Okay, I got the management to agree on corporate sales program. However, I made an error in the process. I did not really get buy in from the actual sales team staff doing the field job. These sales persons are currently doing channel sales management and resist on calling corporate companies for sales. After a few days of asking them to call corporate clients, they just say corporate companies are not interested to purchase Touch ‘n Go as corporate premiums / gifts. And that is very demoralizing for me.
Although their superior, the sales manager, is supporting the change initiative, he too thinks that the current sales team does not have the sales capabilities to do corporate sales.
I failed to look at the current workforce competencies in the early stage. I need to seek an outsource workforce to do corporate sales. They are many agencies specialized in doing advertising, media buy and premiums. Maybe they are keen to do corporate sales for Touch ‘n Go.
Thursday, July 24, 2008
Wednesday, July 23, 2008
The Change Equation At Work?
Meeting sales target is what we want to achieve. We can improve sales if we set up corporate sales channel. If we don’t do anything, we will not reach sales target. Hmmm, the statement mentioned looks like something from the “Change Equation”
D x V x F > R
B = Dissatisfaction with how things are now (will not meet sales target if we keep doing the thing we are)
V = Vision of what is possible (achieve 1 mil card sales)
F = First, concrete steps that can be taken towards the vision (set up corporate sales channel)
R = Resistance
Okay, let’s put the equation to work! In order to influence the key stakeholders of the importance of new corporate card sales channel, I use the Change Equation to show them how critical the situation and by them supporting the idea, it is a small step to achieve card sales target. I made a presentation to my boss, the relevant department heads and COO.
Guess what! They finally agreed to it. The management would support the program and requested me to review the existing card price structure and work with new suppliers that can provide faster service! Hurrah!
Good idea? Perhaps………
The sales team says they don’t have the capability of corporate sales. They don’t have enough corporate contacts. Finance department thinks the idea is fine but don’t really agree to give discounts for bulk card orders. The card procurement unit can’t secure a faster production leadtime, which is important for fast bulk purchases by companies.
A good idea is just an idea without everyone giving full support.
D x V x F > R
B = Dissatisfaction with how things are now (will not meet sales target if we keep doing the thing we are)
V = Vision of what is possible (achieve 1 mil card sales)
F = First, concrete steps that can be taken towards the vision (set up corporate sales channel)
R = Resistance
Okay, let’s put the equation to work! In order to influence the key stakeholders of the importance of new corporate card sales channel, I use the Change Equation to show them how critical the situation and by them supporting the idea, it is a small step to achieve card sales target. I made a presentation to my boss, the relevant department heads and COO.
Guess what! They finally agreed to it. The management would support the program and requested me to review the existing card price structure and work with new suppliers that can provide faster service! Hurrah!
Good idea? Perhaps………
The sales team says they don’t have the capability of corporate sales. They don’t have enough corporate contacts. Finance department thinks the idea is fine but don’t really agree to give discounts for bulk card orders. The card procurement unit can’t secure a faster production leadtime, which is important for fast bulk purchases by companies.
A good idea is just an idea without everyone giving full support.
Tuesday, July 22, 2008
Dealing With Resistance at Work!
Making changes is not easy! Everyone working within his or her comfort zone is resisting change. Why is this so? Perhaps, as a culture, we are brought up not to challenge the norm. However, as a change agent at work, we must go against the norm.
Take card sales of my company for example. Looking at how things are, we will never achieve card target if we continue to run business as we are. Touch ‘n Go cards are currently sold to middle agents / distributors before distributing to end retail channels. We need to seek new sales channel if we want to meet our target. Doing something new means making changes.
I’m proposing setting up new corporate sales of Touch ‘n Go cards as corporate premiums and gifts. If companies buy lots of diaries, umbrellas and note pads as corporate gifts, why can’t they consider Touch ‘n Go card as corporate gifts? We can customize the card to include the company’s logo, image and design.
