MARKETING MANAGEMENT DEPARTMENT

UNILAB SALES MANAGEMENT PROCEDURE

(Sales Management Procedure)

PRESENTED BY:

Gonzaga, Ernel John Joaquinne S.

Quinto, Rey Mark G.

Cariaga, Marwin Jim M.

Acosta, Jan Iverson T.

Castro, Mark Angelo O.

Abaño, Verlie Ann R.

 COMPANY BACKGROUND

Suzuki Philippines, Incorporated is a wholly- owned subsidiary of Suzuki Motor Corporation of Japan. It

is known as a manufacturer of superior quality motorcycle and exclusive distributor of Suzuki

Automobile, Suzuki outboard Motor and Suzuki Genuine Parts (SGP) in the Philippines. The company

takes pride in its motorcycle line-up for leisure, sports or business, as well as quality compact vehicles

that are tailored to adapt to the customers’ dynamic needs. This is supported by a highly competent

workforce to provides unprecedented service and care to every motorcycle, automobile and outboard

motor proudly delivered in the market today.

INTRODUCTION

In these trying times, it is critical that communities, businesses, and customers band together to help

one another overcome the immense challenges we confront.

Salesforce was founded on the notion of customer success, As the COVID-19 pandemic impacted
global economies and customer behavior, some companies decided to accelerate their digital
transformation and adapt to market conditions with personalized customer content and digital connected
touchpoints. Suzuki Inc. leveraged Salesforce to streamline business processes and increase
collaboration between the headquarters and salesforce developing a 360° view of each customer.

Digital transformation helped Suzuki Inc. return to work as international markets and customers start on
the path to recovery.

ETHICS IN SALES MANAGEMENT

Ethics boundaries for employees as outlined by the company code such as rules, regulations
and policies
The Suzuki Inc. Code of Conduct and the Business Conduct Guidelines, which guide all of the
employees in acting and making value judgments, drive efforts to systematically manage compliance
and ethical risks.
By recognizing and analyzing differences in laws, regulations, and practices in different region while
conducting business in a lawful and ethical manner

Strengthened Review of Privacy Policy Operation/Management Systems

Conduct regular assessments and make necessary adjustments to the systems and services for the
customers and employees' managerial, technical, and Health protection that oversees the whole selling
process.

Privacy Policy Training

Provide online/offline privacy policy training that considers department-specific job features (planning,
sales management, marketing, etc.), as well as fundamental training and seminars regarding to the
health standards of new normal situation for all employees.

Health Protection
Under the mission statement “Develop products of superior value by focusing on the customer”, Suzuki
takes actions to accomplish the mission that our every single employee thinks and acts by themselves
and provides customers with products that will enrich their life.
We give the first priority to assurance of stable employment. Also, we try to improve work conditions in
order to build a healthy and better working environment. Employees mutually help each other and try to
be a person who can contribute to the society with the spirit of “Team Suzuki”, and the management
and employees band together and build a refreshing and innovative company.
In addition, we strive to create systems and environments, focusing on the following points, in order to
cultivate the corporate climate that employees go for a big future with motivation and ambition.

Create a system that fairly evaluates Create good and stable

Create a safe and healthy
and supports human resources who relationships between the
workplace for our employees
challenge higher goal. employer and employees.

Safety and health

Suzuki is promoting the safety and health management activities through our basic safety concept.
Basic Safety Concept
 Make safety as first priority. (Safety First)
The basis of corporate activities is “people”.
The first priority must be always given to safety that protects “people”.
  All accidents are preventable
Managers must lead the workplace, having the strong belief “all labor accidents can be prevented”.
 Safety is everyone’s responsibility.
While the corporate conducts what they should do, every single person must take responsible actions to
protect themselves.
Let’s make the climate where everyone follows the rules and mutually warns each other in the
workplace.

Safety and health control system

The “Central Safety and Health Committee” to which representatives from offices and labor unions
attend is held twice a year to determine basic polices related to corporate “work safety”, “labor health”
and “traffic safety”.
In addition, the Central Safety and Health Committee conducts the central safety patrol once a year to
raise safety awareness within the company through cross-functional safety activities by inter-department
crosschecks. The Departmental Safety and Health Committee is established at each office and
constantly conducts activities related to safety and health based on the policy of the Central Safety and
Health Committee.

Risk assessment activities

Suzuki implements “risk assessment” mainly for prevention of risks as safety prefetch activities. Through
these activities, we try to improve safety by identifying potential risks in operations and promoting
countermeasures to prevent them. We have introduced risk assessment for the close call cases in 2001
and have been working on risk assessment in regular operations since 2013.
 Health Declaration
The Suzuki Group will aim toward making working environment where all employees can work happily
and lively by helping each other. To promote safety and health of all employees, who are the handlers
of corporate activity, the Company will tackle health activities as Team Suzuki.
 Promoting Structure
With the Representative Director and President as the top, the Huma Resources Department will be the
promoting organizer. Upon its promotion, the organizer will proactively take in opinions from experts
including health-promoting industrial doctor, public health nurse, and nurse, and cooperate among the
company and the worker’s union.
 Focused initiatives
1. Making of working environment where employees can work healthily – Early detection,
early care –
The Company has been making efforts in early detection and early care by calling for periodical health
diagnosis and 100% achievement of re-inspection.
The Company will work toward maintaining and enhancing the working environment by preventing
lifestyle-related illness especially from younger employees.
2. Improving Mental Health
In addition to conducting stress check, the Company is proactively making efforts in care after the check
toward realizing better working environment.
3. Conducting healthy body (mental and physical) making
The Company will tackle health promotion that the employee can proactively make efforts, by aiming to
create chances of exercise habit for promoting healthy body making.
4. Improving health literacy close by
In order to promote employees to maintain health from their daily lives, the Company with making efforts
in improving healthy literacy of employees and their families.

