ABC 4 Managers

SALES MANAGEMENT TRAINING

You don’t have to be Great to get started, but you have to get started

to be Great

BUSINESS PLAN OF THE WEEK(How will you Achieve your Business Plan?)

(By When will you achieve your Business Plan? Time & Date)

Fact Find Target

Interview Target

Business Target

Recruitment Target

Collection of Renewal Cheque TargetField Visits Target

Personal Business Target

Objective of the Course To Train and Develop the Managers with necessary skills to excel and grow into next level of hierarchy. The focus of this course is on the following five essential key “Management Functions” Planning -to decide what is to be accomplished Organizing -to decide what each person in the group must do to accomplish the overall job Recruiting -to obtain the people who are going to do the job Directing -to teach and train these people in how to do the job and to motivate them to do it Controlling -to continuously supervise to make sure that the overall job is being accomplished

BUSINESS VALIDATIONS AND PROMOTIONS

• Consultant to Unit Manager Personally recruited a minimum of 6 consultants who are active and the

team should have issued a minimum of Rs.125,000 CPI per month consecutively for the last 3 months. The minimum renewal persistency must be at least 84% for the second year and an average of 88% for subsequent years.

• Level Period since promotion Issued CPI Manpower Target Target

• A 1st & 2nd Quarter 125,000 6• B 3rd & 4th Quarter 175,000 8• C From 5th Quarter 225,000 10

BUSINESS VALIDATIONS AND PROMOTIONS

• Unit Manager to Senior Unit Manager • Personally recruited a minimum of 14 consultants who are active

and the team should have issued a minimum of Rs.575,000 CPI per month consecutively for the last 6 months. The minimum renewal persistency must be at least 84% for the second year and an average of 88% for subsequent years.

• Company Maintained Car (Qualification) – If average monthly issued CPI is Rs. 850,000 and average manpower increase to 20 for 3 months. To validate car, the manager need to maintain average monthly CPI of Rs. 850,000 and average manpower to 20.

BUSINESS VALIDATIONS AND PROMOTIONS

• Senior Unit Manager to Assistant Branch Manager • Average minimum CPI of Rs. 1,250,000 per month issued for the

last 6 months. The average number of consultants should be 30 and at least 10 of these should have been personally recruited. The minimum renewal persistency must be at least 84% for the second year and an average of 88% for subsequent years.

• The Assistant Branch Manager must have a direct team of at least 8 consultants issuing a minimum of Rs. 550,000 CPI per month and one Senior Unit Manager and 2 Unit Managers for the validation of contract.

PRODUCTIVITY BONUS 2015

• A Productivity Bonus will apply on the salary of the Manager depending on the average number of producers as per following grid

Desg Bonus: 12% Bonus: 6% Bonus: 3%• UM - A 6 & above 5 4• UM - B 7 & above 6 5• UM – C 8 & above 7 6• SUM 10 & above 9 8• SUM (Car) 14 & above 12,13 11

MANPOWER DEVELOPMENT BENEFITS2015

MANPOWER BONUS: A Manpower Bonus will be paid monthly depending on the average active manpower.

The following table gives the bonus on the average active manpower subject to minimum 50% productivity.

• Bonus/Month 5,000 7,500 10,000• Bonus/Quarter 15,000 22,500 30,000• Bonus/Year 60,000 90,000 120,000

Designation Manpower• UM-A 8 to 10 11 to 13 14 or more• UM-B 11 to 13 14 to 16 17 or more• UM-C 13 to 15 16 to 18 19 or more• SUM 17 to 19 20 to 22 23 or more• SUM with Car 23 to 25 26 to 28 29 or more

DIRECT RECURITMENT INCENTIVE2015

A bonus as recruitment incentive will be given on number of new recruits in directreporting in each quarter as per table below, subject to the following rules:-1. “Referred by column” of the application must be filled properly for fair assessment

purpose.2. Application without referred by information or with multiple referred by names will not

be included.3. Incentives on recruitment through consultants working for future management position

will be allowed on qualifying minimum UM position within 2015.4. Reinstatements will not be included.5. Change of reporting will not be allowed for these recruitments for one year.6. Management decision in all cases will be Final.