Good idea? Perhaps………
The sales team says they don’t have the capability of corporate sales. They don’t have enough corporate contacts. Finance department thinks the idea is fine but don’t really agree to give discounts for bulk card orders. The card procurement unit can’t secure a faster production leadtime, which is important for fast bulk purchases by companies.
A good idea is just an idea without everyone giving full support.
Take card sales of my company for example. Looking at how things are, we will never achieve card target if we continue to run business as we are. Touch ‘n Go cards are currently sold to middle agents / distributors before distributing to end retail channels. We need to seek new sales channel if we want to meet our target. Doing something new means making changes.
I’m proposing setting up new corporate sales of Touch ‘n Go cards as corporate premiums and gifts. If companies buy lots of diaries, umbrellas and note pads as corporate gifts, why can’t they consider Touch ‘n Go card as corporate gifts? We can customize the card to include the company’s logo, image and design.
Good idea? Perhaps………
The sales team says they don’t have the capability of corporate sales. They don’t have enough corporate contacts. Finance department thinks the idea is fine but don’t really agree to give discounts for bulk card orders. The card procurement unit can’t secure a faster production leadtime, which is important for fast bulk purchases by companies.
A good idea is just an idea without everyone giving full support.
Monday, July 21, 2008
Case study : Malaysian Airlines (MAS)
Malaysian Airlines (MAS) was sucessful in its business turnaround plan. Headed by the ex-Shell oilman, Idris Jala, MAS was able to turn the aviation business from massive loss to profit within a short period of time. Being Malaysian myself, I'm very proud of Idris Jala's move. I'm sure it must be difficult to make this change.
Without his business turnaround plan, we may not even have a national carrier now. Way to go , Mr Idris!
The press release below shows how he did it.
Without his business turnaround plan, we may not even have a national carrier now. Way to go , Mr Idris!
The press release below shows how he did it.
Malaysia Airlines Announces Net Profit of RM121 Million for Q406
Full Year Results Exceed RM1.1 billion BTP Improvement Target
Kuala Lumpur (26 February 2007): Malaysia Airlines today announced a net profit1 of RM121 million for the quarter ending December 2006, its second consecutive profitable quarter since the unveiling of its Business Turnaround Plan (BTP) in February 2006.
Malaysia Airlines also made a Q406 operating profit (before finance costs and exceptional items) of RM94million, its second successive operational profit for the year. The airline’s strong performance was mainly driven by two key factors: a marked increase in passenger revenue and cost reductions.
For its 2006 full year results, Malaysia Airlines exceeded its RM1.1 billion BTP improvement target. The national carrier made a loss after tax of RM136 million, which is a RM1.6 billion improvement over the RM1.7 billion base case loss for 2006 as announced in the BTP.
Mr Idris Jala, Malaysia Airlines Managing Director/ Chief Executive Officer said, “I am delighted with our second consecutive operational profit which clearly shows the success of our BTP, which is heavily focused on delivering immediate results by anchoring everything on the P&L.
refer full story at http://www.jeffooi.com/MAS_Media-Release-Q406_Final.pdf
About My Company
Let’s start the blog by talking about my company. Touch ‘n Go Sdn Bhd is a private limited company in Malaysia and sole provider of the Electronic Ticketing System (ETC) for mainly highway and public transport operators.
Refer http://www.touchngo.com.my/ for more details.
I’m in charge of Marketing and Sales of Touch ‘n Go, a card used by the system.
Touch n Go card
Refer http://www.touchngo.com.my/ for more details.
I’m in charge of Marketing and Sales of Touch ‘n Go, a card used by the system.
Touch n Go cardChange Management
Got to go to the web and do some research on "Change".
Found a website with relevent info on "Change Management" at www.jiscinfonet.ac.uk/infokits/change-management
Perhaps I should note down some of the contents for my future reference on "Change".
"Change Management"
Change is endemic in the education sector. The pressures for change come from all sides: globalisation, government initiatives, doing more with less, improving the quality of student learning and the learning experience, and the pace of change is ever increasing. Living with change and managing change is an essential skill for all.
