sales charter
TRANSCRIPT
KUTSAGA RESEARCH STATION, P.O.Box 1909,
Harare
Telephone +263-4-575289/94/ +26371 2881 810/4 +26377 2843 200
Telefax +263-4-575288
Email : [email protected]
KUTSAGA TOBACCO RESEARCH BOARD
TABLE OF CONTENTS
Preamble
1.PURPOSE.
1.1. BACKGROUND
ORGANISATIONAL INTERFACE OF SALES TEAM
PRODUCT/SERVICES DESCRIPTION
1.1.1. KUTSAGA SEEDS.
1.1.2. OTHER PRODUCTS.
2. MAIN CUSTOMERS SERVED BY KUTSAGA T.R.B.
3. TEAM MISSION AND OBJECTIVES
3.1. MISSION
3.2. OBJECTIVES
4. TEAM COMPOSITION AND MEMBERSHIP ROLES.
5. TEAM COMMITMENTS.
6. TEAM EMPOWERMENT BOUNDARIES
7. TEAM OPERATIONS CONCEPTS.
A. COMMUNICATIONS CO-LOCATION.
B. ACCOUNTABILITY SHARING CRITERIA.
C. TEAM DECISION MAKING PROCESS.
D. CONFLICT RESOLUTION PROCEDURES.
E. CHANGES IN TEAM MEMBERSHIP.
F. RELATIONSHIP WITH OTHER FUNCTIONAL DIVISIONS.
8. THE SALES SUPPORT REQUIREMENTS.
8.1. RESOURCES.
8.2. FACILITY.
SALES CHARTER
Preamble
The Business Development and Marketing department has formulated the fundamental
rights and privileges within which any member of TRB sales team shall, under all
circumstances use for referral purposes, hence a sales charter tool has been developed to
ignite aggressive marketing effort from all Kutsaga personnel. The main thrust of the
team’s charter is to ensure that every TRB sales and marketing officer understands the
main objectives and mission of the sales team, and their basic operational concept,
however such charter shall be flexible to accommodate recommended changes as laid
down in the beginning of a season by the H O D and the teams immediate supervisors. In
addition, team compositions and membership with further team member support
requirements will be detailed hereunder.
1. PURPOSE.
The aim of the sales charter is to highlight the purpose and clearly define an
individual’s role, responsibilities, together with how to communicate, and reporting
procedures. Operating rules and guidelines must and shall be abided by so as to
govern the conduct and provide member support to ensure the delivery of adequate
and quality products/ services that will meet a customer’s needs in a timely and cost
efficient way. The salescharter therefore is about whom it affects, when and how so
that an agreement among team members can be fostered on how the team will work
as an empowered partnership and their empowerment boundaries and scope of
authority in this agency so that binding decisions are made as well as promote
accountability among team members.
1.1. BACKGROUND.
The Kutsaga Tobacco Research Board has the vision “To be the recognized leader in
the provision of agro-based research and analytical services and products”, and a
mission that aims “To maximize economic value“to farmers in all 15 tobacco
growing districts of the country. A number of measures that were designed have
awarded TRB the exclusive rights to flue-cured research in Zimbabwe and ensures
quality products and services that abide by with the International Organization for
Standardization, ISO.
ORGANISATIONAL INTERFACE OF SALES TEAM
It is the mandate of the Business Development and Marketing services division to
ensure that every personnel enshrines the values of TRB so as to maintain
appropriate level of professionalism and ethical behavior and is a true ambassador
of the organization in pursuit of the TRB’s vision and overall mission. The
personnel of a sales team must show skill enough to impart brand recognition and
loyalty against the emergency fake seed distributors, and competition from the
Zimbabwe Tobacco Seed Association through seamless customer service as well as
maintaining a good relationship with big contractors such as Tian Ze, ZLT, Tribac,
Curverid, etc
PRODUCT/SERVICES DESCRIPTION
The products under the purview of business development and Marketing services
division include, but not limited to the following:
1.1.1. KUTSAGA SEEDS.
All Kutsaga tobacco seed varieties are pegged at USD$25.00. The seed production is
a flagship of the Seed Production department of TRB. The Market preferences: K
RK26, KRK66, KRK28, KRK29, T64, T71 and T72 among others namely T60, T65 and
KRK27.
