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AUTO WORKSHOP MANAGERS HANDBOOK

GENERAL AUTO WORKSHOP MANAGERS HAND BOOK

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INDEX :

1. The Manager or Owner.

2. The Workshop Manager.

3. The General Secretary.

4. The Mechanic(s).

5. The Mechanic’s Assistant.

6. The Parts Cleaner.

7. The Workshop Cleaner.

8. The Driver(s).

9. Answering the Telephone.

10. Making a Booking for a Customer.

11. Opening a Job Card for a Customer.

12. Ordering spares for a Job Card.

13. Completing a Job Card.

14. Settling a Job Card by a Customer.

15. Daily Banking.

16. Job Card Register and Filing Job Cards.

17. Ordering Spares for Stock.

18. Filing Creditor Invoices.

19. Wages - Salaries Register.

20. The Bookkeeper.

21. Files to be kept by the Manager.

22. Documents used by the Business.

23. Rubber Stamps used by the Business.

24. Books to be used by the Business.

25. Market Target and Marketing the Business.GENERAL AUTO WORKSHOP MANAGERS HAND BOOK

1. THE GENERAL MANAGER OR OWNER:

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1.1 The General Manager has to be on the premises 15 (fifteen) minutes before work commences.

1.2 If the General Manager is not on the premises the Workshop Manager is to take charge as Acting Manager.

1.3 The General Manager is responsible for all duties on the premises and managing the business in full.

1.4 The General Manager is to hand work to the Mechanic and to see that the Mechanic’s name is entered on the right top corner of the job card.

1.5 The General Manager is to inform the Mechanic how much time is allowed on a specific job.

1.6 The General Manager or the Workshop Manager are the only people to test drive a vehicle.

1.7 The General Manager is to answer the telephone if the General Secretary is not on the premises.

1.8 The General Manager is responsible to open the post and to see that Rent, Electricity, Telephone and all other accounts are paid.


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2. THE WORKSHOP MANAGER:

2.1 The Workshop Manager has to be on the premises 15 (fifteen) minutes before work commences.

2.2 The Workshop Manager is to act as General Manager if the General Manager is not on the premises.

2.3 The Workshop Manager is responsible for all duties performed in the workshop only.

2.4 The Workshop Manager is to see to all Workshop Safety Regulations.

2.5 The Workshop Manager / General Manager is responsible to drive vehicles in and out of the workshop.

2.6 The Workshop Manager is to see that all mobile vehicles awaiting parts, not in running condition are pushed out of the workshop in the morning, locked up outside and then pushed back at the end of the day.

2.7 The Workshop Manager is to see that all vehicles worked on same day are in a clean and presentable condition before customers arrive for collection. Check on license holders, rear window stickers, rear view mirrors adjusted and car mats in neat position.

2.8 The Workshop Manager is to check every morning that all tools and equipment are in place and the workshop is neat and clean.

2.9 The Workshop Manager is responsible for tools and workshop equipment - maintenance.

2.10 The Workshop Manager is responsible to check and control stock level on chemical cleaner and consumables used in the workshop.

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3. THE GENERAL SECRETARY:

3.1 The General Secretary has to be on the premises 15 (fifteen minutes) before work commences.

3.2 The General Secretary is to take instructions from the General Manager or Workshop Manager only.

3.3 The General Secretary is not to give any quotes to a customer or work to a mechanic if the General Manager or Workshop Manager is on the premises.

3.4 The General Secretary is to keep a small effective and up to date First Aid Kit on the premises.

3.5 The General Secretary is entitled to 15 (fifteen) working days per annum paid leave.

3.6 In some cases an ‘Office Assistant’ can be employed to help performing the General Secretary’s duties.

3.7 General Secretary Duties:

3.6.1 The General Manager’s Secretary. 3.6.2 Answering the telephone. 3.6.3 Making bookings for Customers. 3.6.4 Opening Job Cards for Customers. 3.6.5 Fitting key tags on Customer’s keys and to hang on keyboard. 3.6.6 Ordering spares for Job Cards.* 3.6.7 Completing Job cards WITH the General Manager (or Workshop Manager) 3.6.8 Customer to settle Job Cards. 3.6.9 Daily Banking. 3.6.10 Keeping Job Card Register up to date. 3.6.11 Filing completed Job Cards. 3.6.12 Ordering Spares for stock with General Managers approval.* 3.6.13 Filing Creditors Invoices after cross reference done on back of document. 3.6.14 Wages and Wage Register. 3.6.15 Keeping Petty Cash and Cash Book. (Cash book, if Cheques are used). 3.6.16 Keep a desk calendar. 3.6.16 Making Coffee if limited staff.

*NB: The General Secretary’s Office Assistant can help with this duty. Or in some cases a ‘Spares Clerk’ to be employed.

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4. THE MECHANIC:

4.1 The Mechanic has to be on the premises when work commences. (ex. 8:00am - 1:00 lunch 1:30 - 5:30pm)

4.2 The Mechanic will get 8 (eight) free new overalls per annum. Four (4) overalls every 6 (six) months. A register is to be kept by the General Manager for this purpose. It is expected from the Mechanic that he is neat and clean every day.

4.3 The Mechanic is to take instructions only from the General Manager or in his absence from the Workshop Manager.

4.4 The Mechanic is not to commence any work without a Job Card number. This Job Card number is to be entered on his Daily Time Sheet.

4.5 It is the Mechanic’s sole duty to see that he has and use his Time Sheet correctly.

4.6 The Mechanic is NOT allowed to discuss or debate with a customer on repairs. Customer is to be referred to the Workshop Manager.

4.7 The Mechanic is to work out (determine) the spares required on the job as soon as possible and not to replace unnecessary parts. Remember we gave the customer a quotation.

4.8 The Mechanic must remember our motto, “we work as if the factory did the job”. A job must not only be done right it must also look right. Always use fender covers.

4.9 The Mechanic is to see that the ‘parts cleaner’ will not loose or brake any parts.

4.10 The Mechanic is to see that all old parts are placed in a plastic bag in the Customer’s vehicle and that his work bay is cleaned after every completed job.

4.11 The Mechanic is not allowed to modify any hand tools or equipment. He is not allowed to borrow any tools, outside our workshop.

4.12 The Mechanic is to report any broken tools or equipment to the Workshop Manager immediately. He will be responsible for any tools lost or broken whilst using such.

