IN-PLANT TRAINING COURSE ON “THE ART OF SELLING” FOR BIG DUTCHMAN AGRICULTURE NIGERIA COMPANY LTD
On Saturday the 27th of April 2019 through to Sunday 28th April 2019, delegates from the BIG DUTCHMAN AGRICULTURE NIGERIA COMPANY LTD, guided by the MD/CEO, Mr. Ogundiran Thomas, were hosted in the Rome Business School’s campus in Nigeria for a Specialized Training on “The Art of Selling”. Big Dutchman is the recognised market leader in the entire Agricultural industry. Across five continents and in more than 100 countries, the company name stands for long-lasting quality, rapid service and unsurpassed know-how.
The Art of Selling course is designed for the medium and senior sellers. The course is based on two blocks of four hours each. Each block is divided into about three hours of lessons and one hour for the debate and the development of some cases. The training sessions dealt with topics such as: Creating value for your customers and for your company, How to earn customer trust, Needs detection of the customer and his final market, Understanding marketing programs, Understanding the budget and contributing to the definition, Invest the right amount of resources in terms of visits and promotions, Direct marketing, Understanding the competitors, Defending against the dangers of social attitudes (animal rights), Promotion & Strategy, Awareness of one’s professionalism, etc.
The training was contextualized from an international perspective.
As always, the Rome Business School had the great opportunity of having the lectures held by one of the best experts in the field, in person of
Capt. Romano Pisciotti, who after an important experience as a naval officer, Romano worked on behalf of important international companies (Pirelli, for example) in Italy (his country of origin), Argentina, Brazil, Egypt and Nigeria with full responsibility, in a managerial position.
Join us in our journey as we work together to producing Better Managers for a Better World!
Six Business Requirements Startups Need To Consider in Nigeria.
A good knowledge of the business you are venturing into is needed before and during the business. This is a key prerequisite to any business undertaking. Most people venture into businesses they know little about and are in a hurry to succeed that they fail to make the necessary market/business research. Entrepreneurs must invest in knowledge so as not to fall prey to loopholes that could be avoided with good information.
Romano Pisciotti recommends this book about business competition, infringement of the Law and antitrust:
Harvard Law Review
Charles Bunn
Harvard Law Review
Vol. 62, No. 6 (Apr., 1949), pp. 987-1001
Published by: The Harvard Law Review Association
DOI: 10.2307/1336314
Stable URL: http://www.jstor.org/stable/1336314
Thinking about this situation in terms of game theory isn’t terribly illuminating. The academic discipline that goes by the name is a branch of mathematics founded in the interwar years by the brilliant polymath John von Neumann, who was also involved at Los Alamos in the construction of the first atomic bomb. According to Neumann’s theory, human beings make rational choices aiming to achieve results that are best for each of them. Applied in the context of the post-war nuclear stand-off, the theory produced “mutually assured destruction” – the balance of terror that has prevented full-scale war between nuclear-armed states. It has also been applied widely in economics and business management, and with some success.
The trouble with game theory is that it assumes human action is essentially strategic or instrumental in nature – in other words, that humans act in order to achieve some definite result or pay-off. In many situations this model fits reasonably well. It can be useful in thinking about how to get a pay rise, or bargain for a lower price when buying something you want. Politicians often apply game-theoretic strategies in their dealings with opponents, by presenting them with policy options that reveal their vulnerabilities, for example. Game theory can also be useful in military situations – not only nuclear stand-offs, but also in identifying targets of terrorist activity and computing the optimal paths of missiles.
Europe and USA compare Games and strategies
But not all of human behaviour fits a model of strategic reasoning. We humans don’t act only in order to bring about results. We also act to express ourselves, to show the kind of human being we are or want to be. Behaviour of this expressive kind can be admirable and noble. It would be difficult to come up with compelling strategic reasons for Winston Churchill’s decision to lead Britain in fighting on against Nazism in May 1940. Churchill may have thought that Britain would be better off being defeated, even in strategic terms, than it would be if it reached some sort of compromise with Germany, since there was little reason to believe that Hitler would keep to the terms of any deal. But the real reason for Churchill’s decision was a conception of civilisation that precluded a shameful peace with the worst sort of barbarism. Fighting on was better, even if the consequence could be known in advance to be certain defeat.
Acting without regard to consequences is part of what it means to be human. By acting in this way we give meaning to our lives. But this human trait becomes dangerous when leaders pursue a project that not only can’t succeed, but is destroyed by the very process of trying to achieve it. The euro is one such project. It was known in advance that it couldn’t work. To go on with the project isn’t simply to compound the error that was made when the currency was set up. It’s an act of folly.