1.1.2. OTHER PRODUCTS.
a. Gromix: a medium made from a pine bark material, a by- product of
sawmills which is fully composted and does not need any fumigation.
Gromix are packaged in 50kg saga bags and weigh in at 35 liter- 40 liter
bags. Price currently is pegged at USD$6.00.
b. Float trays: are made at Kutsaga and available as 200 and 242 cell trays
are made of Kay lite materials.For use in tobacco and horticultural
seedling production. 200 cell trays sell at USD$2.50. 242 cells trays sell at
USD$2.70.
c. Floatfert: is produced under patent for Kutsaga. Provides optimal
growth at minimal amounts. Liquid, so easy to apply. The float fert come
in 5L and 20L containers. 5L currently cost USD$5.50, 20L being USD$22.
d. Dibble board: used for planting tobacco seedlings with a price of
USD$30.
e. Gum seedlings: seedlings are being sold for US$.02 per plant for those
registered with TIMB to do tobacco production. And US$.06 per plant for
those who make use of the seedlings. Hence it is essential for such proof
of grower’s number to be produced before sale.
f. Tobacco seedlings: the Kutsaga Tobacco research station’s sells tobacco
seedlings in the aforementioned variaties at a price of $USD 465 per
hectare of 15 000 plants. Payment arrangements are strictly on cash
basis unless otherwise instructed by the senior business development to
authorize seedlings payment through stop orders.
2. MAIN CUSTOMERS SERVED BY KUTSAGA T.R.B.
The organization serves customers from all over the Zimbabwe who undertake
tobacco production and horticulture in the various districts country wide. The
practical training calendar highlights that growers can come for free training
sessions every Mondays, Wednesdays, and Fridays at all 45 Farmer Field Schools in
the 15 tobacco growing districts; training for extentionists and contractors; “Circus
Meetings" annually; tobacco field days; grower visits and group training; other
specific assistance to ensure best management practices in tobacco production and;
distribution of pamphlets and information annually to over 70 000 growers.
3. TEAM MISSION AND OBJECTIVES.
The objective of the sales charter document is to give good quality customer
services to customers by equipping Kutsaga Tobacco Research Board with
comprehensive, concise but detailed guideline of personnel conduct and their
operational concept. The mission shall and should be used in compliment to the
overall mission of this great organization.
3.1. MISSION.
“To deliver the best quality service to our growers through a professional and
efficient sales forcewhich will maintain Kutsaga Tobacco Research Board as a
recognized market leader in the provision of agro-based research and analytical
services and products that maximizes economic value”.
3.2. OBJECTIVES.
3.1.2.1. To provide the best customer service efficiency to our value customers.
3.1.2.2. To develop an appropriately accurate sales process that will reduce the
customers waiting time when they have decided to purchase our products.
3.1.2.3. To provide an essential information to personnel pertaining to their job
description during selling season with the aim to motivate and provide support
requirement and performance assessments.
3.1.2.4. To ensure a sustainable team effort that promotes innovation and work
diligence at all times.
3.1.2.5. We are accountable for every client’s satisfaction or lack of it thereof.
3.1.2.6. The TRB’s sales personnel to commit themselves to wearing and display proper
identification of Kutsaga Tobacco Research Board.
4. TEAM COMPOSITION AND MEMBERSHIP ROLES.
4.1. It is mandatory that every sales team should be composed of individuals in proper
Kutsaga attire which includes a green branded T-shirt and a cap which has the
Kutsaga seeds branded on it.