Change is also difficult. There are many different types of change and different approaches to managing change. It is a topic subject to more than its fair share of management fads, quick fixes and guaranteed win approaches. Finding an approach that suits you and your situation goes to the heart of being an effective and professional manager in the education sector.
Figure below describes the general route through the materials in the Kit. This infoKit was developed out of a HEFCE Good Management Practice Project led by the University of Luton1 entitled 'Effecting Change in Higher Education'.
The 'Effecting Change' team summarise their findings by the following observations:
There are no easy solutions.
1. Adapt processes to suit the change intended.
2. Change requires teamwork and leadership (and the two are related).
3. Work with the culture (even when you want to change it).
4. Communicate, communicate, communicate.
Found a website with relevent info on "Change Management" at www.jiscinfonet.ac.uk/infokits/change-management
Perhaps I should note down some of the contents for my future reference on "Change".
"Change Management"
Change is endemic in the education sector. The pressures for change come from all sides: globalisation, government initiatives, doing more with less, improving the quality of student learning and the learning experience, and the pace of change is ever increasing. Living with change and managing change is an essential skill for all.
Change is also difficult. There are many different types of change and different approaches to managing change. It is a topic subject to more than its fair share of management fads, quick fixes and guaranteed win approaches. Finding an approach that suits you and your situation goes to the heart of being an effective and professional manager in the education sector.
Figure below describes the general route through the materials in the Kit. This infoKit was developed out of a HEFCE Good Management Practice Project led by the University of Luton1 entitled 'Effecting Change in Higher Education'.
The 'Effecting Change' team summarise their findings by the following observations:
There are no easy solutions.
1. Adapt processes to suit the change intended.
2. Change requires teamwork and leadership (and the two are related).
3. Work with the culture (even when you want to change it).
4. Communicate, communicate, communicate.
My Brand New Blog - A change!
Dear reader,
What is change? Change is something that brings any difference to you. We experience change everyday at home, work and play, even when we don't know it.
Take blogging for example.
Blogging is something new for me and that It is some kind of change for me. Why so? I don't usually share my life story or everyday experiences to every Ton, Dick and Harry in the net and I have not written a diary in my life.
What makes me blog? Well, my company is kind enough to finance a leadership programme for me and it is a requirement in to set up a Blog to talk about "Leadership Change".
What the hey! Since I'm required to set up a Blog site for my course at work, I might as well have some fun with it.
The next question is........ what will be the content of my next posting? What shall I write about the topic "Change"?
Hmmmm
What is change? Change is something that brings any difference to you. We experience change everyday at home, work and play, even when we don't know it.
Take blogging for example.
Blogging is something new for me and that It is some kind of change for me. Why so? I don't usually share my life story or everyday experiences to every Ton, Dick and Harry in the net and I have not written a diary in my life.
What makes me blog? Well, my company is kind enough to finance a leadership programme for me and it is a requirement in to set up a Blog to talk about "Leadership Change".
What the hey! Since I'm required to set up a Blog site for my course at work, I might as well have some fun with it.
The next question is........ what will be the content of my next posting? What shall I write about the topic "Change"?
Hmmmm
Friday, July 18, 2008
Testing 123
Testing 123 Testing 123.
Tried to create a Blog 2 - 3 weeks ago but due to my limited knowledge in blogging, I can't post my contents. Therefore, I sought some assistance from my dear wife and she recommended me to set up a Blog via Blogger.com
She gave me a lecture on setting up my own Blog.
I guess I need "Blogging for Dummies"...........
Tried to create a Blog 2 - 3 weeks ago but due to my limited knowledge in blogging, I can't post my contents. Therefore, I sought some assistance from my dear wife and she recommended me to set up a Blog via Blogger.com
She gave me a lecture on setting up my own Blog.
I guess I need "Blogging for Dummies"...........
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