Having identified themselves with an unrealisable project, European leaders are committed to pursuing it to the bitter end. It’s not just their reputation and pensions that are at stake. The euro embodies a vision of an ideal Europe that has become part of the meaning of their lives. Conceived in the aftermath of World War Two, the European Union was meant as a way of leaving behind forever the conflicts between nation-states that had wracked the continent in the past. The paradox is that by pursuing this dream, Europe’s elites have locked themselves into a project that can only deepen Europe’s divisions and inflame the forces of nationalism.
John von Neumann 1903-1957
Born in Hungary, von Neumann was one of the world’s foremost mathematicians by his mid-20s
Pioneered game theory and was one of the conceptual inventors of the stored-program digital computer, alongside Alan Turing and Claude Shannon
Also performed pivotal work on quantum theory and the atomic bomb
Encyclopedia Britannica: John von Neumann
INTERESTING LINKS
HOW THE GAME THEORY WORKS – INTERACTIVE GAMES ONLINE
www.gametheory.net/html/applets.html
BIMATRIX GAMES SOLVER
http://banach.lse.ac.uk/form.html (arbitrary number of strategies)
MATRIX GAMES SOLVER
http://banach.lse.ac.uk/form.html (at most 5×5 strategies)
REPEATED PRISONER DILEMMA
http://www.lifl.fr/IPD/ipd.html.en
Repeated games of two players (for various strategies combinations):
http://www.lifl.fr/IPD/applet-match.html.en
Tournament (number scores of various strategies):
http://www.lifl.fr/IPD/applet-tournament.html.en
The evolution of a population with strategies in question:
http://www.lifl.fr/IPD/applet-evolution.html.en
Emergent Research predicted that revenue from the food truck industry will reach $2.7 billion by 2017. A truck is a much less expensive investment than a brick-and-mortar restaurant.
The failure rate for food trucks is just 10 to 20 percent (as opposed to 60 to 90 percent for restaurants). With the right equipment and some great recipes, you can have your mobile eatery up and running in no time.
The form of your product or service and the makeup of your prospect base will influence how you structure your promotion. If you are offering an improved version of the same product or service to the same customer/prospect base then no changes should be required. On the other end of the spectrum, a new product or service going to a new prospect base calls for a new and innovative approach to promotion. In between circumstances require a more subtle approach to promotional changes.
Characterize Your Enterprise
An expert will position your enterprise on a chart based upon your description of:
product function
buyer history
You can trace through the supporting analysis and its conclusions, adjusting your input until you are satisfied your description accurately characterizes your enterprise.
Analysis of Your Enterprise Position:
Brand Repositioning
The product remains the same, but is now offered to a new market. There will be new competitors and a new marketing mix. Product Repositioning
The product is changing, and is now offered to a new market. There will be a new appearance, new features and benefits and new competitors. Innovation
This is the most complex change. New technology, new price, new promotion, and new competitors call for new strategy. Re-market
The product remains the same, but the marketing mix, price, and promotion are re-blended. Re-launch
Change the name, appearance, costs and the marketing mix. Obvious Substitution
The new product appears in a conspicuous manner drawing attention to new technology and materials. Change the name, appearance, costs and the marketing mix. No change
Neither the product or market is changing. Maintain the status quo.
Face lift
No change in marketing, but changes in the product must provide greater competitive advantage. Quiet Substitution
No change in marketing. The new product creeps quietly into the market without fanfare.
Firms that are successful in marketing invariably start with a marketing plan. Large companies have plans with hundreds of pages; small companies can get by with a half-dozen sheets. Put your marketing plan in a three-ring binder. Refer to it at least quarterly, but better yet monthly. Leave a tab for putting in monthly reports on sales/manufacturing; this will allow you to track performance as you follow the plan.
The plan should cover one year. For small companies, this is often the best way to think about marketing. Things change, people leave, markets evolve, customers come and go. Later on we suggest creating a section of your plan that addresses the medium-term future–two to four years down the road. But the bulk of your plan should focus on the coming year.
You should allow yourself a couple of months to write the plan, even if it’s only a few pages long. Developing the plan is the “heavy lifting” of marketing. While executing the plan has its challenges, deciding what to do and how to do it is marketing’s greatest challenge. Most marketing plans kick off with the first of the year or with the opening of your fiscal year if it’s different………………..
The $11 billion Trans-Anatolian Pipeline would cross the entire length of Turkey’s Asian landmass. The pipeline would begin at the Georgia-Turkey border and pass to Greece through Anatolia, as Turkey’s Asian territory is known. It would not be completed until 2019.