Designation Rs.3,000 Rs.9,000 Rs.18,000UM to SBM 3 6 9 or more

Commitment : One Active Code per month per

Manager ONLY

PRODUCTIVITY

• A measure of the efficiency of a Team in

converting Fact finds into Business.• Productivity is computed by dividing average

producer in a Team by the total personnel working in that period.

PERSISTENCY

• Percentage of an insurance company's already written policies remaining in force, without lapsing or being replaced by policies of other insurers.

• Persistency is a critical factor in the viability and success of insurance companies,

Minimum Activity For Consultants

• Daily • 3 Appointments• 1 Fact Find• 2 Service Call• 6 Referrals ( or 20 pre-qualified names )

PLAN LIST OF RECRUITMENT ACTIVITY

No Date Name of Recruit Education Age Transport Phone12345678910111213141516171819202122232425

MONTHLY RECRUITMENT ACTIVITYMONTH___________

SALES CONSULTANT'S DAILY ACTIVITY REPORT

NAME:       BRANCH:      

CODE:       MONTH:      

DAY NO CONTRACTS MADE

NO OF APPTS

APPTS ATTENDED FACT FIND SALES

MADE API SPI IC

WEEK ONE1                

2                

3                

4                

5                

6                

TOTAL                

WEEK TWO1                

2                

3                

4                

5                

6                

TOTAL                

WEEK THREE1                

2                

3                

4                

5                

6                

TOTAL                

WEEKLY ACTIVITY REPORT

WEEK ENDING :      

BRANCH :      

MANAGER :      

S.C. NAME CONTACTS MADE NO OF APPTS APPTS

ATTENDED FACT FIND SALES MADE API SPI IC

                                                                                                                                                                          

COMMENTS/ REMARKS

NO OF NON PRODUCERS :    

NO OF CONSULTANTS WHO HAVE WRITTEN ONLYONE CASE :    

NO OF CONSULTANTS WHO HAVE WRITTEN ONLY TWO CASES AND ABOVE :    NO OF TERMONATION :    NO OF RECRUITMENT :    NO OF RESIGNATIONS :    

RECRUITMENT

• What is Recruitment?

Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified person for a job.

Whom to Recruit?

Who has a burning desire.24 years of AgeGraduateTransportationMust be contactable Communication abilityInterpersonal Relation Money motivated and target driven

• Where to find a Recruit? Direct Contact, Nominators

• Everyone around us is a potential Recruit• Eagle Eyeing• Center of Influence • Present policy holders• Invite policy holder family to dinner• Family and Friend• Social Media• 24 -7-364 activity• Advertising in Media, Organizations, • Conduct Seminar (Life Career Awareness) • Networking

Formula for Recruitment Monthly Pipeline

Eagle EyeingNewspaper ADClient ReferralsFriend ReferralsTeam Referrals

TEN Interviews ONE CODE

ACTIVE

UNIT /BRANCH MANAGEMENT

Consultant Morning MeetingORGANISE Activity follow through Consultant activityLow producer CLINIC ( 3 hours on the same day each week)CHECK all meeting attendancesCONTACT on DAILY basis, check daily office attendancesMinimum Contact each two daysCheck Diary, FACT FINDSFIELD ACCOMPANY according to formula15 minute weekly INDIVIDUALANALYSIS of last and next week's workCHECK ADMINISTRATION: Chasers, wrong doings, All post for new consultantsper month on Foundation CourseHold TRAINING each monthCONTROL MONEY, ensure coverMOTIVATE & COUNSELINGBuild RELATIONSHIPS (Which our industry is based on)

• Job Description

UNIT /BRANCH MANAGEMENT

• Time Management

How many hours have you been Productive in a day?

• 8:45AM be the first in the Location and prepare Action Plan for Day.

• 9:00AM to 10:00AM Morning Motivational Meeting, Set the Day , Sales Team must leave the premises

• 10:00AM to 1:00PM Pre-course• 1:00PM to 5PM Field Visits, • 5PM to 6PM Monitoring and Follow up of the Team• 6PM to 7pm Workshop or Non Producer Clinic• 7pm to 8pm Visit New Consultant home

UNIT /BRANCH MANAGEMENT

Exit Interview .

What do you do when Sales Consultant leaves your team?

