Page 30 - Parquet International luglio 2014

DISTRIBUTION
If you want to go fast,
run by yourself; If you want
to go far, we can walk together
TARGET SALES
to understand it in all its
ramifications and above
all, apply it. Even this is
not enough: in order to
put the game plan se-
lected by the coach into
play, other particular
characteristics are necessary that cannot be improvised: either a player has them or he doesn't. Therefore players with certain char- acteristics such as physical endurance, strength, and speed, etc. must be inserted in the lineup, This is the only way that the game plan selected can be truly applied and the strategy can be implemented, and the probability of success increased.
A few questions now spring to mind:
• Is your game plan clear to one and all?
• Do you really know your competitors?
• Do you really know the strengths and
weaknesses of your associates?
• How do you recruit new associates?
How to recruit personnel
I'd like to focus for a moment on my last question: How do you recruit new associ- ates? because I often meet entrepreneurs im- provising as psychologists or recruiters and choosing their new employees or associates by instinct, tendentially showing preference to those most similar to them and ignoring the fact that the new associate must do things that may not be done today or may be done in a different way. I believe that we have reached a degree of professionalism that requires specific skills for the solution of specific problems.
Hiring a new employee or engaging a new associate costs at least 30,000 Euros a year, and therefore I think it is much more useful to assign "headhunting" and recruiting ac- tivities to specialists, given that they have
been trained to assess a candidate's profile from various points of view and above all assess whether he or she is ap- propriate for the compa- ny and its game plan.
Recruiting personnel is a very delicate phase, and if it is done by someone who has not been trained for the task, correctly eval- uating the candidate will be difficult. At the employment interview, in fact, the candidate has just one objective in mind: selling him- self and getting hired; and therefore it is clear that his behavior will be oriented sole- ly to showing himself in the best light and consequently in coherence with the compa- ny's needs.
Managing human resources
and the importance of motivation Whenever a new human resource enters the scene, he or she must be trained, managed, and motivated. Every person, in fact, needs his or her own personal project, a clear ob- jective, and a work method with which to achieve it, along with the necessary stimu- lation and gratification.
All this that is included in the particular needs that characterize any human being is known as motivation. If an employee or as- sociate does not find this motivating drive in- side the company then he must find it out- side in the form of personal interests (sports, music, artistic etc.) because motivation is the essence of our lives. In conclusion, my advice is to invite you to divide motivation into two levels: quantitative and qualitative.
The first must be calibrated to the achieve- ment of some type of turnover objective, one which must be expressed specifically, how- ever (such as number of clients or estimates, percentages of sales of ceramics, percentages of sales of wood, and so on), otherwise it will remain just an abstraction and scarcely mo- tivating. The second must be oriented more to the quality of the result (discount per- centage granted, level of brands sold, high- end products, type of clients, etc.). Remember that even the most unique and fantastic project will be no use at all and will have no transformational effect on the com- pany or its business if it never leaves the en- trepreneur’s head. So share your ideas, and accept the fact that explaining them just once might not be enough, in the same way that the head coach learns that the basics have to repeated again and again and again. I