Sales Managing Director City Hall Consumer Motivation

Work-life balance as a Sales Managing Director City Hall is a term used for the idea that an individual needs time for both work and other aspects of life (personal interests, family and leisure activities).

Our schedules are getting busier than ever before, which often causes our work or our personal lives to suffer. The compounding stress of Sales Managing Director City Hall from never-ending workday is damaging. It can hurt relationships, health and overall happiness.

What Is Motivation Employee Welfare

The best work-life balance is different for each of us because we all have different lives and different priorities. Work-life balance doesn’t mean an equal balance. There is no perfect balance you should be striving for. At the core of work-life balance is meaningful daily Achievement and Enjoyment.

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When employees feel a greater sense of control and ownership over their own lives, they tend to have better relationship with management and tend to feel more motivated and less stressed out at work, which in turn increases company productivity and reduces conflicts.

Companies that encourage work-life balance have become very attractive to workers. These companies also tend to enjoy higher employee retention rates and more loyalty. Promoting balance is beneficial to both employees and companies.

Even though the traditional mom and pop retail shops have been getting a lot of attention in recent times, it is the trend of Specialty Stores [Modern Trade Retail Chains] that is really taking off. The Specialty Stores promise big business to the FMCG companies, all thanks to the ever changing attitude of majority of consumers who prefer to shop from specialized stores like Wal-Mart, Spencers, Reliance Retail, Big Bazaar and many more when compared to the stand-alone stores.

Attesting to the fact that consumers have changed their buying perspectives does not make things easier for the FMCG companies. This focus shift has also made the consumer behavior more volatile. An attractive TVC, schemes that work on a buy some get some free model, discounts offered, or a fall in price is enough for the consumer to choose a brand. In a situation as fragile and fickle as this, tracking the sales till the consumption level is very critical for strategic decision making.

Why Specialty Stores are capturing all the Attention of FMCG Industry?
Specialty Stores are the bulk buyers of fast moving & over-the-counter (OTC) products. With thousands of prospective consumers visiting these stores daily, and the evident fact that such products are better exposed and have higher probability of getting sold in small time-frame due to very competitive cost, Specialty Stores have emerged as the hub of attention by sales and marketing strategists of FMCG companies.

Leveraging IT is not an alien concept to majority of the FMCG players, but that often stops till the National Distributors, Stock Keeping Units, or at maximum, the distributor / micro distributor level. To track the ever-changing consumer buying behavior, it is essential to traverse down till the Tertiary level or till a level when the product reaches the hands of the consumers.

In a hypothetical example where the manufacturer of a healthcare product like a disinfectant has a robust method in place, may be a top-notch ERP, to track its Primary product movement and product sale from manufacturer to C & F agent and distributor simultaneously. Some companies also track the secondary level sales from distributor to the sub-distributors; but the last and the most crucial level loses its significance due to multiple challenges in data collection and touch-points. With little knowledge on how consumers are behaving to this disinfectant, the continuous production of the product can come out as a major loss to the manufacturer.

Tracking Sales at Tertiary Level hence becomes one of the key criterions in analyzing:

  • Consumer buying behavior
  • Production Planning
  • Strategies in the distribution channels & route plan
  • Limitations in consumer knowledge that influence decisions
  • Product Packaging plan
  • How consumer motivation and product development decision strategies co-relate
  • How manufacturers can adapt and improve their marketing campaigns and strategies to reach the consumer more effectively

Tracking the sales manually at any given level is not possible. Unlike the sale of home appliances or electronic items that is relatively slow, the FMCG products sell quickly and in great numbers. They also have varied product categories & SKUs which make it impossible for the FMCG manufacturer to tap the data. Automating the process becomes a mandate; with companies like CalvinKare, Britannia, India Pistons, etc. already cashing on this IT advancement.

Tertiary Sales is a great criteria for knowing the consumer buying behavior, which inadvertently also acts as product testimonial. Drawing inference from the same example of a disinfectant, a sudden drop in its sale at the tertiary level will help you analyze the reasons- and when you know the "reasons", there is nothing stopping you from improving your sales.

There are many ways employers can promote work-life balance in office, some of which are: company outings, offering remote working and flexible hours, providing good health coverage, encouraging employee education.

