Electricial Technician
Service Merchandize Limited
3d ago
source : Jobberman

Job Summary

Looking after Electrical Works and Selling of Products

  • Minimum Qualification : Diploma
  • Experience Level : Entry level
  • Experience Length : No Experience / Less than 1 year
  • Job Description

  • Repair and replace defective components in motors, generators, controllers, storage batteries, switchboards, conductors, switches and varied electrical fixtures.
  • Install, maintain and repair electrical, electromechanical and electronic parts of machinery and equipment.
  • Perform defensive repair and preservation of field, plant and shop for electronic and electrical systems, equipment and devices.
  • Test solid-state circuitry to determine defective components in analog and digital equipment along with defective parts replacement.
  • Install improvements and major upgrades to electrical plant and subsystems.
  • Conduct infrared analysis and field equipment examination using specialized thermo graphic imaging and digital cameras.
  • Design and modify motor power control apparatus circuits.
  • Read and interpret blueprints, schematics and wiring diagrams.
  • Prepare schedules and coordinate activities with varied electrical divisions and sections.
  • Plan and prepare work orders or instructions utilizing blueprints, sketches and drawings.
  • Ensure accurate and apt completion of all protective maintenance duties.
  • Fabricate and test all electrical harnesses for space flight or non-flight applications and EGSE.
  • Ensure to populate printed circuit boards.
  • Integrate and test EGSE and space flight or non-flight applications for electronic board assemblies.
  • Evaluate electrical as well as operational problems.
  • Sales managers are the conductors of a company’s revenue engine. They create and nurture high performance sales teams, and lead them to generate hit revenue forecasts and meet customer needs.
  • To understand the responsibilities of a sales manager, it’s important to understand their position in the organization and the intangible roles and characteristics they embody.
  • Duties

  • The value of a sales manager : Sales managers keep the revenue engine running through their sales representatives.
  • Three roles of a sales manager : A sales manager is a people manager, customer manager, and business manager.
  • Characteristics of a top sales manager : What skills, aptitudes, and traits do great sales managers have?
  • Day-to-day activities of a sales manager : A detailed list of sales manager duties.
  • How to get promoted from sales rep to sales manager : Are you a sales rep? Prepare for a promotion to manager with these tips.
  • Hire a sales manager : Sample Job Description Template : Is your company hiring a sales manager? Attract better talent with this powerful job description.
  • First and foremost, let’s start with a high-level look at why sales managers are so important to an organization.
  • The value of a sales manager

    To understand the value a sales manager brings to their company, ask this : Is it more important to have an excellent sales manager and average salespeople, or to have excellent salespeople under an average manager?

    Consulting and research firm ZS Associates argues that it is more important for a company to have a top sales manager than to have great salespeople.

    Average managers bring their sales representatives down to their level, whereas the best sales managers bring excellence to all their territories.

    A great manager who inherits average salespeople know how to coach, advise, motivate, or replace reps until they have created a high performance sales force.

    Data supports the idea that sales managers have the power to drastically improve the quality of their employees. A study of top sales managers showed that their new sales hires, after 20 months on the job, performed better than the new sales reps hired by average manager (these were more likely to show declining performance over time).

    Why? Because top managers have the ability to identify and attract talented salespeople, as well as onboard, train, coach, and nurture them until they are effective producers.

    Research also showed a positive correlation between the amount of time a sales manager spends coaching their reps, and the reps’ ability to outperform neighboring regions coached by other managers.

    Three roles of a sales manager

    The topline objective of a sales manager is to meet company revenue targets through the activities of their sales representatives.

    In other words, they harness the power of their direct reports, driving sales force productivity and extracting the best performance from each individual employee.

    A sales manager achieves this objective through a mix of approaches. For example they :

  • Are responsible for motivating and advising their reps to improve their performance, as well as hiring and training new sales representatives.
  • Achieve their objectives through effective planning, setting sales goals, analyzing data on past performance, and projecting future performance.
  • Ensure that the sales department works cross functionally with executives from other departments. For example, they collaborate with marketing to generate new lead sources and expand the target customer base, or with product and research teams to make sure customer needs are met.
  • A sales manager simultaneously plays three key roles :

  • People manager : Recruit, build and nurture a team.
  • Customer manager : Strategically foster customer engagement.
  • Business manager : Steer the business.
  • Of these three roles, the #1 focus should be people management.

    Some executives believe that a sales manager should continue to sell like other reps, just with higher-value accounts. However, a sales manager is most powerful when they enable their team of account executives.

    Their power and insight is scalable when they empower 5 to 10 reps that report to them, and more sustainable and long lasting as roles shift in the company.