4.13 The Mechanic is entitled to 15 (fifteen) working days per annum paid leave.

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5. THE MECHANIC’S ASSISTANT:

5.1 The Mechanic’s Assistant has to be on the premises when work commences. (ex. 8:00am - 1:00 lunch 1:30 - 5:30pm).

5.2 The Mechanic’s Assistant will get 8 (eight) free new overalls per annum. Four (4) overalls every 6 (six) months. A register is to be kept by the General Manager for this purpose. It is expected from the Mechanic’s Assistant that he is neat and clean every day.

5.3 The Mechanic Assistant is to take instructions only from his Mechanic or in his absence from the General Manager or Workshop Manager.

5.4 The Mechanic’s Assistant is to see that all the hand tools and equipment used by his Mechanic is clean and in place before he leaves the premises.

5.5 The Mechanic’s Assistant is entitled to 15 (fifteen) working days per annum paid leave.

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6. THE PARTS CLEANER:

6.1 The Parts Cleaner has to be on the premises when work commences. (ex. 8:00am - 1:00 lunch 1:30 - 5:30pm).

6.2 The Parts Cleaner will get 8 (eight) free new overalls per annum. Four (4) overalls every 6 (six) months. A register is to be kept by the General Manager for this purpose. It is expected from the Parts Cleaner that he is neat and clean every day.

6.3 The Parts Cleaner will take instruction from the Mechanics, Workshop Manager and General Manager only.

6.4 The Parts Cleaner is responsible for loosing or braking any parts whilst cleaning.

6.5 The Parts Cleaner is not allowed to do any repairs or work on a vehicle.

6.6 The Parts Cleaner is to wash vehicle engines by request from Mechanics, Workshop Manager or General Manager.

6.7 The Parts Cleaner is entitled to 15 (fifteen) working days per annum paid leave.

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7. THE WORKSHOP CLEANER/S:

7.1 The Workshop Cleaner has to be on the premises when work commences. (ex. 8:00am - 1:00 lunch 1:30 - 5:30pm).

7.2 The Workshop Cleaner will get 8 (eight) free new overalls per annum. Four (4) overalls every 6 (six) months. A register is to be kept by the General Manager for this purpose. It is expected from the Parts Cleaner that he is neat and clean every day.

7.3 The Workshop Cleaner is responsible for cleaning the Admin Offices, Workshop Floor, Drive Way and Parking Area neat and clean.

7.4 The Workshop Cleaner is not allowed to do any repairs or work on a vehicle.

7.5 The Workshop Cleaner is responsible for the washing and cleaning of Customer cars.

7.6 The Workshop Cleaner is responsible to replace license holders and rear window stickers on customer vehicles. (Managers to ensure that sentimental stickers or license holders not removed)

7.7 The Workshop Cleaner is entitled to 15 (fifteen) working days per annum paid leave.

GENERAL AUTO WORKSHOP MANAGERS HAND BOOK9

8. THE DRIVER:

8.1 The Driver has to be on the premises 15 (fifteen) minutes before work commences. (ex. 8:00am - 1:00 lunch 1:30 - 5:30pm).

8.2 The Driver will get 8 (eight) free new dust coats per annum. Four (4) dust coats every 6 (six) months. A register is to be kept by the General Manager for this purpose. It is expected from the Driver that he is neat and clean every day.

8.3 The Driver is to wear a dust coat while on duty or out on a drive.

8.4 The Driver is the only person to be send by Management for personal duties.

8.5 The Driver is to take instructions from General Manager, General Secretary and Workshop Manager only.

8.6 The Driver is NOT to pick up ANY passengers outside of the premises.

8.7 The Driver is not allowed to use company vehicles after hours.

8.8 The Driver is responsible for keeping company vehicles clean at all times.

8.9 The Driver is not allowed to do any repairs or work on a vehicle.

8.10 If the driver had to go and fetch a customer with his/her own vehicle after completion of the work the driver has the right to drive into the workshop to ensure the customer will not drop him off and drive away without paying. If the Customer is driving back, the Driver can ask the Customer to stop inside the workshop.

8.11 The Driver is entitled to 15 (fifteen) working days per annum paid leave.

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9. ANSWERING THE TELEPHONE:

9.1 It is the General Secretary’s duty to answer the telephone.

9.2 “The company Name” “Good Morning” “Goeie Môre” or “Good Afternoon” “Goeie Middag”

9.3 If the person ask for the Manager, the General Secretary’s reply will be; “Is this personal or in connection with repairs?” If personal let go through or offer to help if with a booking. Do not attempt to diagnose over the telephone, Allow customer to talk to General manager or Workshop Manager.

9.4 If a new Customer phone in, the General Manager or Workshop Manager has to be called immediately.

9.5 No telephone quotations are to be given by the General Secretary, without the Manager’s consent.

9.6 Should a Customer phone and complain about work done within, 7 (seven) days the General Secretary has the right to ask the customer to return the vehicle, without the Manager’s consent. However the General Manager is to be informed immediately.

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10. MAKING A BOOKING FOR A CUSTOMER:

10.1 The General Secretary will use an A4 diary for this duty. This diary must always be on the reception desk.

10.2 No telephone prices or quotations are to be given to a Customer without the General Managers approval.

10.3 The following info is to be entered in the appointment diary:

10.3.1 Customer’s or Company Name 10.3.2 Contact numbers of the Customer and or e-mail address 10.3.3 The Year, make and Model of the vehicle 10.3.4 Customers Instructions, example; Major Service or Check brakes?

10.4 An estimated quotation can be arranged by Manager.

10.5 If customer enquire about opening account, only General Manager has to make arrangements.

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11. OPENING A JOB CARD FOR A CUSTOMER:

11.1 Job Cards will only be opened on instruction of the Manager or if a booking has been made prior to this.

11.2 Means of payment to be determined first: Cash, Credit Card or EFT etc. (sorry we do not accept cheques from someone not known by us) If regular Customer and means of payment is known not necessary to ask. We do not want to open a Job Card and then the customer asks for credit or terms. Or do we want to spend money and time on job and the customer does not have money.

11.3 Do not open or accept work on behalf of a third party person. There is no detention right on a third party vehicle. If the vehicle is not registered in the individuals name you can not take a chance to spend money. What if the owner does not want to pay?

Note: If vehicle is on HP or lease banks will also be able to extend credit for repairs required.