FOR BETTER WORKING ENVIRONMENT

Occupational Safety
Traffic Safety
Suzuki Group will review the workplace environment to create safe workplace.
Suzuki Group will thoroughly carry out education on safety to prevent occurrence of occupational injury.
 We will strictly obey rules related to safety so that we can maintain safe workplace and prevent
occurrence of occupational injury.
 We will immediately report to our supervisors for improvement when we notice any problem
related to safety at our workplace.
  We will be conscious that we take part in the automobile industry, observe traffic rules, keep in
mind to drive vehicles safely as a social norm, and endeavour to prevent traffic accidents while
on duty or in private.

Rules and Regulation

Suzuki Group will be aware of international norms pertaining to human rights and respect fundamental
human rights with reference to laws in each country or region.
We will cooperate with each other as a member of Suzuki Group to create a working environment with
no discrimination by personal attributes or harassment.

Work Hours
“Normal” hours of work of employees – eight (8) hours per day.
Weekly Rest Day

1. Employees have a rest period of not less than 24 consecutive hours after every six (6)
consecutive normal work days.
2. If business is open on Sundays / holidays, rest day may be scheduled on another day.
3. Preference of employee as to his rest day should be respected if based on religious grounds.
4. Waiver of compensation for work on rest days and holidays is not valid.

ATTENDANCE POLICY AND PANCTUALITY

Absences
Taking off 1 workday: Provide 1 week notice
Taking off 2-5 workdays: Provide 2 weeks notice
Taking off more than 5 workdays: Provide at least 2 months notice
Unscheduled Absences
If employee is sick or has an emergency situation, they are required to let employer know what at least
1 hour notice and find replacement for their staff.
No Show
If employee does not let employer know they will not be at work, disciplinary action will be taken
If employee misses work for 3 days without letting employer know, they will be terminated
Tardiness
If employee is more than 15 minutes late on 5 different occasions, disciplinary action will be taken. it is
allowed to have 15 minutes grace period for 5times in a month.
 CODE OF CONDUCT
The code of conduct shall be applied to all Directors,
Officers and Employees of Suzuki Premier Motors
And its consolidated subsidiaries (hereinafter collectively referred to as Suzuki Premier)
Every Suzuki Premier Motors should full disseminate
This code of conduct to its directors, officers and employees and oblige them to observe it in its internal
Rules andor employment agreement and in case of their in accordance with the applicable disciplinary
provisions.

Discipline
Failure to comply with this Code or company guidance documents may result in disciplinary action or
termination. Discipline decisions can vary depending on the severity of the misconduct and the
employee’s disciplinary record, years of service, and job duties. Contact your Human Resources
representative for help in determining appropriate discipline.
There are some serious violations of the Code that may result in termination including:
• Improper use of alcohol
• Acts or threats of violence
• Accessing or storing sexually suggestive or explicit materials using company assets, including
computers, mobile phones or other electronic devices
• Falsification of company records
On safety matters, Suzuki Motors Inc. takes a behavior-based approach to discipline. Discipline is
considered only when an employee acts in a reckless manner, demonstrates a pattern of carelessness
or non-compliance, puts the employee, coworkers or the public at risk by intentionally violating the Keys
to Life or the Code of Conduct.

Topic 2 - Staffing and Assigning the Salespeople

Staffing Process
Innovative technologies can easily manage the remote recruitment process end-to-end for firms that are
ready to move, including chatbot engagement, online evaluations, automatic scheduling, and video
interviews. Smaller businesses that are just getting started can benefit from a restricted or free video-
conferencing service such as Zoom, Skype, or Google Hangouts to conduct interviews. During this
moment, Microsoft is even providing a free membership to Teams to let businesses meet in real time
and collaborate.
So, what does the online hiring process look like? With virtual interviews, hiring managers and
candidates can still connect on a personal level, but have the added perk of recording the conversation
so those unable to attend also have the opportunity to share their feedback. With the help of AI and
machine learning, data captured and analyzed from online applications and background checks can
also help companies further optimize their recruitment capabilities.

The Suzuki Hiring Process

Job Application Process

 Web-Based Assessments

 Phone Screening

 Online Interview

 Hearing from Suzuki Motors after the Interview

 Orientation and Training

Process of Online Interview

E-recruitment, or online recruitment, refers to using the web, software and other

technology to attract, find, evaluate and hire people. Online recruiting methods
include:

 Sourcing candidates on professional social media.

 Using an applicant tracking system (ATS.)
 Interviewing candidates online via video interviewing software.

These methods are alternatives to offline recruitment, like posting jobs in newspapers,

attending career fairs and collecting resumes through candidate walk-ins.

Most companies combine offline and online recruitment techniques. Technology

makes your processes more efficient and helps you reach candidates anywhere.
Using offline recruiting channels (e.g. career fairs) allow candidates to connect with
you and your company on a more personal level.
What are the steps of the e-recruitment process?
E-recruitment includes all steps of your standard recruitment process that involve the
use of web-based technology. Here are some important e-recruitment steps:

 Post job ads on online job boards.

 Seek employee referrals through your Applicant Tracking System (ATS.)
 Source candidates on professional social media or portfolio sites.
 Administer online pre-employment tests.
 Interview candidates using video interviewing software.
 Conduct background checks through a provider that your ATS integrates with.