What do you do when Sales Consultant leaves your team?Ask you line manager to call team member who is not reporting; inquire the reasons for not reporting then try to fix those reasons. You might gain a lost treasure.

RETENTIONComes With

• Leadership has been described as• "a process of social influence رسوخ و اثر in which one person can سماجی

enlist the aid مدد and support of others in the accomplishment کامیابی of a common task“کام

• “a leader رہنما simply as somebody whom people follow, or as somebody who guides or directs ہدایت others.

• "organizing a group of people to achieve a common goal".

INSPIRATIONAL کن قیادت LEADERSHIP متاثر

RETENTION

• Leadership has been described as• "a process of social influence رسوخ و اثر in which one person can سماجی

enlist the aid مدد and support of others in the accomplishment کامیابی of a common task“کام

• “a leader رہنما simply as somebody whom people follow, or as somebody who guides or directs ہدایت others.

• "organizing a group of people to achieve a common goal".

INSPIRATIONAL کن قیادت LEADERSHIP متاثر

RETENTION

• 10 Roles of an Inspirational کن رہنما Leader متاثر• Provide an inspiring vision نظر ) and strategic نقطہ اهمیت سیدھ .alignment (فوجی• Help people connect their personal goals to business goals• Make relentless لگاتار innovation جدت a religion• Encourage entrepreneurial creativity کے صلاحیتوں and experimentation تخلیقی• Involve everyone, empower بااختیار and trust employees• Coach and train your people to greatness• Build teams and promote teamwork.• Motivate, inspire افزائی people, recognize achievements توانائی and energize حوصلہ• Encourage risk taking• Make business fun•

Roles of Leadership

RETENTION

• Pre-Course• Field Training • Daily Role Play of Sales Presentation• Weekly Non Producer Clinic• Monday Motivational Meeting• Daily monitoring and address daily issues• Daily Counseling

INTENSIVE CARE UNIT

Objective of the InterviewIdentify the person who can fit into the business and can be profitable candidate for the Organization. Objective can be achieved by a meeting the individual and asking set of questions that will allow you to see the personality, Skill-set, motivation, history and problem solving ability of the candidate.

HOW TO FAMILIARIZE YOURSELF WITH THE APPLICANT?

In order to show that you are fully prepared you must go through the CV in depth, cover letter, Application form , any other form for e.g. Objective evaluation form.

GESTURES DURING INTERVIEW

Candidate body language sends signals of interest. Eye contact, head tilting and nodding are positive signs of enthusiasm. Folded arms and poor eye contact signals a lack of interest.

LOCATION FOR INTERVIEWMany recruiters often forget the importance of location when interviewing. The location is a reflection of the importance of the position, the professionalism of the company and the professionalism of its staff.Interviews should take place somewhere quiet, clean and confidential. The interview is a chance for you to sell the company and position to a candidate and for the candidate to interview you. Hiring the wrong person is not only costly but could also harm the company’s reputation.

INTERVIEW REVIEW AND CLOSING

An informal chat often helps to end on a friendly note. Make sure that you have covered all your points and the candidate has covered theirs.. Your closing actions will have an impression on the candidate. It is important to make sure that they reflect well on both you and your company.

Remember the question you really need answering is “Will this person fit into the business from a work and personality point of view and help to increase company profits?”

Try to send each candidate a thank you letter as soon as possible for attending the interview and informing them of your decision.

INTERVIEW REVIEW AND CLOSING

An informal chat often helps to end on a friendly note. Make sure that you have covered all your points and the candidate has covered theirs.. Your closing actions will have an impression on the candidate. It is important to make sure that they reflect well on both you and your company.

Remember the question you really need answering is “Will this person fit into the business from a work and personality point of view and help to increase company profits?”

Try to send each candidate a thank you letter as soon as possible for attending the interview and informing them of your decision.

Ways To Conduct A Great Interview:

Don't conduct an interview, have a conversation. Just have a comfortable conversation. Do your homework. The only way to avoid getting stuck asking questions is to do so much research that you don't need them. Know your subject, know the issues.Don't stick to your agenda. instead of letting it flow based on what the subject is saying.Have notes, not questions. It's ok to have some notes about concepts you would like to discuss, but don't hold it in your hand and look down at it - that will break the conversation and turn it into an interview.

