacture
KISS Keep it simple, stupid VAM-M Value adding management
manufacture
LTU Long term unemployed VSP Voluntary separation package
LQL Limiting quality level
MBO Management by objectives WIIFM What’s in it for me?
MD Managing Director
MIS Management (or Marketing)
information system
MIT Managing information
technology
MRP Materials resource planning
113
How do you rate as a manager?

Moder Average Rarely Definite
Definite -ately perfor- effec- weak-
strength effective mance tive ness
1. Am I sensitive to my actions on my subordinates?     

2. Do I understand their reactions to my actions?     
3. Do I find an appropriate balance between
encouragement and pressure?     
4. Do I allow subordinates to express ideas and opinions?     
5. Am I effective at motivating subordinates?     
6. Am I able to resolve conflicts in a constructive way?     
7. Have I developed teamwork with subordinates?     
8. Do I have a clear understanding of my work role?     
9. Am I tactful in disciplining an employee?     
10. Do I have a personal plan for self-improvement?     
Time Management
1. Do I have a time-scheduling system?     
2. Do I avoid reacting to the pressures of the moment?     
3. Do I avoid concentrating on particular functions or
types of problem just because I find it uninteresting?     
4. Do I schedule particular kinds of work at special times
of the day or week to take advantage of my own
energy/effectiveness levels?     
5. Am I in control of the amount of fragmentation and
interruption of my work?     
6. Do I balance current, tangible activities with time for
reflection and planning?     
7. Do key problems/priorities receive the attention they
deserve?     
8. Do I make use of time saving devices such as dictating
machines and PCs?     
9. Do I have priorities clearly in mind most of the time?     
10. Do I have the necessary information available to me
at the right time to meet my deadlines?     
Delegation
1. Do my employees understand our objectives and know
what is to be done, when, and by whom?     
2. Do I know which of my responsibilities I must meet
myself and which I can delegate?     
3. Do I encourage initiative in the people I supervise?     
4. Do I often leave the final decision to my employees?     
5. Do I avoid doing my employees work?     
6. Do I show genuine interest in my employees work?     
7. Am I confident that my subordinates can handle the
work I give them?     
8. Do I give employees the guidance, training and
authority they need to make decisions independently?     
9. Do I regularly assess the quality of my work and that
of my employees?     
10. Do I use delegation to help my employees gain new
skills and grow in the organisation?     
114
Index
Acronyms, some business 113 motivation 50 by objectives 14-16, 25, 99

Actions, political 103 Entrepreneur’s checklist, an 94 safety 34
Advertising, 10 quick points 61 Evaluating personal strengths staff, let’s talk about it 26
After the sales interview 80 and weaknesses 3 strategic 5
Aims and objectives 2 Evaluation, an interview 39 Time 97
An entrepreneur’s checklist 94 Executing change 104 Manager
Analysis, training needs 40 Expectations, telephone how do you rate as? 114
Are you Expenditure plan, marketing 55 rating your 51
a people person? 107 tomorrows, a profile 111
a professional salesperson? Family financial planning 9 Managers
73, 74 Feedback and competencies 93
a quality service change 103 effective 115
professional? 67 systems 103 Managing
an effective communicator? Financial problems, indications change 101, 102
49 of 109 time 97
an effective salesperson? Financial planning, family 9, 10 transition under MBO 99
72 Five year plan 14-16 Market
Assessing changes in intelligence, gathering 63
effectiveness as a result of Gathering market intelligence leader, 64
training 28 63 research 56, 57
Audit, marketing 59 Goal setting 105 Marketing,
Goals and objectives, personal Audit 59
Budget, a 13 27 Basic questions, checklist 58
Business Expenditure plan 55
acronyms 113 Handbook, employee 37 Implementing the plan 54
a of your own, why start? Handling complaints 65 Plan, outline 53
82 How do you rate as a Measuring customer satisfaction
communication 48 manager? 114 64
is yours well run? 108 Human resources 35 Measuring sales performance 78
new 82, 84, 85 Media, 61
planning 6-8, 10 Image 47, 60 Mission statement 4
Implementing the marketing Moments of truth 68
Can you handle change? 104 plan 54 Monitoring service levels 63, 66
Change 100-104 Index,an, to measure and Morale 46
Checklist of basic marketing monitor service levels 66 Motivation 43, 50, 96
questions, 58 Indicators, key 106 My job - my role 95
Communication Induction 40
and image 47 Innovation and your Needs,
business 48 organisation 86 Training analysis 41
checklist 49 Intelligence, marketing 63 work related 36
Competencies and managers 93 Interview Negotiation conference, the 110
Complaints, handling 65 after the sales 80 New business 82
Conference, negotiation, the evaluation 39 product development 90
110 Job 38 product, launching 85
Contract, law of 112 what will I ask? 38 product, or service, a 76, 85
Contributions to total cost 87 Is it? 85
Cost, contributions to total 87 Is your business well run? 108 Objectives
Customer satisfaction, aims and 2
measuring 64 Job and results, sample 17
descriptions 21-25 managing by 14-16, 25, 99
Danger signs, financial 109 interview 38 personal 28
Delivering quality service 62 my 94 Observing as an evaluative
Development, new product 90 Key indicators 106 technique 29
Does your workplace suffer from Occupational health and safety
morale problems? 46 Launching a new products 83- 30-33
85 Opportunities 83
Effective managers 93 Law of contract 112 Organisational structure 20
Eight elements in the planning Leader, market 64
of change 100 Leadership 92 Package, salary, a 42
Effective sales person, are you, Let’s talk about it 26 Paradigms 20
an? 72 Performance
Employee Management, review, a 44
handbook 37 a rating form 45 sales, measuring 78
115
People person, are you? 107 70 Writing a submission 11, 12