11.4 If any problem with 11.2 consult General Manager immediately.

11.5 Ensure that the customer details are completed properly. Note that the full address must be entered.

11.6 Confirm year of manufacture, make and model is correct for spares to be used.

11.7 Customer instructions must be entered clearly on Job Card. If quotation was given confirm price.

11.8 Customer or driver must sign Job Card after completion.

11.9 Ensure that the key is handed over before the customer leaves the premises.

11.10 The Job Card can now be placed in the ‘Job Cards in Progress Desk File’

11.11 If a Job Card is to be cancelled for whatever reason two persons (office staff) must sign that Job Card.

11.12 The General Manager or Workshop Manager will now hand the job to a described Mechanic in the workshop.

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12. ORDERING SPARES FOR A JOB CARD:

12.1 An A4 diary (or neat hard cover book) is to be used for a list of spares required on a certain job prior to an official order be made out. The list has to be approved by the General Manager. Spares not carried in stock can only be ordered on approval of General Manager or Workshop Manager after that a Job Card has been opened.

12.2 An official “your business name” order is to be used when ordering spares required on a job for spares not kept in stock. Confirm item prices before ordering, including or excluding VAT.

12.3 The Job Card number has to be entered on order form. (for cross reference purpose, to see on which jobs spares was charged out)

12.4 If spares will be purchased for cash the C.O.D. rubber stamp must be used on both copies of the order book. This is to prevent the supplier charging us again at a later stage.

12.5 It is advised to put the contact person’s name and time ordered on the order form.

12.6 On delivery (or collection) the spares is to be checked by the Mechanic to ensure that is the right spares.

12.7 The spares has to be charged out on the Job Card before releasing to the Mechanic.

12.8 Use the correct format on charging spares out (cost plus 20% example.) confirm price with General Manager if not sure.

12.9 The ‘Invoice Stamp’ is to be put on the back of the invoice. The invoice has to be cross referred to the Job Card where it was charged out. Job Card number must appear on back of invoice and amount charged out on Job Card.

12.10 In case of C.O.D. invoice the ‘PAID’ rubber stamp must be stamped on back of invoice.

12.11 Invoices must be placed alphabetically in ‘concertina file’ after that it has been processed.

12.12 The ‘concertina file’ is to be emptied every last day of the trading month and then be filed in a ‘lever arch file’ (it will be wise to divide the invoices alphabetically with a blank A4 paper sheet with ‘side tag’).

NB: Spares carried in stock must be charged out on Job Card before taken out of spares department.

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13. COMPLETING A JOB CARD FOR A CUSTOMER:

13.1 Once a vehicle is repaired or serviced the General Manager or Workshop Manager will test drive the vehicle and make sure it is ready for collection. The said Manager will inform the General Secretary that the vehicle is ready for collection. Then the Job Card can be completed.

13.2 A Job Card can only be completed with the assistance of a Manager, General or Workshop Manager unless not one of them is on the premises. It is wise to complete the Job Card before the Customer is on the premises.

13.3 Once a Job Card has been completed the Customer can be informed that the vehicle is ready for collection. A suggestion can be made to e-mail a copy or the total amount of the completed Job Card to the Customer.

13.4 The Job Card can now be kept in the ‘Completed Job Card Desk File”

13.5 If a Job Card is to be cancelled for whatever reason two persons (from staff) must sign that Job Card.

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14. SETTLING A JOB CARD BY A CUSTOMER:

14.1 It is the General Secretary’s duty to inform the General Manager that a Customer is on the premises to collect his/her vehicle.

14.2 Then it is the General Manager’s duty to see the customer off after payment of the said Job Card.

14.3 If Customer pay cash, count the amount in front of Customer, if customer pay by Credit Card ensure that payment goes through. Customer can also do EFT from your premises and or use your computer.

14.4 Once customer has paid the Job Card can be stamped ‘PAID’. On Credit Card and EFT payments the Job Card has to be stamped ‘PAID’ EFT or Credit Card.

14.5 If paid by cash it is the General Secretary’s duty to place the cash in the ‘wall safe’ with the corresponding Job Card number. At the end of the day the General Manager is to ‘cash up’.

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15. DAILY BANKING:

15.1 Daily Banking is the General Secretary’s duty every following morning.

15.2 All Job Card cash amounts to be banked must be entered on the fixed copy in the bank deposit book.

15.3 If any cheques to be banked the stamp with the business stamp on the rear end of cheque (for bank security reason)

15.4 Job Cards must be stamped ‘BANKED’ once entered in deposit book.

15.5 Once the Job Card amount has been banked the Job Card details can be entered in the Job Card Register.

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16. JOB CARD REGISTER AND FILING JOB CARDS:

16.1 The General Secretary is responsible to enter all completed Job Cards in the ‘Job Card Register’. The Job Cards must be in numerical order.

16.2 Once the Job Cards has been entered in the Job Card Registered it can be filed in a ‘Lever Arch File’. This is to be done in numerical order. It is suggested to use the same colour files for example all completed Job Cards.

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17. ORDERING SPARES FOR STOCK:

17.1 It is the General Secretary’s duty to order spares for stock approved by the General Manager as a stocking item. Example; Oil filters, spark plugs, globes and fan belts etc.

17.2 ‘Stock levels’ is to be used to control stock on hand.

17.3 In case there is only one or two items to be ordered it can be noted in the ‘Order Book’ and the order will be referred to as an ‘Open Order’

17.4 It is the General Secretary’s duty to see that all spares ordered and invoiced to us are supplied.

17.5 Use price tags to price items and spares run in alphabetical or numerical order from left to right on a shelf. The low numbers starting from top of the shelf to bottom.

NB: The General Secretary’s Office Assistant can help with this duty. Or in some cases a ‘Spares Clerk’ to be employed.

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18. FILING CREDITORS INVOICES:

18.1 It is the General Secretary’s duty at the end of each month to ensure that all creditor invoices from the ‘concertina file’ are filed in a ‘Lever Arch File’ (Creditors Invoice File) in alphabetical order, divided by a blank A4 sheet with side tags.

18.2 The General Secretary can draw up a VAT list from the ‘Creditors Invoice File’

18.3 All the VAT amounts charged on ‘Creditor Invoices’ must be written down in two columns on an A4 sheet in two groups: “Capital” and “Others”. Spares will go under ‘others’ and any tool or equipment purchased that month will go under ‘capital’

18.4 These amounts will be added separately in total on the last page to determine the amount allowed to claim from VAT.

18.5 It is the General Managers duty to calculate and complete the VAT 201 form for VAT payment. You can also ask your bookkeeper to do this.