Ways To Conduct A Great Interview:Ask open ended questions. Always start your questions or commentary with words like "how" and "why". Those two words can never be responded to with the words, "yes" or "no“.If you're going to record it... start training yourself now to not say things like, "ummm" and "ahhhh." While it sounds natural in everyday chitter chatter, those little vocal stumbles sound extra annoying if you plan on publishing the audio file, and it's even more frustrating if you have to transcribe the audio to text. It's one of the hardest things to do, but be conscious of it.Don't say anything. This is an old journalism trick, but it works wonders. If you want to get a little bit more out of them or something original, wait for five seconds after they finish their last sentence and do not say anything. More often than not, that moment of silence will get them thinking and they'll start speaking from their heart.Watch the clock. Try not to go over thirty minutes. You should be able to capture everything you need in fifteen minutes or less.Be the ambassador for your audience. Don't forget that your role as the interviewer is to ask the questions that your mass public would want the answer to if they could be in that room. They can't be there. You are. Be their ambassador. Ask the questions they want answered.Have fun. . Remember that the best conversations are the fun conversations. Have fun.

DOs and DON’Ts of Interview:•dress smartly, look bright and attentive, and speak clearly and confidently. Don't forget that in the first few minutes only 7% of the interviewee's opinion of you is formed by what you say - the rest is judged on how you look, act and sound•Prepare where the venue is beforehand, •get your outfit ready the night before•find out what kind of interviewee it will be so you can prepare•examine the person specification and your CV/application form, prepare main questions - for example, why do you want the job, what are your strengths and weaknesses, what are the main tasks in this job?

The Interview (Guideline for Role Play)

• Greet with warm handshake and smiling face• Make him comfortable , ask him how was his journey and was it easy to

find our place. Ask him a glass of water.• Leave him with company literature to study.• Introduce yourself , position and your passion.• Did any thing catch your attention from our literature• Ask him why is he looking for a job• Ask him about strengths and weakness• Ask him about his achievements of Life.• Share your experience of failure.• Share your experience of success.• What do you want to do in next 5 years.• Do you obstacles which stop you from achieving these dreams• Ask him if he has any questions • Thank him for coming and let him know interview results will be conveyed

HOW TO ORGANIZE A TYPICAL MANAGERS WEEK

9am to 10pm 10pm to 12pm 12pm to 2pm 2pm to 4pm 4pm to 6pmMONDAY

Branch Meeting Hd Office issues Field Visit Field Visit Recruitment

TUESDAYMotivational Meeting

&Monitoring

Precourse Field Visit Recruitment One to one

WEDNESDAYMotivational Meeting

&Monitoring

Precourse Field Visit Field Visit Recruitment

THURSDAYMotivational Meeting

&Monitoring

Precourse Field Visit Recruitment One to one

FRIDAYMotivational Meeting

&Monitoring

Interview Field Visit Field Visit Recruitment

SATURDAYMotivational Meeting

&Monitoring

Interview Interview Non Producer Clinic

Analysis & Review of the

week

SUNDAY

WEEKLY NON - PRODUCERS CLINIC

Branch     Manager    

Date of Clinic     Week No.    

Total Branch Strength     Total Non-Producers for week    

NAMES OF CONSULTANTS ATTENDING

NameStatus

NameStatus

(Salaried / Non - Salaried)

(Salaried / Non - Salaried)

           

     

     

     

           

REASONS FOR NON - PRODUCTION ACTION / TRAINING UNDERTAKEN

A)

B)

C)

MANAGER'S ANALYSIS

Signature of Manager:     Date:    

STRUCTURE OF SUCCESSFUL UNIT

• Groom 20% of team members to become your future UM and SUM• Develop 20% of team members as super salesman to become your future

BDM• Develop 40% of team members as average salesman to make constant

producers• Add 20% fresh new team for growth• Terminate inactive agency

SALES TEAM MIX

• 40% of Mid Twenties (Exploring Career)• 30% of Mid Thirties ( Unsatisfied with present Career)• 20% of Forty Plus (Experienced and want to utilize there

Networking)• 10% of Retired People (Hobby to make money)