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10 Ways To Encourage A Healthy Work-Life Balance For Employees

Empowering employees like Sales Managing Director City Hall to take control over their work and home lives can have a profound impact on their job satisfaction and performance, enabling companies to achieve success. Achieving work-life balance is a daily challenge. It can be tough to make time for family, friends, community participation, spirituality, personal growth, self-care, and other personal activities, in addition to the demands of the workplace.

How should the practice of business continuity evolve to manage the threats and opportunities faced by organizations today and in the future?

Business resilience is the ability an organization has to quickly adapt to disruptions while maintaining continuous business operations and safeguarding people. The CulturalManagement provides experts to partner with your organization and develop a comprehensive emergency preparedness and disaster management program.

It's popular to tout customer-centricity, yet it's very difficult to consistently demonstrate. The word centric means having a specific thing as the focus of attention and efforts. Customer-centric means that concerns other than the customer's well-being are in the background while the customer stays in the foreground.

That may seem simple enough, yet reality proves the elusiveness of customer-centricity. In Accenture's Delivering the Promise study, 75% of executives viewed their customer service as above-average, while 59% of their customers reported their experience with these companies' service as somewhat to extremely dissatisfying. Likewise, in CMO Council's Customer Affinity study, half the companies said they are extremely customer-centric, but only a tenth of their customers agreed.

The building blocks of customer-centric culture are communication, skills, accountability and systems.

1. Communication. The vision and values that top management communicates, both verbally and behaviorally, set the tone and direction. What top management focuses on guides the thinking and efforts of the entire organization. The key is consistency: at every opportunity, continually communicate the necessity of making it easier and nicer for customers to get and use solutions. Consistency occurs in formal and informal meetings, written correspondence, external messages, and in every business process and every management ritual such as performance reviews, annual operating plans, performance dashboards, etc. Consistency builds trust and passion, which are necessary ingredients for true customer-centricity.

At Amazon.com, founder Jeff Bezos once began a meeting by announcing that an empty chair at the table represented the customer. Throughout the meeting, the executives were compelled to include the customer in the discussion, as if present. This became a habit - the group's way of thinking and doing.

2. Skills. Customer-centric values and vision must be supported by proficiency in related technical and soft skills. Examine competency requirements for everyone - not just customer-facing roles - relative to your customer-centric values and vision. This includes channel partners, suppliers, and other external entities. Proficiency is the vital link between strategy and execution.

At Nordstrom, employees are selected on their capabilities to anticipate and meet people's needs. They're encouraged to try new approaches to selling and customer service, with the mantra use good judgment in all situations giving them a tremendous sense that they're trusted to always do right by the customer.

3. Accountability. What gets rewarded gets done - whether the rewards are tangible or intrinsic. Interestingly, intrinsic rewards have proven to be more powerful in adjusting a group's ways of thinking and doing. Risk tolerance and penalties also determine the degree to which customer-centricity takes root. Above all, monitor cause-and-effect and also perceptions of fairness in terms of logic and equity; these elements are pivotal to success.

At Enterprise Rent-a-Car, customer sentiment is measured at the rental office level. Only employees in offices that score at or above the overall company average are eligible for promotion, raises or bonuses. At EMC, achieving the target for their leading indicator of customer sentiment, system availability, is a go/no-go determinant of the bonus for the entire company.

4. Systems. Systems-thinking means acknowledging the big picture and linkages between its components. Scrutinize your business policies and procedures and tools for their contribution or detraction from the goal of making it easier and nicer for customers to get and use solutions. Systems include formal and informal inter-department communication and interactions and handoffs, and connections outside the enterprise.

At Dell, SVP of customer service Dick Hunter asked employees to send him notes about the inconsistent and dumb things the company was doing. Combining this input with customer's verbatim comments to their call center led to significant changes in the customer experience.

Motives are at the heart of true or false customer-centricity. Customer-centricity as priority number one must permeate the entire business, and be un-challenged by other concerns as the organization's primary focus of attention and efforts. All other goals are more likely to fall into place with consistent customer-centricity.

When a Sales Managing Director City Hall spends the majority of its days on work-related activities and feel as if they are neglecting other important components of their lives, stress and unhappiness result. Thus, you must learn to draw a clear line between your personal and work time and set clear expectations with your colleagues.