4.2. A recognizable sales team in decentralized selling points is to include a security
officer who is perform his job effectively as briefed by the H.o.D of security; a core
organizational member shall preside over any team as a team leader to administer
over the work operations, and display initiative in making effective decisions on
behalf of everyone under the scope of authority.
4.3. Interns if available are to provide support services, participate freely in any and all
team based activities and display team loyalty and commitment in all aspect of tasks
assigned.Six students may at any time be adequate to facilitate such function in all
the 10 selling points.
4.4. A legitimate sales team to have a minimum of at least 2 members at any time for
those in decentralized selling points.
4.5. A sales team shall at all times apply appropriate level of professionalism.
4.6. Staff will be trained on cash handling procedures, customer care, client education
and other admin. Issues
4.7. H O Ds shall monitor and provide advisory support from time to time on issues of
concern observed around the various selling points and team leaders are to
augment such efforts by communicate to all team members such recommendations
in a cost and time efficient manner.
5. TEAM COMMITMENTS.
5.1. The organization is committed to establishing long term customer relationships
through marketing aimed not only to ensure the organization generates adequate
revenues from selling products and services to our customers but providing such
services that are problem solving and endeavoring to showcase the
product/services benefit rather that the product itself.
5.2. COMMITMENTS.
I. SALES TEAM MEMBERS OBLIGATIONS TO CLIENTS:
a. We shall sell only what is right for the customer.
b. We shall ensure the client has understood what exactly they are committing their
funds to.
c. We shall answer truthfully with hard facts to all questions asked by a customer. And
make use of simple words that are easy to understand to a layman.
d. We should and shall give the client time to think over whatever options you would
have discussed with them.
e. We shall strive to remain as facilitators, never lead a client into making a decision
that would otherwise end up prejudicing them, unless, they express in clear terms
their request to make it for them.
f. No sales staff member shall give in to emotionally impulse response that would
otherwise compromise their judgment even when a client provokes you into an
argument. Respond calmly and objectives so that you manage time more efficiently.
g. Assistance shall be sort from a sales team leader whenever you as a sales
representative is faced with any difficulty.
h. Commit yourself to treat every customer with an appropriate level of
professionalism, giving room for flexible decision making initiative when faced with
novel cases.
i. In all our endeavor sales personnel shall not discriminate against any customer
because of race, creed, and gender, place of origin, sexual orientation, religion,
political opinion, marital status, nationality or disability.
j. In all our professional areas, and at all levels, we will carry out our duties skillfully
and diligently, as well as courteously.
k. All Kutsaga staff member are to perform their as per their purview and to uphold
the confines of law at all times
l. All sales team members shall be available to the customer’s suggestions, criticisms
and or advice at all times as deemed appropriate.
m. The Kutsaga sales members have an obligation to hold their promise to handle a
client’s information with strict confidence and to maintain an appropriate level of
privacy on the matter within their knowledge.
n. Every sales team member shall be proactive to furnish clients with educational
material and information [verbal] that precise and accurate.
II. CLIENT’S OBLIGATION.
a. All clients have an obligation to treat our staff fairly and with courtesy.
b. Our clients are to make payments due within the required time.
c. To be open and honest in providing any additional information that may be
requested.
d. Clients to be full co-operative with Kutsaga staff when give their growers numbers,
farm addresses, contact numbers, email addresses, etc so as to improve customers
service efficient.
e. Clients are to refrain from corrupt tendencies in all dealings with the Kutsaga
Tobacco Research Board expects its clients, and to report any malicious activity to
the following and should not be dubious about anything related to:
i. Any allegedly un-procedural and/ illegal sale of tobacco seeds or seedlings at
any selling points nationwide.
ii. Any favoritism or discrimination to which they participate either as witness
or victim.
f. The clients should undertake to acknowledge that the quality and quantity of the
products they purchase is to their satisfaction and in adequately good condition.
g. Clients are to obligation by the preexisting sales conditions including the:
i. Changes in prices of the products without notice.
ii. Terms and condition of Stop order Credit facility.
iii. In case of contract understanding misalignments leading to disputes clients
are requested to be open to a mutual consultation with the relevant office to
resolve the problems amicably and timeously.