PRE COURSE TRAINING• These are some of the questions that a recruit needs answering on his new career.• Am I joining a successful Company?• Am I selling the worthwhile services?• Where do I start?• How do I start?• What help will I get (training courses/branch support)?• Will I make it?• What career opportunities are open to me, i.e. where can I go?• How much business do I need to write in his first month?• What does Mr. Average write in his first month?• Will I be paid it business does not how as quickly as you would like it to do?• What are my quarterly targets for the first year?• How and when is my salary reviewed?• How long does it take to become established?• What facilities within the branch are will be available to me?• What happens if I come across someone else’s client?• Which is the best effective way to get started?• Will I be required to work in the evenings and over the weekends?

MANAGEMENT FOR PROFITPRESENTATIONS ON INDIVIDUAL BASIS

MANGEMENT INFORMATIONS.No. Name Designation Department

1 Saifuddin N. Zoomkawala Advisor Executive 2 Taher G. Sachak Managing Director Executive 3 Tajuddin Manji Medical Director Executive 4 Mustafa Husain Ali National Sales Director Executive 5 S. Shahid Abbas Chief Financial Officer Executive Director 6 Mohammed Ali Ahmed Chief Strategy Officer Executive Director 7 Zain Ibrahim Chief Operations Officer Executive Director 8 S. Abdul Moiz AGM Actuarial & Strategic Planning 9 Husein Sachak Head Banccassurance

10 M. Fawad Habib Senior Manager Banccassurance Operations 11 Ali Murtaza Khan Chief Manager Claims 12 Arshad Iqbal AGM Client Services 13 Mohammad Faisal AGM General Administration 14 Ghayas Hassan AGM Group Benefits Division 15 S. Ali Raza Zaidi Executive Director Group Marketing 16 Evelyn D. Abrogena Chief Manager Human Resource 17 Adeel Ishaque AGM Information Systems 18 S. Mohammad Owais Chief Manager Investments 19 Mohammad Abbas Senior Manager Internal Audit 20 Aman Hussian AGM Marketing 21 M. Hasan Sheikh Senior Manager New Business 22 S. Muhammad Athar Senior Manager Sales Administration 23 Ashfaque Ahmed AGM/Head Technology 24 S. Mohammad Amer Senior Manager Training 25 Ammar Qamar Manager Client Advisory

DEPARTMENTS AT HEAD OFFICENew Business Department

Proposal and Requirement ProcessingUnderwritingPolicy Issue

Client Services DepartmentPolicy RenewalsPolicy SurrendersPolicy ReinstatementSpecial ProjectsAlterationsCommunications Primus

Bancassurance OperationsUnderwriting Operations

Client Advisory Department

DEPARTMENTS AT HEAD OFFICEClaims Department

Individual Life ClaimsGroup Life Claims

Group Benefits DivisionRenewals UnderwritingQuotationsBusiness ReinstatementFluctuationsActuarial

Group MarketingSales Administration

Sales Force and MDRT CommunicationsBusiness Figures & CommissionPolicy Transfer & ReviewsBancassurance AdministrationTraining Administration

DEPARTMENTS AT HEAD OFFICEActuarial Department Human ResourcesGeneral Administration Accounts DepartmentMarketing DepartmentInformation Systems DepartmentTechnology Department

STATEMENT OF ETHICS اخالقیات• Act with integrity, dignity and in an ethical manner when dealing with the public, clients and

peers.• Protect the confidentiality of client information at all times except where required by law to

disclose it.• Protect the confidentiality of information relating to the Company both during the course of

Directorship or employment (as the case may be) and after its termination (regardless of reason).

• Obtain written permission from the Company’s Compliance Officer (or the Chief Executive Officer in the event that the Compliance Officer is unavailable) to hold any position (paid or unpaid) with any outside party, firm or organization. For clarity, positions covered include but are not limited to consultant, employee, Director, representative and agent. Furthermore, all staff must disclose in writing to the Company, any such positions they currently hold at the time of signing this statement Directors are exempt from this requirement.

• Maintain accurate records of business transactions related to the Company or its clients.• Report any business or professional activities or any beneficial interests that may result in a

conflict with or be competitive with the interests of the Company.• Report any person or activity to the Compliance Officer or CEO that in their opinion is in

violation of this statement.• Disclose their shareholding in the Company’s Securities upon signing this agreement and any

changes in shareholding within 24 hours of any such change.