    Successful companies minimize a sales manager’s selling responsibilities, placing the onus on the sales reps that report to them.

    Characteristics of a top sales manager

    A successful sales manager’s characteristics, skills, and aptitudes are different from those of a successful sales representative.

    In fact, most sales reps make bad managers. The key characteristics of a sales manager focus less on selling ability and more about the interpersonal skills that enable leadership.

    Rather than doing it themselves, they teach and coach others how to do it, enabling the sales efforts of others. They develop their own leadership, hiring, and training skills while ensuring their team is using the correct selling behaviors and activities to meet their revenue objectives.

    Typical characteristics, skills, and traits of a sales manager include :

  • Communication skills : they listen first and speak second. They don’t chastise in public or private. They are aware of the message they transmit to their team, how it’s delivered, and how it’s perceived.
  • Integrity and trust : they never ask their reps to do something immoral, illegal, or something that goes against a company’s core values.
  • Ability to build relationships with peers, cross-functional counterparts, and upper management : They are committed to helping others be successful.
  • Empathy and ability to understand customer viewpoint and customer service
  • Ability to unite a team under a shared vision and know what motivates each member.
  • Analytical skills : They use data-driven reports to spur sales coaching sessions and empower reps to take ownership of their opportunity pipelines.
  • They understand pricing, margins, and discounting impacts.

  • The ability to prioritize and effectively manage time
  • What makes a good sales manager great?

    Research shows that the best sales managers exhibit slightly different characteristics than average ones.

    Top sales managers are more likely than average sales managers to be :

  • High achieving, ambitious, and results-oriented
  • Innovative, generating original solutions and lots of ideas
  • Decisive and comfortable making decisions quickly
  • In contrast, average sales managers are more likely to :

  • Be detail focused, methodical, and organized
  • Focus on following the rules
  • Solely make decisions based on facts, figures, and data analysis
  • Qualifications

    Typical qualifications for a sales manager include :

  • Demonstrated track record of meeting / exceeding goals as an individual contributor.
  • Successful experience building a territory from little or nothing
  • Skilled at building rapport, opening doors, and understanding business requirements of senior decision makers
  • Day-to-day activities of a sales manager

    Here is a list of typical duties of a sales manager, including daily, weekly, monthly, and yearly repeating tasks. The exact activities may vary depending on industry, company, and team culture :

    Managing people

  • Set targets, performance plans, and rigorous, objective standards for sales representatives.
  • Meet with reps one-on-one weekly to review performance, progress, and targets. Weekly
  • Deliver deep performance reviews for each individual rep once or twice per year. Semiannually or annually
  • Coach individual sales representatives one-on-one through phone work and prospecting help sessions to help them improve sales performance. Weekly
  • Participate in spontaneous sales call rides and planned field days. Semimonthly or monthly
  • Counsel, support, discipline, and fire underperforming sales representatives.
  • Develop a scalable sales process and ensure representatives adhere to it correctly.
  • Ensure that reps use sales technologies, such as a CRM, correctly.
  • Plan and implement training programs. Hold regular skills training sessions with internal or external sales trainers. Monthly
  • Plan and preside over weekly sales team meetings. Weekly
  • Hold team building events onsite or offsite. Monthly
  • Recruit, select, onboard, and train new sales reps.
  • In some cases, oversee regional and local sales managers.
  • Motivate and engage the sales team with monetary and non-monetary (intrinsic) motivational tactics, such as sales contests, lucrative incentive packages, prizes, and public recognition.
  • Unite the team : Ensure reps work as a positive unit and share their best practices.
  • Set a good example for the team. Work according to company culture and values, prioritize ruthlessly, use good communication, and deliver results effectively.
  • Managing customer needs

  • Maintain a deep understanding of customer needs and monitor their preferences.
  • Resolve escalated customer issues and customer complaints regarding sales and service.
  • Provide expertise when setting and adjusting pricing plans and discount rates.
  • Provide advanced negotiation expertise.
  • Connect company headquarters with customers and salespeople in the field.
  • Managing the business

  • Determine and assign sales quotas, targets, and / or goals. Project and forecast annual and quarterly revenue and for one or more sales territories.
  • Develop sales strategies to acquire new customers or clients.
  • Track sales team metrics and share them with company leadership.
  • Analyze sales data on sales results and develop plans to address performance gaps.
  • Collaborate with marketing executives to develop lead generation plans.
  • Prepare budgets and approve expenditures.
  • Monitor competition, economic indicators, and industry trends.
  • Advance one’s own professional and technical knowledge by attending workshops and other educational trainings, participating in professional societies and industry networks, and reading professional and industry publications.
  • Apply
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