Process of Physical Interview

The best face-to-face interviews follow an eight-step process. By sticking to these

stages, hiring managers can fill open positions with top talent no matter the role. 

1. Break the Ice

The best candidates are likely interviewing with several different employers, which
means that the selection process goes both ways. Ask if they want coffee or water,
clean up the interview space, etc. Also, be aware of your body language. You want to
appear approachable. By breaking the ice with applicants, you can make a great first
impression and ease naturally into the interview.

2. Transition to the First Question

Hiring managers should ask candidates about their understanding of the role for which
they’re interviewing. This is an excellent way to transition into the discussion and
demonstrates the degree to which the applicant did their research.

3. Ask About the Resume

It’s also important to ask the interviewee to walk through their resume, either
beginning with their most recent role or working from the past to present. Regardless,
during this portion of the interview, interviewers should ask questions that identify if
candidates get things done, if they have passion, and how they make decisions.
  To find out whether applicants get things done, ask questions like, “What
were some of your achievements at each job?” and “What are some mistakes
you’ve made in past roles and how would you do things differently now?”
 To find out whether applicants have passion, ask questions like, “What were
some of your favorite parts of each position you held?” and “What motivates you
to do your job day in and day out?”
 To find out how applicants make decisions, ask questions like, “Tell me
about a situation where you faced an unexpected challenge. How did you take
that on?”

4. Review Written Responses

Hiring managers should spend time reviewing any written responses the candidate
may have prepared before the meeting.

5. Review Personality Evaluation

Next, interviewers should review the personality profile with the candidate. During this
step, it’s important for the hiring manager to bring their own profile results to compare
and contrast the two, which can help identify how the candidate might work with the
interviewer.

6. Questions and Answers

Managers should give candidates time to ask any questions about the role,
organization, company culture, and more.

7. Skills Test
Organizations that choose to conduct a skills-based test should break for five or ten
minutes to allow the candidate to proceed with the tasks.

8. Reference Request
If a hiring manager decides they want to move forward with an applicant, the final step
in the face-to-face interview process is to ask the candidate for permission to check
their references
Assigning Process
Since the pandemic started, Suzuki Philippines suddenly faced the need to organize their salespeople's
work in a home office system. Bosses also had to coordinate their activities, ensure continuity of their
organization’s operations, quickly respond to the changing situation, and at the same time maintain the
same high level of team involvement. Sales professionals may find themselves in an insecure
professional environment as a result of these changes.

 Establish a candidate talent pool to aid in the selection of the top applicants for the
organization.
 Assist in increasing the selection process' success rate by reducing the number of job
applicants who are clearly underqualified or overqualified.
 Begin discovering and preparing potential job candidates who will be suitable for the
position.
 As part of the organization's people planning and job analysis operations, determine the
organization's current and future requirement

NORTH

WEST EAST
 SOUTH
Figure 1. The figure shows how the salesforce are distributed into different territories according

to geographical area

Reasons for establishing Suzuki Sales Territories.

1. To have a complete overview of the business
2. To define the position and tasks of the salesperson
- So, the task has been given to the salesperson, person is responsible for it and accountable
for it.

3. To achieve a positive command on the sales force

- Calls to consumers, routes taken, and scheduling are all factors that can be measured. In this
instance, the salesperson is unable to deny the results if they are not favorable.

4. To enhance customer relationships

- Spend time getting to know one another and resolving their supply and demand difficulties.
This also aids in improving the company's brand value.
5. To ensure that sales and other marketing functions are coordinated.
- It also aids management in performing other marketing duties. In comparison to the overall
market, it is simple to do an analysis on the basis territory.
Training:
Suzuki takes action to achieve the objective that every single person thinks and acts independently and
gives customers with items that will enhance their lives, as stated in the mission statement "Develop
products of superior value by focusing on the customer."
Suzuki places a high premium on ensuring secure employment. In addition, Suzuki strive to enhance
working conditions in order to create a healthier and more pleasant working environment. With the spirit
of "Team Suzuki," employees mutually assist one another and strive to be a person who can contribute
to society, and management and employees band together to create a refreshing and creative firm.
Suzuki also strives to establish processes and settings that focus on the following aspects in order to
cultivate a corporate atmosphere in which workers are motivated and ambitious for a bright future.

Create a safe and healthy Create a system that fairly evaluates Create good and stable
workplace for our and supports human resources who relationships between the
try to the higher goal
employees employer and employees.

● Safety and Health

Suzuki is promoting the safety and health management activities through our basic safety concept.
 Safety and health control system
The "Central Safety and Health Committee," to which representatives from offices and labor unions are
invited, meets twice a year to establish fundamental policies pertaining to company "work safety," "labor
health," and "traffic safety." Furthermore, the Central Safety and Health Committee conducts a central
safety patrol once a year to enhance safety awareness throughout the organization through cross-
functional safety activities such as inter-department cross-checks. The Departmental Safety and Health
Committee is created in each office and continually undertakes safety and health-related activities in
accordance with the Central Safety and Health Committee's policy.
 Health Care Administration
Since April 1995, we have required all workers 40 years of age and older to receive medical and dental
checks in order to detect and treat illnesses as early as possible. As a follow-up to health checks, we
provide health education, dietary counseling, and other services on a regular basis. We also provide the
following programs as indicators of stress and mental health issues, both of which have been on the rise
in recent years.
 Conduct “Stress Check” based on revised Industrial Safety and Health Act
 Provide health information on mental health and others through the corporate intranet and
seminars to allow employees to perform effective self-care.
 Provide mental health seminars by external industrial physicians mainly to supervisors and
managers in order for them to take care of mental health of workers at each workplace.
 To make consultation easier, we opened a mental counseling corner by psychiatrists and
clinical psychotherapists in our company medical clinic.
 Conduct mental health self-care education for younger generation, based on the year they
entered the company.
 In addition to self-care education, conduct line care education for newly-positioned
employees.