Personal sure signs you need a
goals and objectives 28 holiday 98
requirements, selling 75 Simple test, new product 85
strengths and weaknesses Some quick prompts for a
3 Strategic Plan 18
Planning, financial 9, 10 Staff - management 26
Political actions 103 Standards
Preventing injuries 30-33 sales performance 78
Product-idea rating device, a 89 telephone 71
Product or service, a new 83- Strategic
85 management process 5
Productivity and motivation 43 Plan, prompts 19
Professional service 67 Strategy, sales and marketing
76
Quality service 62, 88 Strengths and weaknesses,
personal 3
Rating Stress 98
device, 89 Structure, organisational 20
form for management 45 Submission, writing a 11, 12
product, a 85, 89 Successful, what makes a
your manager 51 company? 88
Record keeping 13 Sydney Business Centre 7, 8
Record, sales time 79
Relationship selling 77 Telephone standards 71
Requirements, personal, selling Threats 83
75 Time management 97
Research, market 56, 57 Time, sales record 79
Review, performance, a 44 Tomorrows manager 111
Reviewing service 68 Total cost, contributions to 87
Training
Safety management 34 assessing changes in
Salary package 42 effectiveness 28
Salesperson needs analysis 41
are you a professional? 73, Transition in management
74 styles under MBO
are you an effective? 72 Twenty work related needs 36
Sales
and marketing strategy 76 What
check list 74 blocks business
interview, after the 80 communication? 48
performance, measuring 78 is quality service? 88
person effective, are you? makes a company
72 successful? 88
process, seven steps 70 makes a good manager? 93
time record, a 79 makes a market leader? 64
Sample objectives and results makes managers effective?
17 93
Satisfaction, customer 64 makes you competitive? 59
Selling, relationship 77 motivates an employee? 50
Selling, some personal motivates people at work?
requirements 75 96
Service type of image does your
levels, monitoring 63, 66 company project? 60
professional, are you? 67 type of leadership should
quality, delivering, 62 ... 92
quality, what is? 88 type of media should I
reviewing 68 use? 61
typical moments of truth 68 Why start a business of your
Setting personal goals and own? 82
objectives 28 Win - Win 73
Seven Work related needs 36
steps in the sales process Writing a job description 21-25
116

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101

Checklists and prompts for planning, managing,

Tel: (61 2) 6679 1051

Copyright 1996-2007 Martin Books

All rights reserved. No part of this book may be reproduced or transmitted in

National Library of Australia

101 Business Checklists

■ First published September 1996

Martin Books have a combined range of more than 100

This book was originally prepared in response to many requests from

5 New business and products....................................................81

Aims and Objectives

• To establish market leadership in 1)

Evaluating personal strengths and weaknesses

Rate your self on each of the characteristics listed below.

Further the mission statement should define:

The Strategic Management Process

EVALUATE IMPLEMENT FORMULATE

A Business Plan outline

A Business Plan format

The PURPOSE of This PLAN

continued on next page ...

A Business Plan format

Family Financial Planning

A 12 Step Programme for Family Business Planning

1. Analyse past performance.

2. Use an Industry profile.

3. Identify critical factors for success.

4. Decide on family profit targets.

5. Set efficiency standards.

6. Plan several years ahead in summary

7. Detail next years plan by month by month.

8. Check sales projections.

9. Check expense expectations.

10. Project financial resources.

11. Prepare a weekly cash flow.

12. Use reports and graphs to control progress.

2. Nature and scope of the work / problem

5. Budget and supporting documents

7. Project management details

A BUDGET and BASIC RECORD KEEPING

Budget for Actual Deviation

Net profit / loss

Net profit after Tax

Managing by Objectives (M.B.O.)

Managing by Objectives (M.B.O.)

F. Human Resources Plan

G. Research Department Plan

Managing by Objectives (M.B.O.)

H. Finance Department Plan

I. Legal Department Plan

L. Review of procedures and schedules

M. Procedure for effecting changes in plan

Sample Objectives and Results

Some quick prompts for a Strategic Plan

OUR VISION OUR OBJECTIVES KEY SUCCESS

OUR PROGRAM and AIMS

OUR ACTIONS and TARGETS

COMMUNICATION Downward Multi directional

DECISION MAKING Autocratic Democratic,

WORK RELATIONSHIPS Competitive Collaborative

WORK STRUCTURING Departments, Groups, teams

SKILL BASE Specialisation, Multi skilling