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60
According to a survey of members of the Association of Insurance and
Risk Managers [Airmic], companies’ willingness to tolerate risk has been
reduced as cashows have become more precarious*.
With the turmoil* at many nancial institutions and the crisis at Ameri-
can International Group, once the world’s most valuable insurers, risk man-
agers are also concerned about the strength of the insurers and reinsurers
providing them with cover.
According to the Airmic survey, 90 per cent of members thought insur-
ance company security was either critical or very important. Another area of
concern was the supply chain.
According to the Airmic survey, 87 per cent of members showed con-
cern about the supply chain and the nancial viability* of their suppli-
ers. Many have revamped* supply chains over the past few years to cut
costs.
But as the supply chain becomes more complex, so the risks increase.
The failure of one supplier can have a knock-on effect down the line.
Credit insurance, until now an obscure part of the insurance market, has
also been thrust into the spotlight by concerns about the supply chain. Credit
insurers typically provide cover to suppliers against the risk of the purchaser
of their goods going bust.
“Up and down the supply chain, from the rst supplier to the customer,
those wheels were oiled by banks and credit insurers. In both cases, that is
now very difcult,” says Mr Hurrell. “The credit insurance market is now
much more stretched and in any case only covered a minute proportion of the
credit exposure in the market.”
As the state of the world economy worsens*, risks from fraud and theft
also increase.
“If we are going to enter a prolonged recession and there is going to be
reasonably high unemployment for a fair while, theft becomes much more
common. There is a strong correlation between theft frequency and unem-
ployment,” says Ms Gibson. “Businesses need to make sure their factories
and warehouses are secure and make sure they have enough insurance cover
against theft, especially if stock is building up because they are not selling
everything as quickly,” she says.
With cash-ow potentially tight, companies must also make difcult de-
cisions about how they spend their money. This could involve deliberations
153
3
Why is planning important in sales? If you look at the role of
a typical salesperson it involves lots of different activities. These
include managing their time, prospecting, booking appointment,
selling to customers, making presentations and negotiations. All
of these activities need careful preparation if we are going lo be
successful and hit our targets. The problem most salespeople hate,
al least those who sell face to face, is that they spend such a large
proportion of their time on their own. There is no direct supervision
and they don’t have a manager nearby, looking over their shoulder
to see if they are doing things right. One of the most appealing
prospects of going into sales is the freedom you are given, but to
succeed you need a lot of self-discipline and the ability to plan and
prioritise your time.
4
So, planning is important for a number of reasons:
– It gives us direction.
– Once we know where we want to get to we can begin to
plan how we are going to get there. However, we also need to
appreciate that planning is never perfect. The plan is a begin-
ning. As it is implemented things change. Our initial assump-
tions may prove to be incorrect, so we need lo amend the plan
along the way.
5
Why salespeople avoid planning
Salespeople avoid planning for a number of reasons:
– They can’t be bothered. Many people go into sales be-
cause they have a certain kind of personality. They assertive
outgoing and extrovert. They enjoy the thrill of the chase and
interaction with customers. Planning just doesn’t give them the
same buzz.
6
– They think it takes too long. In fact, most planning activi-
ties involve repetition so when you have a process for planning
it can be repeated very quickly. It’s a simple process that makes
you dene your objectives, identify your information needs, look
for concessions, work out a strategy and, for team negotiations,
dene tasks for each team member.
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