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19. WAGE AND SALARY REGISTER:

19.1 It is the General Secretary’s duty to do wages, example: Every Friday.

19.2 A ‘Weekly Wage Register’ is to be used for this purpose. (Book obtainable from any book shop)

19.3 The Mechanic’s Time Sheet will be used to determine any overtime worked during the week. The overtime must be confirmed by the Workshop Manager. All deductions made must be confirmed by the Bookkeeper.

19.4 Cleaners and Drivers however will earn a basic wage. All deduction to be confirmed by Bookkeeper.

19.5 By law an ‘Official Wage Envelope’ must be used to show and describe deduction and ‘Nett Wage’ to be displayed.

19.6 Monthly earned Salaries are to be done in a ‘Monthly Salary Register’. (Book obtainable from any Book shop) All deduction must be confirmed by Bookkeeper.

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20. THE BOOKKEEPER:

20.1 The Bookkeeper is preferred to be an independent bookkeeper.

20.2 The Bookkeeper’s duty will be to do Employee’s tax, Unemployment and Workman’s Compensation etc.

20.3 The above duties are to be performed at the First day of each calendar month.

20.4 The Bookkeeper is also to do a annual Financial Statement.

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21. FILES TO BE KEPT BY THE MANAGER:

21.1 The following soft paper files (or box) are to be kept by the General Manager:

21.1.1 Managers Post 21.1.2 Creditor Statements 21.1.3 Employee’s Tax 21.1.4 Unemployment 21.1.5 Workman’s Compensation 21.1.6 VAT Forms etc.

21.2 A 30 (thirty) sleeve plastic file is to be kept for:

21.2.1 Staff ID copies 21.2.2 Staff Drivers License copies 21.2.3 Letters of Appointment 21.2.4 Motor Vehicle Registration copies 21.2.5 Credit Card Agreements 21.2.6 Lease copies 21.2.7 Business Deposit slips

21.3 A Lever Arch File must be kept for Used Time Sheets

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22. DOCUMENTS USED BY THE BUSINESS:

22.1 The following cards and documents are to be used by the business:

22.1.1 Business Cards22.1.2 Marketing Brochures22.1.3 Letterheads22.1.4 Job Cards22.1.5 Complimentary Slips22.1.6 Major Service Check Lists22.1.7 Mechanics Time Sheet22.1.8 Service Stickers22.1.9 License Holders with Business name on22.1.10 Rear window Stickers

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24. BOOKS TO BE USED BY THE BUSINESS:

24.1 The following books are to be used by the Business:

24.1.1 Diary (A4) Customer Daily Bookings24.1.2 Diary or A4 Book for Spares to Order24.1.3 Order Books 24.1.4 Return for Credit Books (RFC)24.1.5 Cheque Book (if prefer)24.1.6 Bank Deposit Book24.1.7 Cash Book24.1.8 Petty Cash Book24.1.9 Wage Book - Weekly24.1.10 Salary book - Monthly24.1.11 Job Card Register - Croxley JB6012 (or simular)

GENERAL AUTO WORKSHOP MANAGERS HAND BOOK27

25. MARKET TARGET AND MARKETING THE BUSINESS:

25.1 Our Market target will be companies in your area.

25.2 Various methods can be used (see Steps to Winning Sales - attached) example:

25.2.1 Cold Canvassing25.2.2 Marketing Letters25.2.3 Monthly News Letters25.2.4 Banners25.2.5 Lighters25.2.6 T Shirts and Caps

25.3 It is the General Managers duty to see that this business is well advertised.

25.4 Make sure that all new potential Customers visiting the premises get a Business Card.

25.5 Make sure your staff is ALWAYS Customer friendly.

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AUTO DIAGNOSTIC Cape Town South AfricaImport Agency for more than 100 Diagnostic Tools and Equipment to the motor trade

51 Athens Road - Table View - 7441 Tel. 021 556 014 074 240 6404 e-mail: [email protected]

website: www.autodiagnostic.co.za

STEPS TO WINNING SALE

MARKETING - SALES REPRESENTATIVES - CUSTOMERS - SELLING

ALL SALES ARE DEVIDED INTO TWO MAIN CATEGORIES:

1. GOODS. Selling stock, example: Pick n Pay, Checkers, Shoe Shops etc.

2. SERVICE. Selling service, example: Doctors, Mechanics, Attorneys etc.

1. MARKETING.COLD CANVASSING / COLD CALLS or BLIND TELEPHONE CALLS.

A. Cold Canvassing is when you visit customers at their premises.

B. Cold Calls is when you use the telephone to make contact with new customers.

A. Cold Canvassing.

Cold Canvassing is one of the best sales methods known.

1. You must have a market target - people that has a need for your product.

Not everyone that needs something can afford it. I always say to people I want to buy a Boeing.

2. The best time to do cold canvassing is from 9am to 3pm.

Make sure that you are neatly dressed and that you do not carry more than the folder or file in which your marketing brochures are kept. Always be firm and friendly. Females has to be careful not to pride on a feminist attitude and pose toward male prospects and visa versa.

3. The main Purpose is to leave a brochure with the owner/manager of the business/company.

When you enter the premises always go for the best ranked person or ask for the owner or manager.

Make a very short introduction example: “I am from Centurion Computers and would like to leave a brochure with you”. Never intrude or brake in on conversations held by people occupying the premises. If time granted to present brochure, always apologize for

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mailto:[email protected]

interference and hand brochure immediately, greet and leave the premises. The brochures will tell the whole story after you left.

B. Cold Calls.

Some reasons why you should make cold calls.

1. You just might make some money. There are some people who will buy your product; the problem is you don’t know who they are and neither do they. Peoples buying motivations change over time, the person who was not a prospect for your (in the market) product yesterday may well be a prospect today. The only way to reach this person is by some method of cold calling. You will get a lot of no’s before you get a yes, that is true, but that is OK, it's all part of the game of selling. The better you become the better the averages and the less No's.

2. It is great practice. Cold calling keeps you sharp. It makes you very good.

Some reasons why you do not like to make cold calls.

