explain the three selling models and illustrate with the use of example under which circumstance should be use
352612
Unfortunately, the Uniform Code of Yahoo Justice (UCYJ), Article 3, Sub-section A, prohibits members from doing someone else's academic assignments.
164408
I start off by setting an objective of the call that will move the sale forward. I then list what questions I would like answers to, focusing on problems or issues that my client may be dealing with that my product or service can help resolve. Under each problem question I list what I think the implications of these problems are within the client and try to get the client to put a dollar value on them. If the value of the problem is greater than my product or service costs I now know that I have a prospect. I attempt to move the client to ask if I can help resolve their issues? I do not talk product or service until I know that the client is seeking a solution and has stated that they either must resolve it or are willing to take some action to resolve it.\n\nPlanning a sales call is as important as the call itself. Without planning for an objective of a call, you will never know if your call was successful or not. A successful call is measured by agreement that the client has asked for a next step or agreed to a next step that you might propose.\n\nGood luck in planning your calls!
252125
entrepenuership (the selling of items)
699428
The use cases should involve all the logic associated with the system.  From your description, it sounds like the use cases should be:\n*Recommend Policy A [with associated age, occupation, location logic to warrant this choice]\n*Recommend Policy B [same]\n. \n. \n*Recommend Policy N [all of which have a recursive loop to potentially recommend additional policies and logic regarding when to exit the loop, say after 3 policies are recommended]\n*Do not recommend a policy\n\nOr you could have just two use cases - Recommend policy or policies, and Do not recommend a policy.\n\nIt depends on how detailed (and how many) use cases you want.\n\nIt doesn't sound like the actual selling and application process is part of the system, since the "staff" sells it to them and not the computer system.\n\nYou may also have use cases for entering and exiting the system, and for verification of a user's identity.  These are standard for any computer system, but obviously would not be the main focus of your answer.  Perhaps they are "assumed," but you should probably devote a sentence or two to them anyway.
959722
whatever you sell there are 4 things to always know before you can sell effectively... #1 what it is #2 where it is #3 what it does #4 what it cost  what am i selling know all about it..what does it do? where it is how long before i can get it ... what does it cost if you know what it cost you than you know what you can sell it for
332196
its the :\n- sales ledger + sales day book\n- purchase ledger + purchase day book\n- invoice\n- assets accounts\n- p/l a/c\n- balance sheet\n- vender account\n- bank book\n- cash book
729616
Could you give a few examples please?
250839
if you can remember \n\n1. vertical analysis (aka 100% analysis) where sales is 100% and the rest are expressed as a percentage of sales, done on a year by year basis, then interpret the relationship of each account to the total sales;\n\n2. horizontal analysis using the first year as the base year and computing for the percentage increase/decrease on the succeeding years, in amount and percentage, then interpret the increase/decrease, maybe the causes and implications;\n\n3. ratio analysis by computing the financial ratios each period then interpret these ratios relating to the operational, financial or investing activities.\n\ngood luck.
1119176
Check the content of this web link:\n\nhttp://www.glocentra.com/globalsales_logistics.pdf\n\nThis will help to understand what to take in consideration to set up channels of sales and distribution.\n\nIf you need more, you can review and choose from a list of Powerpoint presentations and studies that are also listed in the following web page:\n\nhttp://www.glocentra.com/case_studies.htm\n\nLet me know if you need more:\n\nsaidcherkaoui@glocentra.com\n\nGood Luck
599217
List the types of thing that your sales and production are dependent on.  What internal and external factors will effect business?\n\nCreate your list without organisation and later you can organise your list. Look for orthogonality (exporting is in my list, what not importing?)\n\nHere my starting list \nLook at competitors  annual reports for factors you should be considering\n\n  directional strategy. \n  sales portfolio analysis. \n  corporate synopsis. \n  franchising.\n  government regulation \n  exporting. \n  licensing. \n  production sharing. \n  how to expand? \n  vertically integrate. \n  horizontally integrate. \n  product fit. \n  market size \n  margin\n  market support\n  cash flow availability \n  product/market segments \n  product consumption rate \n  raw material dependency/labor pool \n  opportunity matrix
1091968
Any projection, even in a known market, involves assumptions.  In your case you will have to make a few more, but that is OK.  The key is that you clearly state what your assumptions are.  Then as you gain knowledge of your market and your customers, you can replace assumptions with data, or at least educated assumptions.  \n\nI would suggest starting with some identification of what you consider your market.  Quantify the market (how many companies, how much do they spend on similar products or services, etc.) This type of information should be pretty available unless your product is very obscure or new.  Then, once you know the size of the market, identify and quantify your competition.  How much are they selling to your customers?  How much do you expect their market share to change?  Calculate some measure of market strength or expansion.\n\nSubtract your competition from the market capacity and that is your potential capacity.  I hope this helps!
1009805
first of all \n1)your garments have to be according to season and fashion\n2)your quality of garment and price \n3)types of customers/class/age/sex  you are attracting.\n4)the way you are presenting on the window display and in showroom,pattern of lighting also plays a role.\n\nto increase sales\n1)divide the selling of a product in atlest 3 section\nfor example if you have a summer t-shirt half sleeve.\nyou place it in the showroom just a month before summer starts.(for e.g summer may-august) \n A)maximum profit in april and may\n B)Average profit june and july\n C)summer sale/discount  mid july -august with minimum profit.\n D)septemebr left over stock of summer sell out what is left at a cost price or just adding the expenses or staff salary and bills.(to create place for autumn stock and winter.
523214
there's examples and explanation there
800803
Using power points and examples!
140322
None of the above. \n\nSales Representative must have the complete knowledge about the product he is going to sale. All the technical features specified by the Manufacturer of the product. He can explain it in normal way by giving real life examples.He should have effective communication skills to convince the prospected buyer or consumer. He should be selfmotivated to earn as much as commission and to achieve the specific sales target given by the marketing manager.
171313
1) Employee Buyout\n2) Sell to another entity (company or person)\n3) Sell stock publicly (ipo)\n4) Sell off / license assets of the company
222874
With ot the salesman making sales the office work does not have a job. But the salesman does not need a office worker to have a job.\n Or in other words the emploryer must make sales to keep running. With out that all stops.