 Covid-19 Health and Safety Protocols

 Reduce the spread of COVID-19.

 Avoid workplace accidents and injuries.
 Ensure they know how to sensitively serve customers in challenging times.
 Help prevent everyday mistakes that could harm your business.
  Effectively use the tools and technology required to do their jobs.
 Maintain a diverse and inclusive workforce.

Safety practices:

o Safe work practices, including wearing face coverings and gloves, practicing social distancing
in the workplace, practicing good hand hygiene, and understanding how to maintain physical
distancing. All employees who are required to wear Personal Protective Equipment (PPE) need
to be trained on proper use. This should include PPE required per your established PPE
program as well as additional precautions to help protect them from coronavirus.
o Cleaning and disinfecting, including proper cleaning and disinfecting practices during the
COVID-19 pandemic, how often it should be done and the correct products to use.
o COVID-19 prevention, including a COVID-19 response plan for when employees should stay
at home and when it’s safe to return to work after being ill.

 Efforts for career advancement

Suzuki believes that establishing lofty objectives is a wonderful method to improve oneself, and that
such a trial is in Suzuki's DNA. To deal with the market's quick changes, every employee must set
greater goals and seek to obtain better technical competencies. Suzuki executes a robust human
resource development program that fosters such an individual's daring attitude.
 Goal Challenge System
Suzuki believes that creating and aiming for a goal in terms of task completion is a wonderful method to
develop oneself rather than merely waiting for orders from the supervisor. Our Goal Challenge System
was implemented to enable employees to create and accomplish higher-level goals. Employees in this
system meet with their managers every half-period to create precise goals to be met over the course of
six months. Employees might benefit from this approach by clarifying their own goals and increasing
their drive to achieve them. Furthermore, their managers can effectively assess their target achievement
levels and identify the training areas necessary to further increase their skills.
Suzuki's personnel structure prioritizes vocational aptitude above seniority. It is intended to build
competent human resources who will drive Suzuki's future growth, and it is based on an objective and
fair personnel assessment system based on types of work, roles, responsibilities, and individual
employee results. The performance-based personnel system and the goal-setting system encourage
employees to advance up the corporate ladder.
 Self-assessment System
This approach will provide workers with opportunity to examine their work and skills once a year,
reaffirm their own strengths and weaknesses, and guide them to future capability improvement.
Furthermore, individuals can define the occupations and departments that they wish to explore as part
of their career plan and submit it to their supervisors and the Human Resources Department. The
provided contents are successfully used as the foundational data for development and efficient human
resource allocation.
 International training program
Since 2015, we have been implementing "6-month abroad training business trip expatriate," which
sends young workers to foreign affiliates to build global human resources.
 Program for Foreign Language Training
To help employees improve their language abilities, we implemented a system that allows young
employees up to their seventh year at the firm to select a TOEIC target score and take a TOEIC test for
free (examination fees are paid by the company).
Furthermore, we encourage language skill improvement by introducing correspondence courses offered
by external educational organizations, as well as opening in-house language seminars in English,
Spanish, Chinese, Thai, Indonesian, and other languages before and after work hours by inviting
external teachers to the company. Suzuki reimburses workers who have completed such training for a
portion of their expenditures.

● Secure and Comfortable Working Environment

We want to provide a working environment in which individuals who perform business operations
may maximize their motivations and talents in a mentally and physically gratifying workplace.
Various assistance systems are used to aid employees in working effectively by favorably adapting
to a changing working environment. A nice working environment will also raise employee desire to
increase productivity.
 Initiatives for shortening working hours
Initiatives are being taken to reduce working hours by implementing different methods, so that our
staff do not become unwell as a result of working long hours.
 strict management of overtime working hours based on total working hours
 Introduction of flexible time system that bans early and late working hours
 Introduction of interval system between working hours to secure continuous resting time

 Consultation service
The "Human Resources and Administration Consulting Service" is now available as a consultation
service that specializes in human resources concerns as well as consultations pertaining to safety,
health, and mental health. In addition to the consultation service, a "Improvement Proposal Box" is
positioned at workplace cafeterias and offices, allowing any employee to simply make an improvement
proposal or seek consultation.
We also offer a "Mental Consultation Room," which is staffed by a psychiatrist and a psychotherapist.
● In-house education system
The Training Center (Suzuki Juku), a group in charge of education at Suzuki, conducts enterprise
education including seminars according to management hierarchy based on the policy of our mission
statement. In addition, the Training Center collaborates with engineering and manufacturing divisions to
provide (specialized) training for unique occupational competencies required for operation execution.
Furthermore, active efforts are made to improve employee performance through training specialized
information and skills in each area in order to foster human resources, as well as through e-learning,
correspondence courses, and language seminars.
The major emphasis in management hierarchy seminars is on education for "improving the talents of
new workers," "creating leaders in each management hierarchy," and "systematically developing
management class."
 Training for enhancing abilities of young employees
Trainings according to the year of joining the company are conducted every year for young
employees from 2nd to 7th year employees.
Selected trainings for systematically developing management class
 Training for young assistant managers
・“Assistant manager leader training”, which lets the participants discuss on management challenge
and make presentation to the management top
・“Global leader training”, which is focused on English communication selected training for
managers
・“Core management training”, which educates subjects needed for the management such as
“leadership” and “organization management”.