1. You try to make too many. Make it easy on you, one call an hour that's all. 8 hour workday = 8 calls x 5 days a week = 40 calls a week x 4 weeks = 160 sales calls a month. You tell me that if you make a 160 more sales calls than you do right now, you are (a) not going to get some business and (b) that you are not going to be a whole lot better on the telephone than today.

a. Make sure you have the right person you want to speak to on the line.

b. I want to know, are you in the market for my product or not, and I want to take the shortest possible path to get to that answer.

2. Fear of rejection. This is exactly why you should make cold calls. Face your fears head on andovercome it. When you do this, you will realize it is not half as bad as you thought it would be.People can be rude and nasty to you, but rejection is a chosen response.

Mental meltdown:

Hang up, without them knowing it, by hanging up while you talk to them. a. You are going to destroy the relationship. If you continue to run your mouth after

mental meltdown, you will say stupid things.b. You will suffer. You will feel horrible. Next time you will find it very difficult to pick up

the phone again.

Five cold - calling questions that pays off.

1. Questions that; will lead to an appointment.2. Questions that; will perpetuate the customer talking.3. Questions that; gain information to keep, and gets the customer talking.4. Questions that; will raise areas of need or dissatisfaction that the customer is not

aware off. 5. Questions that; will disqualify neither the customer nor the salesperson that will

keep us in the game.

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Develop Spheres of Influence.

Grade your customers in Category A, B or C.

A. Good prospect/customer.B. 50/50 customer.C. Poor or not so good.

1. Try not to be all things to all people and classify your customers.

2. Get your -A- customers to send you other customers. Ask them often; gently to point you to people they know that will need your product. You will get referral deals when they like you and trust you. When a referral source gives you a referral and it blows, get back immediately to get another from that source. Never forget a customer and never let them forget you.

3.Customers do not like you and they will share it with you. Give these customers to your partner or someone else who is not like you, to try to sell them. Do not let them tell you what they want, you show them what you got, take it or leave it. Customers that crap on you and screw you around get rid of them.

4. The secret of failure is trying to please everybody, and in the end you please nobody and burn yourself out. People make judgments about you, sum you up, and judge you on their perception.

2. SALES REPRESENTATIVES.

THERE ARE 4 CATEGORIES OF SALES REPRESENTATIVES.

Category - 1 = Hostile & Dominant Category - 3 = Warm & Submissive

Category - 2 = Hostile & Submissive Category - 4 = Warm & Dominant

Category - 1 Hostile & Dominant

The sharks of the selling business, sees people as targets that needs to be won. Sees the world as a hostile place, but wants to conquer it. Rigid and powerful selling in short bursts. Use heavy selling techniques and canned pitches. Highly manipulative and use a lot of pressure when selling.

Category - 2 Hostile & Submissive

They are the black hole of energy in a sales force. They are negative and discouraging as people. They will dump their negativity on everyone, avoid them at all cost. As a sales manager, fire them, get them out of your office, they will demoralize your whole sales department.

Category - 3 Warm & Submissive

They are warm and loving, they just want to be loved and liked. (They believe in the tooth ferry)

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Category - 4 Warm & Dominant (Good sales person)

Understands people buy for their reasons and not yours. People buy on emotions and justify with fact. They help people solve their problems and meet their needs. He does not do things to people or for people, but rather with people - confluent selling.

If you do not feel C - 4, then you act + behave C - 4, and in doing so, your feelings / emotions will follow your actions. The key is not how you feel or who you are, but how you act and behave. In sales nothing is all the time and nothing is always.

Masking: Moving from your primary strategy of state of operation to a secondary state in order for someone else to employ another strategy.

3. CUSTOMERS.

THERE ARE 4 CUSTOMER CATAGORIES.

Category - 1 = Hostile & Dominant Category - 3 = Warm & Submissive

Category - 2 = Hostile & Submissive Category - 4 = Warm & Dominant

Category - 1 CUSTOMER = HOSTILE & DOMINANT

Sees the world as a cold place. A very hostile person. Sees the sales person as someone who wants to do something to them, just want their money etc. Attitude is that of, "don’t try to con me into buying something". He will get the sales person rather than the sales person getting him. He says “your stuff is all junk”. They'll say “sales people lie”. He is making awful flat statements, screaming and loud with a high-pitched voice. He copes with life in "kill first or be killed”. Sees himself as a strong and opinionated person who gets things done. He will convince himself he is right even when he is wrong. He thrives on the challenge and gets off bullying people.

Strategies:

1. Never argue with him, he loves a fight. 2. Key = Do not get hooked in his game; do not get mad, keep calm, keep your cool.

The only people who do not blow deals are those people that do not make deals.3. The Best is to listen and probe. Key = Six honest serving friends, Who - What - When - Where - Why - How. The beauty is that no sentence can be answered "Yes" or "No", using these six. They cause the customer to run his mouth, tell you fully what is on his mind. 4. Probe them; make them talk. The more they talk the better they will like you and the

better they are going to feel about themselves. Stroke them as they see themselves, strong - blunt - in control - assertive. Do not flatter him he will kill you.

5. Ask questions to get the other party to talk, gives them a chance to cool down. When they talk, they get to bleed of their venom; they’ve got to do this in order to feel better. You’ve got to do this to enable you to deal and sell them.

* “Eco technique” = repeat the last four words the person say, that will get them to talk.

* another one is to say "Oh" or "Hmmm".

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6. Last resort; tell him to piss - off and you bring the sale to an end. Not him but you will feel better. They usually "buy in the hope to gain", new bells and whistles and leading edge of

technology. We understand the pain and venom he has, we allow him to bleed it out and get on with business. We can move wherever he is going in the sale.

Category - 2 CUSTOMER = HOSTILE & SUBMISSIVE

Sees the world as a threatening and cold place and as apposed to attacking it, he retreats from it. He pulls inside his shell, like a turtle. They deal with things rather than people. No warmth, no eye contact, no verbal response, except “Hmmm". The more you talk the more he sucks in just like a turtle. He is the type of person who says to you, "gimme your pitch". His view is this, you are the sales person you talk and I am the buyer I listen. When you are through, I will say “I'll think about it" and you will go away. They believe that if we do not say anything then the sales person cannot harm me. A hard close sales person and a buyer like this is the same as a dog barking at a turtle which pulls himself in, after a while the dog gets bored and leave. They cancel on you after they bought from you; usually because of something you did or did not do, however it is never their fault. His method of dealing with the world is to retreat instead of attack. Treat them as introverts until they prove different.