6. TEAM EMPOWERMENT BOUNDARIES
6.1. The business development and Marketing division has sort to cultivate a culture of
innovative and industrious individuals who are capable of taking an initiative in all
avenues that add value to the interest of Kutsaga Tobacco Research Board. The
various empowerment tools that complement acquiring quality products or services
that meet our valued growers’ needs in more time and cost effective manner include
but not limited to:
a. Every sale personnel shall be authorized to make use of their own signature upon
completion a sale on behalf of Kutsaga Tobacco Research Board.
b. All sales teams are allowed to handle cash transactions during the period until end
of working day when they get to receipt for the money from the presiding
accountant at the Kutsaga main offices.
7. TEAM OPERATIONS CONCEPTS.
A. COMMUNICATIONS CO-LOCATION.
The sales teams in the various decentralized selling point in Harare will report to
the Kutsaga main offices on a daily basis so as to enhance communications between
the organization and what is transpiring at the selling points.
B. ACCOUNTABILITY SHARING CRITERIA.
It is crucial that trust is built in sales teams so that accountability is shared in
respect to performance, actions and results. Accountability shall at all times be
fostered through participative consultation. Major decisions by a sales team should
be documented in written forms and then every member contributed with a name,
date and signature so that the results of such actions can be justified with a
consensus.
C. TEAM DECISION MAKING PROCESS.
Consensus decision making is necessary for all decisions in which team members
are to be affected / have an interest. However, the proper channels of decision
making are to be maintained as laid down in the company’s policy.
D. CONFLICT RESOLUTION PROCEDURES.
Kutsaga acknowledges that conflicts are inevitable hence the need to resolve them
amicably for the establishment of better working relationships that promote
efficient work rate and effective decision making. A team leader should at all times
exhibit team leadership skills and sound knowledge at all times so as toco-ordinate
the activities of the sales team. It is therefore mandatory that your core member to
the team is properly trained in conflict resolution techniques as well.
E. CHANGES IN TEAM MEMBERSHIP.
Team membership changes will to remains under the advisement of the acting
business development officer in terms of additions, reductions, replacements until
further notice.
F. RELATIONSHIP WITH OTHER FUNCTIONAL DIVISIONS.
The business development and marketing division shall maintain proper
communication with other functional departments mainly but not only the seed
production division. Any information from the division is to be disseminated to all
the decentralized selling point in a timely and cost effective way.
8. THE SALES SUPPORT REQUIREMENTS.
All problems encountered are to be reported and documented in written form
accompanied by every member’s signature to the cause so that support
measures can be implemented. However an exception to the aforementioned shall
exist for mundane and private issues were upon a meeting shall be scheduled with
the acting senior business development officer and only adjourn when a solution
has been found or further consultation with a higher office.
8.1. RESOURCES.
All sufficiently material resources are to be requisitioned with permission of the
authorizing office were upon the signatory to such a requisition shall be requested
to input his/her name, date and signature.
8.2. FACILITY.
Any requirements for more sales space or less of it, or a different facility altogether
should be requested upon by the sales leader after a consensus with every team
member to the senior business development officer. The reasons for such a request
should be accompanied formally written documentation thereof.
CHINESE PROVERB:
“Do not complain about the darkness when you can light a candle”.
FOR MORE INFORMATION
Contact a senior TRB Business Development and Marketing officer. The document enshrines the relevant
information for which any sales team member shall to execute their roles and responsibilities effectively.
APPROVED BY:
SIGNED:…………………………………………………….
DONE BY:
Sanganza Takunda
SIGNED:……………………………………………………