● Employee relations

We have an excellent relationship with the Suzuki Labor Union, which represents Suzuki employees,
because of mutual trust. Among the labor union's objectives are secure employment and the
preservation and enhancement of working conditions. To achieve these requirements, the
organization must continue to grow steadily. We share the same fundamental vector when
negotiating pay, bonuses, labor hours, and so on as distributions of the proceeds of business
operations, which strives to steady development of the firm while conducting dialogues from various
perspectives: the corporation and the labor union. As of the end of 2017, there were 16,138 labor
union members, and the unionization rate of full-time employees (excluding managers and non-
union members stipulated in the labor agreement) was 100 percent.

Topic 3 – Strategic Roles of Sales Management

General Sales Manager
Sales managers lead a sales team by providing guidance, training and mentorship, setting sales quotas
and goals, creating sales plans, analyzing data, assigning sales territories and building their team.

Duties and Responsibilities

Managing organizational sales by developing a business plan that covers sales, revenue, and expense
controls.
 Meeting planned sales goals.
 Setting individual sales targets with the sales team.
 Tracking sales goals and reporting results as necessary.
 Overseeing the activities and performance of the sales team.
 Coordinating with marketing on lead generation.
 The ongoing training of your salespeople.
 Developing your sales team through motivation, counseling, and product knowledge education.
 Promoting the organization and products.
 Understand our ideal customers and how they relate to our products.

Job Requirements and Qualifications

 Bachelor’s degree in business or related field.
 Experience in planning and implementing sales strategies.
 Experience in customer relationship management.
 Experience managing and directing a sales team.
 Excellent written and verbal communication skills.
 Dedication to providing great customer service.
  Ability to lead a sales team.
 General managers should have at least two years of dealership sales and five years in a
supervisory position
 Degree in business management or a masters in business administration.
 Experience in other dealership departments is a plus.
 They must have strong leadership and organizational skills
 Ability to understand profit and loss statements and manage a large, diverse staff.

Assistant Sales Manager 

The assistant general manager (AGM) helps the general manager to ensure that day-to-day business
operations run smoothly. The assistant manager will draw up weekly schedules, order merchandise,
and assist the general manager with training, recruiting, promotions and planning.

Duties and Responsibilities

 Responsible for implementing workflow procedures based on direction from the company's
General Manager.
 Supervising employees during day-to-day tasks
 Providing customer support in escalated situations
 Managing the overall workflow of a workplace.
 Providing direct feedback to staff, and managing payroll
 Supervise the personnel databases, interview and hiring new staff.

Job Requirements and Qualifications

 Bachelor’s degree in marketing, communications, or related field is advantageous.

 Proven experience in sales and customer service.
 Proficient in all Microsoft Office applications.
 The ability to work in a fast-paced environment.
 Excellent problem-solving skills.
 Strong management and leadership skills.

Automotive Service Manager 

Maintains an efficient and profitable service department by employing productive personnel, retaining
customers, controlling costs, achieving goals, and keeping track of all service records.

Duties and Responsibilities

 Responsible for supervising and motivating salespeople

 Promoting and encouraging strategies to sell cars and other vehicles
 Performs typical manager duties, such as organizing schedules, training, interviewing, hiring,
and setting goals.
 Coordinate and lead all regular sales meetings with the sales staff

 Develop and manage a CRM platform to retain customers and seek out new prospective sales

 Maintain a strong focus on the satisfaction of all customers

  Compile regular reports for dealership management to review

Job Requirements and Qualifications

 Associate or bachelor’s degree preferred

 5+ years of experience in a sales role at a dealership
 Proven knowledge of effective sales strategies and best practices
 Substantial track record of exceeding sales quotas and goals
 Excellent leadership skills
 Keen attention to detail
 Strong communication skills
 Outgoing and service-oriented attitude
 Knowledge of inventory control and management

Human Resource 
Employee recruitment and selection, quality staffing, employee payroll administration, and employee
skill development training are all managed by this department.

Duties and Responsibilities

 Human resources specialists are responsible for recruiting, screening, interviewing and placing
workers
 Handle employee relations, payroll, benefits, and training.
 Human resources managers plan, direct and coordinate the administrative functions of an
organization.
 Preparing and amending where necessary HR documents, i.e. employment contracts and
recruitment guides.
 Reviewing and renewing company policies and legal compliance
Job Requirements and Qualifications
 Proven experience as HR officer, administrator or other HR position.
 Knowledge of HR functions (pay & benefits, recruitment, training & development etc.)
 Understanding of labor laws and disciplinary procedures.
 Proficient in MS Office; knowledge of HRMS is a plus

Financial Manager 
Manage operational expenses and other costs to achieve the company's planned financial objectives,
and offer strategies to improve results by identifying and analyzing the business's profit and growth
potential, as well as its weaknesses.
Duties and Responsibilities

 Completing applications, pulling credit scores

  Filling out sales contracts, determining payoff amounts
 Performing title checks.
 Managing and coordinating monthly reporting, budgeting and reforecast processes.
 Providing back office services such as accounts payable, collection and payroll.
 Monitoring cash flow.

Accountant
For dealerships, interprets, compiles, and maintains automotive accounting information.
Cashier - calculates bills for customers. Customers' cash, cheques, and credit card payments are
accepted, and the amount received is recorded. Customers are given change and receipts.

Duties and Responsibilities

 Interprets compiles and maintains automotive accounting information for dealerships.