Strategies:

1. Overcome unseen objections that will later cause you a cancellation.2. You will find that the more questions you ask the quicker they begin to answer them. 3. With submissive buyers (people) be sure you do not close too hard, too often and too

early.4. Do not be extrovert’ish, friendly and back slapping with them - you are dead. Talk

slow, talk in a low voice and ask a lot of questions. 5. Trick with them is to find out what they expect a sales person to do and do not do

any of it.6. Be prepared for a long periods of silences, they are slow to answer. If you talk first -

you loose. Remember his view is, you are the sales person you talk, and I am the buyer I will listen.

7. Do not move to fast with these people. They usually "buy for fear of loss". They want to know that things are not going to get worst than what it is. Is your company stable etc? The relationship is build on trust, thus be absolutely trust-worthy. We understand that people have hurt him. He looks at the sale situation as a fearsome experience. We are going to determine what he expects a sales person to do and do not do any of it.

Category - 3 CUSTOMER = WARM & SUBMISSIVE

They are warm. They want to be loved. They want to have lunch and tell you their jokes etc. They are flaky, running all over the place emotionally and changing the conversation, anything to avoid the confrontation.Problem:

They take forever to buy. They commit to everyone and cancel an appointment on you for their or someone

else's reason.

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Strategies:1. With submissive buyers (people) be sure you do not close too hard, too often and too early.Listen to their stories, laugh sincerely at their jokes (even if you are not), love them; if you do not they will not buy from you. 2. Bring them back to your product; move them gently but firmly towards the area of closure. Gently herd them into making a buying decision, no hard closing tactics, especially over hidden objectives. 3. They are easy to sell too. They are easy to close. We understand their need for acceptance and love, all we need them to do is to let them run their mouth and be appreciated. Well, be his friend if that is what he wants.4. Probe for unseen objections, unsolved problems and hidden objections. They want to be loved so they will not tell you about problems. You have to probe for those unsolved problems (think for them) and probe for those before you close. Overcome these unseen objections that will later cause you a cancellation.

Category - 4 CUSTOMER = DOMINANT & WARM (Good customer)

A jewel to do business with! They are interested in mutual candor, full discussions and laying things out. He will tell you exactly what his needs are and his problems. He knows your competition and his open to suggestions. If you have a solution for his problems he will buy from you and give you a fair price.

Strategies:

1. He knows sales people, he will get you talking and cut/reduce your profit. He sees his need because of his personality. He wants to get his problem solved.

2. These people get to it, they get to the bottom line fast. Find out what they need, show them a way to get it and ask for the order. They do not want to spend a lot of time or effort.3. Do not talk to much and talk yourself out of a deal, close the deal.4. Be ready to proof any statements you make.

If you say something and cannot proof it you are dead, he will demand it ( proof ). If you can’t, your credibility will be destroyed.

4. SELLING.1. WORDS DO THE DEAL.

Do not worry about the competition let them worry about you.

The first 3 minutes of a sales call is even more important that the close.

You have to:

1. Be yourself with your customers. 2. Talk less than you listen. ( 80/20 rule )3. Talk to people in a language they understand.4. Look a person in the eye; it is the window to your soul.

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There are two central things people do the way they form attitudes and make buying decisions.

These are the two basic precepts:

1. People buy for their reasons not yours. Therefore the very best sales people listen more than they talk ( 80% is listening and 20% is talking ). When they talk, it is questions to get the customer asking more.

2. People buy on emotion and justify those buying decisions with fact. Make your presentation and products emotionally attractive. When you stand in front of a prospect customer make sure that you are neatly dressed.

The way people form attitudes about you and make decisions about what you are talking to them about.

3. People form attitudes only on 7% on the words you say.38% of people’s attitude about you has nothing to do about what you say, but how you sound when you say it. However, the way you emphasize something when you say it is important. A low - pitched deep voice is trustworthy in our society. People believe such a voice. We tend to believe slow talkers not fast paced talkers. A key factor to good one on one report it to talk at the same rate of speed as your customer. There is no communication between slow and fast talkers.

4. 55% of people’s attitude about you has nothing to do about what you say or how you sound

when you say it, but how you look when you say it ( 55% is non - verbal ). 55% of your ability to communicate with other people is non - verbal.

2. CHOOSING YOURS WORDS.

Descriptive words can raise emotions to buying levels. Keep your conversation simple. Use words you believe your receiver will understand.

55% of your ability to communicate with other people is non - verbal. People buy for one of two reasons: “Hope to gain” - or - “Fear of loss”. Use the telephone for only the most basic kind of communication. If your message is

more difficult, more complex than basic, you better put it in writing or back it up with an appointment. The telephone is an extremely imprecise for conveying information.

Technical data is to be avoided, don’t tell people how things are made - tell people what the product will do for them. You sell what your product / service can do for people. The best sales people are “Dream Merchants”. Customers will try to use this, as a bases for disqualifying you or your product, don’t give them this opportunity.

People calling on you because of an advert you placed on the Internet or a magazine.

Their agenda:

To buy something from you.

They want lots of information from you free.

Want to avoid involvement with sales people.

To eliminate you. They are trying to narrow the field of choice. 35

Our objectives with these people:

NB: We need to meet with them. Get them to come and see you.

Keep a list of questions on you that will bail you out when people unexpectedly call you for information. Especially those times you are in a mental meltdown. Who - What - When - Where - Why - How

For example; Which add are you calling about or who referred you?

Important:

A. Support and agree with the client, always.B. You always need to control the conversation, the sale.C. You have to ask for the appointment, at least every five questions.D. Restrict the conversation to his area of interest; do not talk about the other feature.

3. BEFORE THE SALE.

Why people fail: Having unclear specifics of their objectives.

You have to know where you are in a sale and have some idea of the logical outcome of the sale. In writing, draw yourself up a list of your objectives for every sales call, before you make the call, descending in importance.

1. Sell what you planned, 2. Sell everything that goes with it, 3. Get the customer to agree to another appointment, 4. Make a friend, bring him closer to a sale for the future, 5. Get the customer to give you referrals, someone who might be interested, 6. Get as much information from and about the customer to be more affective in the

future,

Do your homework:

A. Review the acts. Ensure that whatever the method of visuals is that you use, they work.

B. Find out everything about your customer. How long has he been in this business? How did he get started in it? Remember, you sell a customer for their reasons not yours.C. Review the customer's attitude. In what mood, state of mind, frame of mind is he?D. Law of requisite variety. The individual with the widest range of responses controls

the system.

