Taking Responsibility for My Business

Taking Responsibility for My Business
By Ashkan Tabibnia, CEO, 7 Elephants Distributing

Facing the challenge of a changing world economy head-on is the one and only solution to keep a business growing. This is always a tough job for managers whose responsibility goes beyond the façade of the business and intercepts through the life and survivability of its operation. Synergy plays a major role in this quest.
Not only does management hold the responsibility of directing its business in this economy, but also other market forces such as what the consumer electronics industry experiences today, necessitates the understanding and cooperation of every key player in the business.
Marketing, operations, finance and product sourcing all need key people who are part of a cross-functional team. This calls for further understanding from the internal cross-functional teams, to provide the best possible “snap shot” of the current situation to better focus and aim the sales team, its staff, and stakeholders.
Synergy is greater when common goals are created by all, shared and combined with multiple departments. The people then are able to own it; they “buy” into it. No one falls when work goals are created and shared as a team.
The 6th habit in Stephen Covey’s 7 Habits of Highly Effective People occurred to me as I was writing this blog. I am hoping the message of the “principles of creative cooperation” provides the ultimate solution to get market advantage and leverage despite the down turn in the economy. It is interesting to know that even the big name companies are having ‘real’ problems as well. This gives me some kind of ‘absolution’ of our own issues, easing the tension a bit.
In the process of internalizing how exactly to act on and take responsibility for my business, I came to a conclusion. I am going to take responsibility first for my teams, especially my Sales Team. I do understand that any kind of motivation to sell and reach their quota has become a Tabula Rasa when customers, who used to buy in bigger volume, have now proclaimed lower profit returns. They lost the confidence to buy the same way as before, as in that other economy.
The ultimate key to keep things moving towards growth is right before my eyes – my Sales Team. We are investing in our Sales Team with group and individual education. More than sales education, we want to improve their organizational skills and other marketing skills.
Sales people are in the market so they are really our eyes and ears and can bring back feedback from our customers and that is what helps us make good choices. 7 Elephants is fortunate to have under its wing 7 truly dedicated marketing people whose emphasis is on sales. They love our products, are knowledgeable about them, and are proud of being with 7 Elephants.
They are time disciplined; they listen to the management and work relentlessly. Yet a market slowing down can show their vulnerability. But that is no reason to slow down creativity, ingenuity, and devotion to their individual responsibilities. Actually, it’s a reason to invest. The market will prime up again, hopefully sooner than later, and everything will be alright again. They understand the nature of the business. They are the brand and so are our customers.
Customer service should never be compromised despite economic hard times. One customer from Northern California for example, called in last week, looking for Simin Tabibnia (one of our sales executives) and then purchased products to start his new business.
The customer had heard about Simin and her customer service ingenuity, and made their way from Sacramento, CA to buy our products.
7 Elephants is engaged, all-encompassing and we are not holding back. Carpe Diem, no matter what!