 Typically work in an accounting office within an automotive group
 Spend their days analyzing financial data, general ledger accounts, and financial records for
accuracy.
 Preparing accounts and tax returns.
 Monitoring spending and budgets.
 Auditing and analysing financial performance.
 Financial forecasting and risk analysis.
 Advising on how to reduce costs and increase profits.
 Compiling and presenting financial and budget reports.

Job Requirements and Qualifications

 Bachelor’s degree in accounting or a related field is mandatory

 At least two years of work experience in an accounting firm or as a cost accountant, accounting
manager, or bookkeeper is required
 Possess a valid driver's license
 Must be well-versed in generally accepted accounting principles (GAAP)
 Exhibit exemplary problem-solving, time management, and communication skills
 Microsoft Office, Excel, and QuickBooks experience is needed - CDK accounting experience is
preferred

Public Relation Manager 

Responsible for ensuring the success of product-related PR activities like as product debuts, press
conferences, test drives, write-ups, and automobile clubs in order to promote Honda goods and
features.
CS Department - charged with developing apps that can connect the automobile to wireless networks,
display crucial engine data in verbose form on a central touchscreen, and interact with tablets and
smartphones while driving

Duties and Responsibilities

 Analyzing all media coverage of the organization and drafting appropriate responses
 Working with the social media team to create a content calendar
 Organizing promotional events such as press tours and conferences
 Representing the organization at press conferences, interviews, etc
.
Job Requirements and Qualifications

 Excellent oral and written communication skills

 Superior customer relationship management skills

 Proficiency in the use of word processing software tools

 Good creative writing skills

 An analytical mind and problem-solving skills

 In-depth knowledge of industry best practices

 Strong project management skills

 Excellent attention to detail

Topic 4- Sales Motivation, Compensation, and Rewards
The success of a company depends considerably upon the performance of its salesperson.
Salesperson play a crucial role in communicating company and product information to customers. The
task of selling company’s products and services is entrusted to the salesmen of the company. Having a
core plan for motivating the sales employees can keep the morale up and stick to the game of selling
regardless of the conditions of the market trends. Rewarding outstanding members of the team can help
to motivate the overall team to perform more during their work. Salespeople need motivation to achieve
their goals, serve clients well, and succeed in sales.

Motivation
Salespeople need motivation to achieve their goals, serve clients well, and succeed in sales. However,
they can lose their motivation due to a number of factors, such as stress, exhaustion, and pressure
during this pandemic situation. as the sales manager to resolve this problem motivation must be
nurtured in every salesperson.

Motivation Strategies
Friendly Environment / Conducive
Environment
Career Progression and Development
Fair and Just Compensation
Team Building, Recreational facilities and
Recreational activities
Friendly Environment or Conducive Environment
helps each salesforce to be motivated, Having a
workplace where people can initiate and maintain
successful relationship with other colleagues.
Greater capacity to get good relationship and
communication helps the employees to be more
confident and will eventually make each of them
be more positively and excited to come to work
everyday.
Allowing each of the salespeople to create and
follow their own career path will sets them to be
more productive and stay longer in a company.
Providing career development increase
employees motivation and productivity.
Here are some of the career path
 Explore career options to each of the
employees
 Conduct Field Research specially this is all
about automotive and car dealership
 Conduct leadership and management skills
to those salespeople who wanted to be
promoted to higher positions
 Seminars to help them familiarize with the
process and be confident enough to face
the sales environment
This motivation strategy will have a positive
impact on the efficiency and produce better
results from each salespeople, This will drive
them to do better efficiently. It will eventually drive
the salesforce to became more efficient because
they know that they will reserve the salary they
deserve.
Teambuilding allows employees to take greater
responsibility for decision making and also allows
team members to control more of the work
process. This can lead to improved morale as
employees gain more authority and ownership
over the projects they are working on.
Providing recreational facilities such as
entertainment facilities like Big Tv for everyone to
watch movies and news during their free-time,
gym for those who wanted to stay fit while
working, bowling, golf and table tennis for athletic
employees and also amusement devices such as
video games. This will help all the employees feel
comfortable, motivated and enjoy going to work
everyday.
Above-and-beyond recognition programs and
awards
It help employees feel engaged and give them a
sense of belonging. Employees who receive
recognition stay more engaged in their work and
more satisfied with their jobs, which motivates
them to continue improving their performance
because they take pride in achieving more for
their company.
Public acknowledgment is a great way to inspire
and motivate people, while rewarding specific
team members for a job well done. Email blasts,
announcements at company meetings, and other
company-wide correspondence are some of It.

Compensation

Sales Quota Sales Quota motivate the salespeople to develop

strategies that enable them to perform at the
required goal level. Upon completion of these
quotas, it can lead to satisfaction and further
motivation, or frustration and lower motivation, if
the goal is not accomplished.
How to achieve Sales Qouta guidelines :
 Territory potential
 Meeting the firm’s average sale size
 Number of leads needed to generate a
proposal
 Average closing ratio
 Average value of one deal
Commission A form of variable pay, commission is the amount
of money a salesperson earns based on the
amount they’ve sold. When a salesman is on a
commission-only pay plan their check can
fluctuate week by week or month by month
depending on several factors, including the
salesperson's attitude, weather, economy, time of
year, marketing by the dealership, and other
factors.
Bonus Another type of variable pay, a bonus is
additional compensation given to sales reps for
good performance. Suzuki employees can get
bonus if they meet the required criteria, Here are
some of the bonuses provide to the employees :
attendance bonuses, seniority and highest
number of unit sold per quarter.
 On-target earnings
Territory volume commission
On-target earnings is a forecast of the total
potential compensation for a specific position,
including base pay (salary) and variable pay
(commission and bonuses).
The territory volume commission plan calculates
compensation based on the sales volume within
a certain territory.