People’s states changes in response to the circumstances they find themselves in.

We change our behaviour based on the outside stimuli. We change our behaviour based on outside experience. Primary strategy is where people spend their state usually.

4. PREDICTING SUCCESS.

The name of the game is to listen to your customer, what does he require ?.

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Three presentations you make:1. The one you are making.2. The one you were going to make.3. The one you give yourself in the car on the way home.

Do your homework:

A. Use the category system in planning your approach to the customer, think about the customer and the behaviour they have exhibited in the past, and how you are going to deal with them. Use this to debrief your sales presentation.

B. Now, make a list of the tentative needs the customer might have for your product or service. Get into the customer's shoes and think why he might want or might need you. This list is going to go with you in your sales meeting.

You need to get off to a good start. You need to build report; you get the customer to talk about that, which is most important to the customer - the customer himself ( self - interest ). e.g., How did you get started into this business? The more we get people to talk about themselves the better they are going to like you.

Statement of purpose:We build so many barriers for ourselves by not telling people what we expect them to do. You have got to tell people why you are there and give them a chance to make an intelligent decision. If I ask you to buy a computer, you can only have three attitudes to this namely; Objection or Indifference or Acceptance, and you can only have one of these at one given time. Learn to perceive my attitude and then how to appropriately respond to it, you will be in a position to respond to me wherever I go without getting into a conflict and keep the sale confluent (flowing).

Initial benefit statement:

The initial benefit statement is your serve. Provide a general need and then briefly tell them how your product fills that need, then SHUT - UP. The customer has only one of three responses to your initial benefit statement; Objection or Indifference or Acceptance. His attitude to our initial benefit statement will largely determine how we are going to deal with him for the balance of the sales interview.

5. USING THE SUPPORT CONCEPT IN SALES.

Probing for needs

1. We need to spend less time talking more time listening and find out what the customer needs.

Ask open non - directive questions, starting usually with, Who - What - When - Where - Why - How, to keep the customer talking.2. Then you want to isolate those needs. ( Write it down on a notepad in front of the

customer ). You need to become an assistant buyer, be on the same team as the customer. 3. When you have the customer’s need you need to compare it to your initial list you

made before you even saw the customer of whatever you thought it might be? 4. Ask questions to get the customer talking. The customer will say (a) things that will

take you closer to your sales goal -or- (b) further away from your sales goal. When he says things that brings you closer to your sales goal support and agree with him, if it is going the other way withhold your support (don't argue) be neutral and say nothing. A lot of the initial objections simply go away.

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5. Key here is to diagnose then prescribe. People can only process 2 or 3 pieces of info at one given time. If you tell the customer 2 things he is interested in, more benefits and futures to your products, you will loose the sale and you will destroy any chances of a possible sale.

6. To steer the conversation to areas that you feel need to be discussed, you need to ask closed questions (direct probe questions) that there is only a Yes or No answer too. We are looking for

undiscovered wants and unfulfilled needs.7. Get a clear agreement with the customer on his needs. Only when we close the loop

and get all three the Advantages - Benefits - Commitment - have you done a decent job of demonstration of benefits. You have got to be prepared to change your assumptions and go with what the customer wants. I need to sell the customer for his reasons not mine.

8. Bottom line, you as a sales person is a resource to the customer. A big pitfall of sales people is talking about things that do not interest the customer.

9. People need support; they need to hear that they are making the right decision. 10. Price is only important when somebody does not want something bad enough.

6. CUSTOMER ATTITUDES AND CLOSING.

The 3 basic attitudes = Objection + Indifference + Acceptance.

Selling is a simple business, although not an easy business. You do not have to be a genius.

(a) We ask questions, (b) we let the customers tell us what they need, (c) and then we become mutual problem solvers by showing them how we can solve their problems, (d) then we let them buy from us.

OBJECTION:

The first time you hear any objection, ignore it, don't get hooked, 80% of the initial objections will go away, if the level of desire for the service or product is build high enough. If it comes up again it is a possible and sincere problem and we need to respond to it. Price is only important when somebody does not want something bad enough. Spend less time battling price and more time selling value. Ask your clients for referrals, it's especially important for high priced sales.

Step 1. Be delighted it came up. An objection once dealt with brings you closer to the sale. Use the word "good point" instead of objection; it is a more friendly approach.

Step 2. Re - phrase that objection or point in a question form. It lets the customer know I take his point serious. Also it makes sure that you truly understand what the objection is.

Step 3. Isolate the objection. If you do not isolate the objection, you will get sucked in to the game of trying to overcome objection faster than the customer can think them up. You can't, you will loose.

Easy objections; you deal with on a straightforward bases. Price is only important when somebody does not want something bad enough. You need to reduce the difference between the value and the price ratio, bring the price down. And break it down to a monthly and even daily figure.

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Hard objections; sometimes they cannot be overcome. Do not believe that every objection thrown your way needs to be overcome, you can't, and it is impossible. Try to go back to your initial needs analysis of the customer and introduce additional benefits to ownership that will raise the desire to balance out the objection, whatever that may be.]

INDIFFERANCE:

"I want to think it over, I will come back to you". You need to do more probing, ask more questions to expose areas of needs and areas of dissatisfaction with the way of doing things. Get the customer to talk and tell himself his needs. We need to go back a step, go back to the needs and do more probing.

ACCEPTANCE:

With an attitude of acceptance, CLOSE! That's it, close immediately, do not ask more questions and do not through in any more benefits, close. If you close early, often, hard and premature you will have rude remarks said about you mother. When a customer wants to buy let them buy. The standard summery close, "Mr. Jones lets review the things you told me that is important to you…" Write down what the customer tells you what is important to him, you will forget it if you don't and it is critical that you can go back to them immediately during the sale. If you can’t remember, you will talk to the customer what you think is important, not what the customer thinks is important.

The biggest enemy of sales people is not asking for the order. Key - If you ask you will receive.

Three things the Pro's do:

7. AFTER THE SALE.

1. The after sale is going to sow your seeds for future success. This is where you build the spheres of your influence. Speed is the critical ingredient

here. A "Thank you" card or e - mail to your customers.

2. Keep refreshing and reviewing your relationships with those clients that is important to you. Write people a handwritten, hand signed and stamped note. People want to know

that you careto sit down and put pen to paper. Use nice terms like "user friendly", "profitable",

"little or noeffort to you".