DRESS CODE

• All male staffs are expected to come to work neatly dressed in full sleeves shirts, trousers, ties and dress shoes.

• Female staff will wear their customary dress. • In order to create a professional atmosphere and comfortable

workplace, employees are expected to maintain good personal hygiene.

Management Don'ts to Motivate Employees

1. DON'T get angry."Getting angry is easy. Anyone can do that.But getting angry in the right way in the right amount at the right time, now that is hard." (Mark Twain) Anger does not belong in your managerial kit bag.2. DON'T be cold, distant, rude or unfriendly.Especially in difficult times, employees take cues from their immediate supervisors and need to hear from them. As such, your team will judge you by your action, moods, and behaviors, not by your intent.3. DON'T send mixed messages to your employees so that they never know where you stand.Keep your message simple, focused and prioritized. Too many messages and initiatives just confuse and alienate people.4. DON'T BS your team.This includes saying things that you don't believe in. This includes hiding information and just plain lying. By the time each of us is in our early 20 s, we have all developed very well-tuned BS ′detectors.5. DON'T act more concerned about your own welfare than anything else.Your success will come through the success of your team."Self-serving detectors" are also very well-tuned in most employees.6. DON'T avoid taking responsibility for your actions.You are the boss. As such, you are accountable and the buck stops with you.You are trying to develop accountability throughout your company. So, lead by example.

Management Don'ts to Motivate Employees

7. DON'T jump to conclusions without checking your facts first.A few years ago, I watched in horror as a colleague of mine started screaming at an employee of his who had missed an important meeting that morning. After several minutes, the employee responded: "I apologize and should have contacted you. But, I just got back from the hospital as my mother has been diagnosed with terminal cancer."8.DON’T point the finger instead of providing reliable resolutions.If there’s one thing your team needs you to be as their manager, it’s reliable – especially in a crisis situation. The worst thing you can do when a problem or sticky situation occurs is to place blame. Instead, push asides the whos, hows, and whys, and provide your sales people with the guidance, solutions, and resources they need to resolve the situation. After the situation has been resolved, you can have a discussion with the people involved on what happened and how to avoid it in the future.9.Don’t invest the time and resources to hire the right people for your Team/Company Hiring the wrong person can cost your business thousands. As a manager, you owe it to your team to adequately screen the candidates you’re considering for the qualities that will make them work well with the rest of the team and make them successful within this role in your company

Management Do's to Motivate Employees

1. DO what you say you are going to do when you are going to do it.There is no better way to communicate the message that you are accountable for your promises and that everyone in your company should be accountable as well.2. DO be responsive (return phone calls, emails).As a manager, your team can be considered to be your customer.You want your sales team to punctually respond back to customer requests, so you should do the same.3. DO publicly support your people.Your disagreements and disappointment with your employees can be communicated later and in private.Nothing appears so hollow as your attempt to blame your team for failures.4. DO admit your mistakes ......and take the blame for failures.5. DO recognize your team."You can never underestimate the power of simple recognition for a job well done."6. DO ask and listen."The manager of the future will know how to ask rather than how to tell." (Peter Drucker)Some of the most dangerous words for a manager to ever say include: "But, you just don't understand…" "Because I said so…"

Management Do's to Motivate Employees

7. DO smile and laugh.Have some fun. But, be genuine; programmed fun and faked laughter is worse than doing nothing.When appropriate, laugh at yourself; it will humanize you.8. Do motivate your reps solely with extrinsic/financial rewards.While contests, incentives, bonuses, and rewards can make good motivators to get that extra boost in sales for the quarter, they shouldn’t be used in isolation or as the sole motivator for your sales people to perform well. A dependency on extrinsic rewards may lead to higher and higher rewards being required for sales people to perform. Instead, try to develop a team culture in which sales people are motivated by their passion, by their contributions to the team, and by their own development9. Do provide adequate opportunity for learning and growth.Most sales people would consider themselves to be ambitious. They clearly want to grow and obtain higher and higher levels of success. Mobility and growth can itself be a great intrinsic motivator of sales performance.