Rewards

Cash incentives The most traditional way of rewarding a

salesperson is with a cash commission structure.
This cash incentive take the form of a cash
payment to a sales person for the sale of a
specific item, or a cash incentive, such as
a rebate, that is awarded directly to the
consumer.
 Tier 1 – Sales person who has a highest
sale for a month will get P10,000 cash
incentives
 Tier 2 – The second to the highest sales
agent will get P7000 cash incentives
 Tier 3 – The third one will get P5000 cash
incentives

Gift cards Choose a medium that is meaningful and

relevant to your employees. A gift card for a
restaurant or for a gas station.
Suzuki company will be giving out gift cards to all
employees with outstanding performance.
 P3000 worth of Grocery items in any
chosen Grocery or Supermarkets affiliated
with Suzuki Company
 P1000 worth of free drinks and meals at
the Drive Thru areas
 P5000 worth of Sm appliances to any Sm
Branches

Travel: Most people love a free trip so a travel voucher is

an incredibly popular option.
It exist to motivate employees and increase
productivity sales.
 Team building (Company expense)
 Including Food, Accommodation,
Transportation and Pocket money in any
selected allowed areas only
 Out of town travel incentive
Including Food and Drinks allowances,
Hotel and Accommodation, Pocket money
to the selected tourist spot in the Luzon
part only.

Learning and training: Sales training is the process of improving seller

skills, knowledge, and attributes to drive seller
behavioral change and maximize sales success.
To be most effective, sales training should be
viewed, designed, and executed as a change
management initiative. In addition, a well-trained
employee may be able to take advantage of
internal promotion opportunities 

 Professional development trainings to
deserving sales people attained for both
personal development and career
advancement. Professional development
encompasses all types of facilitated
learning opportunities for these
employees, ranging from college degrees
and formal coursework to conferences and
workshops.

Topic 5- Sales Training and Sales Leadership

Sales Training and Sales Leadership

SALES TRAINING
1. Negotiation Experts–Sales Create value by leveraging customer needs.
Negotiation Training Learn how to shorten the sales cycle by closing
larger deals faster.
Know how to claim more value and discount less.
Master persuasion and influence to win more
“yeses.”
Practice handling objectives and keeping control of
 meetings

2. Action Selling – The Action Learn to communicate and reinforce expectations

Selling Process and behaviors within the sales team.
Practice the complete Action selling system for
continuous improvement of sales and service
operations.
Analyze sales skills throughout the entire sales
process.
Develop proactive communication processes that
treat buyers with respect, leading to repeat business
and lasting relationships.

3. Comprehensive Selling Skills  Learn how to get more qualified

appointments and improve win rates. 

 Increase influence with buyers and create

motivation to act. 

 Identify seller power sources in a sales

negotiation.

 Overcome challenging objections that block

sales.

 Develop sustainable selling skills.

4. Professional Selling Skills  Better manage sales opportunities.

 Identify buyer pain points.

 Develop stronger buyer-seller relationships.

 Recognize and resolve customer concerns.

5. Sales Training Consultancy   Identify the specific needs of your client and
how to match these with what you are
selling/offering.

 Prepare for sales presentations and calls.

 Overcome objections and excuses in a

 positive and influential manner.

 Build up credibility and “likeability” from your

prospect.

 Make a positive first impression.

 Learn how to generate business over the

telephone.

LEADERSHIP TRAINING
1. Sales Coaching  Managing vs. coaching
 When to use coaching, and when not to
coach
 Develop your team with a proven coaching
process
 Overcome resistance to coaching

2. Managing Sales  Implement a behavior-based sales

Performance performance system
 Establish performance expectations
 Determine causes of performance gaps
 Take appropriate management actions
 Set management priorities

3. Managing the Sales  Improve your sales forecasts

Pipeline  Create objective pipeline stage criteria
 Conduct effective pipeline reviews

4. Sales Leadership  Create your sales vision.

 Develop strategies to achieve goals.
 Improve your decision-making skills
 Understand the six factors that motivate
sales reps
 Improve your personal leadership abilities

5. Recruiting & Selecting  Developing a systematic hiring process

best sales performer  Using the rate profile to define winning sales
professionals
 Conducting effective interviews using rate
questions
 Avoiding common interview mistakes
I. PREPERATION 1 2 3 4 5
     
1. MARKET AWARENESS

        
2. TECHNICAL

       
3. STRATEGIC

4. PROSPECTING

5. COMMUNICATION          

II. IMPLEMENTATION 1 2 3 4 5
6. AGGRESSIVENESS        

7. TEAM PLAYER          

8. PERSISTENCE

9. EMPATHY 

10. PRODUCTION

Topic 6- Evaluate the sales persons performance

III. DRIVERS 1 2 3 4 5
       
1. SALES FOCUS

        
2. MANAGEMENT FOCUS

   
3. CUSTOMER FOCUS

4. IDEALISM

5. EGO REWARDS        
 PREPARATION

It requires preparation and planning to target and capture new markets - as well as to keep
pace with existing ones. Customers, products and competitors are constantly changing. It is
a challenge for every salesperson to search for, find and use the appropriate information to
plan his or her sales efforts.

Salespeople need to have more than just market awareness and information, however.
They need to know their products and services - their solutions. Some products do not
require great technical sophistication, while others do. In certain situations, the lack of
such technical knowledge may be the crucial reason one loses a sale.

Thinking about and planning a sales approach also requires some degree of strategy and
analysis. Sales professionals have a finite amount of time and energy to expend; therefore,
they must structure and organize their efforts.