3. Follow up with a customer immediately - this is very important. Follow up and support is absolutely essential. Follow up is critical but only if you solve the problem. If there is a problem, sort it out ASAP. Handle it yourself first and then if it can be delegated do so after informing the customer.

4. Return calls promptly, always. The only way to get unconditional trust is to be unconditionally trustworthy. Do what you say you are going to do, always.

5. When you screw up, fix it and do it quickly.

Two Things Very Important for Sales People.

1. Personality: You need to be high on both. Between the two, it is better that your personality be the weakest one.

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2. Performance: Never be light on performance. It is the most important one of the two.

* THE CUSTOMER IS NOT ALLWAYS RIGHT, BUT HE IS ALWAYS THE CUSTOMER *

8. GOAL SETTING TO AVOID SLUMPS.

A slump is when there is no business. No calls lead to no sales and no sales leads to a slump, which leads to stress and depression, which leads to poverty, and ultimately fear or death. You need to avoid getting into it and once in it you need to get out of it quickly. Suggestion, note down in your planner when you made a presentation that day. Come end of the month you have on record all the info you need to track, analyze, plan, and make a credible sales activity calculator. What you are looking for in sales is the competitive edge, to be a little bit better. Not a huge edge, just a slight one to get you the sale. Ask questions, people will like you. Remember; do not try to be all things to all people. When you work, you have to work. When you relax, you have to relax. When you play, play hard.

Sales people get into slumps because of a lack of well - defined goals and objectives.

1. Set your goals reachable. 2. Goals need to be written down. Goals that are written must be clarified. Goals to be effective should be written in present time. Your subconscious does not understand "I am going to…. It only understands "I am". Your sub - conscious listens and responds to whatever you programmed it to receive, whether positive or negative. Goals have to be in present time and it has to be positive. 3. Your sub - conscious mind will take you towards whatever kind of goals you set. 4. Do not talk in “Rand” language, your sub - conscious does not understand it, it understand toys, things and dreams. Translate these things into a final “Rand” figure. 5. Review and revise your goals every 30 days to keep them present and current.

Understanding How Goal Setting Works.

A secret to goal setting:

Create a "To Do" and a "To Have" list.

"To Do" List = things that you have to do.

"To Have" List = things that you would like to own that you do not presently own. (Include clothing allowance and food allowance all things that you need and arrive at a Rand figure that you need to earn to maintain your present standard of living).

Do your calculation now:

1. Combine the two and come up with a “Rand” figure (R 10’000 monthly expenses) = (R 120’000 annual income desired) that you need to earn. It is Important that this figure is based on reality and not on guesses and estimates.

2. Take the last 20 sales you made and calculate the Rand figure = R 15’000 /20 sales = R 750 'Mean Average' of a sale.

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3. Records show it takes me 3 presentations to make a sale and close a deal. R 750 (mean average sale) /3 (Sales Presentations) = R 250. This is what I make for each presentation given, whether the customer buys or not.

4. Records show it takes me 5 calls/contacts to make a presentation. Contac = overtime you reach a customer. R 250 (I make per presentation given) /5 (contacts to make a presentation) = R 50

(what I make for every time I reach a contact).5. R 60’000 (annual income desired) /50 weeks of work annually = R 1200 what I need to

earn a week in order to earn R 60’000 annually.6. R 1200 (weekly earnings) /5 work days per week = R 240 need to earn a day in order

to earn R 1200 a week.7. R 240 (daily earnings) /R50 (earnings I make per each contact I make) = 5 the amount

of contacts I need to make per day in order to earn R 60’000 per year in income.

*CALLS causes SALES and SALES causes more Sales *

9. A SAFE HARBOR AND SUCCESS.

Sales philosophy: Focus on your assets.

a. Do not bring your work home. Family is not part of your job description. We all need a safe haven from everyone, a safe, and warm and loving home.

b. Do not dump your bucket at home on your spouse, friends or girl friend. If you have to, then first cuddle and hug your spouse, before you say anything, then say something positive before you dump your bucket.

c. You are working to hard, you are successful and you are not having fun anymore. You are not feeling good about yourself and your business. I defy you to do a good job at selling. We need effective means of getting through the bad days so we can live through the good ones.

d. What the top pro’s do when they are having a bad day, is acting as if they are having a good day.

e. Go out, smile at people, and tell them something nice about them, you will begin to feel better yourself. You need to generate positive occurrences with other people.

f. Don’t ever tell people your problems, 20% don't care and the other 80% are actually glad.

TEN ENEMIES ALL SALES PRO’S FACE:

1. Talk too much ( 80/20 rule )The customer talks 80% and we 20%. When we talk, it is asking questions to get the customer talking more. If you talk too much you do not and cannot listen, thus you cannot solve the customer's problems. There is a difference between being interested and interesting. Be more interested than interesting. The more you listen the more the customer will like you, and the more interested your are the more interesting you will become.

2. Listen poorly. Because we listen poorly, we assume we know what the customer wants. The fact is, the customer buys for his reasons not mine.3. Not Taking Notes.

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If you do not write down the things that are important to the customer, you will forget them.

You must keep notes, or (diary)4. Ego.

Ego that makes us think we are excellent in what we do and know it all. If you enjoy selling and

What you are doing, who says that management or ownership is promotion? Watch your ego or

it will bury you alive.5. Lack of well defined goals and objectives.

They must be clear, well defined and committed to writing.6. Not asking for the order.

This is the biggest cause for failure among sales people.7. Talking about things that do not interests the customer.

Because we have been talking to the customer about things that do not interest him, talking to much, listening to poorly, it leads us to incorrectly evaluating the customers attitude. If we have not been listening we do not know which attitude the customer has, namely Objection -or- Indifference - or - acceptance.

8. Lack of Daily Practice Practice doesn't make perfect, practice makes permanent. Repetition is key to human learning. You need to think about what you are doing consciously. Top pros learn that wherever you are, be there (mentally and physically) 100%.

Success is not attached to money.

Money is readily replaceable even if you lost it all, because you know how to make it again. Time however is irreplaceable (priceless) you can never get it back once you lost it or wasted it. Be careful not to squander money, save it and invest it.

Success is - a man who has lived well, laughed often and loved much, gained the respect from intelligent men and the love of children, who has filled his niche and accomplished his task, who leaves the world a better place than he found it, who never lacked appreciation over beauty or failed to express it, who always looked for the best in others and always gave the best he had.

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