Why Non-Salespeople Need to Know How to Sell

Many non-salespeople do not realize that they, too, need to be adept on some level at selling. Whether they have to sell ideas to their superiors at work or convince family members to support their personal choices, they must use some basic skills of persuasion. There is not a need to look for a sign that reads "Get sales coaching here." Non-salespeople just need to know a couple of things that can help even the most timid person win someone over to their positions.

Be helpful

It does not go over when when selling is labeled as selling. People always want to know what it in it for them if they give the support they are being asked to give. New ideas have to be presented to others in a way that shows them the benefit. The best tool in a non-seller's arsenal is the ability to probe for other people's needs. Once they are identified, it is easy to suggest a product, service or change that will meet those needs.

Do not sell

Although sales are a necessary part of life, it seems there are few, if any, people who want to be the target of a sale. Rather than coming off sounding like a sales pitch, it is more genuine to just have a conversation with someone. A skillful pitch is one that never presents itself as a pitch. Instead, it is a relaxing, often entertaining, talk in which the other person reveals much more than he is telling.
When people hear the word sales, they tend to become a bit intimidated and standoffish. They typically prepare themselves to hear something that is not completely honest. Almost every conversation is a sale, though. It is just parading under another name.

The quality indicators

Quality indicators of user processes (Drivers main directions of the risks, liabilities, financial, marketing, commercial)

As part of the approval process with Basel 2 instances of trust, quality indicators should focus mainly on:

* The validity of the SI risk management
* The performance score of grant, the organization of the rating systems and delegation
* Compliance with the risk strategy in terms of authorization and action limits

These include examples of indicators as the rate of customer doubtful with a healthy note, the rate of third unrated or with a note too old, or the rate of others rated their group.

To control effectively the quality of each indicator, it is essential to have previously defined a responsible business and responsible SI (the MOA) on each of the data information system.

The process of defining indicators is iterative, since the priorities may change based on improvements. To control them properly, it is preferable to retain only 10 in the first place. The dashboard can be enriched progressively as the process will be better understood by employees and more mature. For an effective control, must not exceed twenty indicators, which requires the definition of an arbitration process indicator to be adopted.

Once the dashboard as defined with the various indicators chosen, it must be operated and monitored on a recurring basis. Identified as significant variables of a state, the indicators need to restore an image quality of the management of risks by focusing on the area’s most sensitive to the context and business goals. As a minimum, an annual review to define the quality policy to hold, but the quality is a daily challenge; do not forget to make some adjustments over the water...