Channeling energy into generating leads and finding prospects is a critical factor for
achieving success for many sales professionals. Prospecting may also require some
ingenuity and risk taking in order to find new ways to go after markets and potential
customers.

Successful sales professionals know the value of being prepared and keeping one's market
and prospects clearly in sight as the sales process unfolds.

The six Sales Practices associated with Preparation are: MARKET AWARENESS, TECHNICAL,
STRATEGIC, STRUCTURE, PROSPECTING

IMPLEMENTATION
Implementing a sales solution may require a quick transaction or a lengthier engagement.
Whether short term or long term, relationships develop between salespeople and
customers as well as between salespeople and other members of the sales team. This team
may be internal or external to the salesperson's organization. In most cases, sales
achievements and customer solutions occur as a result of both individual and shared
efforts.

Often, sales situations require being sensitive to customer problems, feelings and concerns.
Showing empathy may be a key factor in developing and maintaining a positive sales
relationship.

There are also times during the sales process when some degree of forcefulness may be
needed in order to negotiate, remain competitive and create a profitable business solution
for both parties.
Implementing a successful sales process involves a balance of "people and task" activities.
Being practical, action-oriented and goal-driven can truly advance a sale. But sales is also a
profession where rejection and resistance require persistence and perseverance.

Sales is not an easy profession. Salespeople who set high standards and are willing to push
themselves to meet these standards often find that sheer hard work will take them a long
way toward achieving success.

The six Sales Practices associated with Implementation are: AGGRESSIVENESS, EMPATHY,
TEAM PLAYER, PERSISTENCE PRODUCTION

DRIVERS

Sales can be a uniquely satisfying role. The salesperson is often on the leading edge of
change: nothing happens unless something is sold. The rewards are there as well. These
rewards come in many forms, from pride in being a sales professional, to delight in making
lots of money, to great satisfaction from closing a particularly difficult account.

In sales, there can be tremendous rewards, but also tremendous competitive pressures.
The long-term management of these pressures is extremely important for a salesperson's
emotional well-being. Thus, it becomes acutely important for the professional salesperson
to be able to use the rewards of sales to build a positive defense against the inevitable
disappointments.

What each of us considers a reward is shaped by the pattern of our underlying motivations.
Some motivations appeal to us strongly, others to a moderate degree, and others do not
move us at all. Our strongest motivations are likely to be especially significant and
meaningful to us, and may well act as driving forces in our career and larger life.

These strong drivers may be used as vehicles for increasing our success and satisfaction in
our field. We may design an approach to the job that will enlist these drivers and use them
to our advantage. We may also de-emphasize certain aspects of the job which are
inconsistent with our strongest drivers.

Of course, there will always be certain aspects of reality that modify and limit our actions
to some extent. It is vital, however, that we not focus solely on these potentially limiting
realities. We are more in charge of our own destiny than we sometimes realize.

The six Sales Practices associated with Drivers are: SALES FOCUS MANAGEMENT FOCUS,
CUSTOMER FOCUS, EGO REWARDS, IDEALISM
REY MARK GIL QUINTO
Brgy. 628 Unit D6 Bldg 26 Metro
Homes GSIS Anonas Sta mesa Manila
+639086588961
+639777720028
reymark030197@gmail.com

JOB OBJECTIVES:
To apply the learnings and teachings in your Company and to become effective, efficient
and ethical employee towards your company.

EDUCATIONAL BACKGROUND:
 Tertiary Level NEW ERA UNIVERSITY
2019 -- 2021 Bachelor of Science in Business Ad Major in marketing
No. 9 Central Avenue, New era Quezon City

 Tertiary Level FIRST CITY PROVIDENTIAL COLLEGE

2013 – march 2018 Bachelor of Science in Hotel and Restaurant Management
Francisco Homes, San Jose Del Monte, Bulacan

 Secondary Level Malindig Institute Foundation Inc.

2009-2013 Brgy. Lapu-lapu Santa Cruz Marinduque

 Primary Level Santa Cruz South Central School

2006-2009 Brgy. Banahaw Santa Cruz Marinduque

______________________________________________________________________________
Work Experience

Company: Dimitrid Advertisement Marketing

Position: Content Marketer
Date: July 20, 2020

Company: KKK Marketing Cooperative Sta Cruz Marindque

Position: Content Marketer
Date: July 21, 2020

Company: Water Spring foodventure, Hapchan Fairview terraces branch

Position: Dimsum Cook, Cutter, Commis 2
Date: October 28, 2018 – April, 28, 2019
 Company: Scottland Food Group Corp, BonChon Legarda
Position: Part time Job, Kitchen Staff
Date: February 15 2020, March 15 2020

PERSONAL INFORMATION:
Age : 23 yrs. old
Date of Birth : March 01 1997
Place of Birth : Santa Cruz Marinduque
Civil Status : Single
Gender : Male
Citizenship : Filipino
Religion : Iglesia ni Cristo
Height : 5’4 ft.
Weight : 55 kl
Father : Gilbert Quinto
Mother : Imelda Quinto

TRAININGS & SEMINARS:

Practicum 2: Chubby’s and Buffalo’s (300 hours)

Fairview Terraces Quezon City
June 13 – Aug 10 2016

Practicum 1: On-Board Training Program (180 hours)

2GO Travel/Oceanlink Institute
May 15 – May 21, 2016

Gumaoc City of San jose Del monte Bulacan

0935-777-0067

I certify that the above information is correct and complete to the best of my knowledge.

Rey Mark Gil Quinto