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Whether you are a business development manager, vice president of sales, principal, partner, or have any number of other titles, you are the enabler of your salespeople s growth Individual sellers take their cues from your behavior and actions You may hire exactly the right people, but for them to become top sellers, you need to show them the way Too many sales organizations throw new people into the deep end of the pool inside a knotted burlap bag with weights in their shoes to see how they perform Give every seller a head start to success with speci c steps First, begin with your service offer Every sales organization stresses the need for sellers to understand their services, but take that introduction a step further by emphasizing both the capabilities and the limits of your offer.

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Once your sellers have mastered the basics of your services, show them what really works and what doesn t Use speci c examples of how other salespeople have adapted their services to accommodate the unique situations that sellers often see Show them successes and catastrophes It s often easier to see what can work well when you see what went wrong Remember, they will eventually learn where your services have soft spots Let them see those areas early and learn from them before they lead a client down the wrong path Next, assist your salespeople with building the internal and external relationship networks they need to grow Encourage active participation in industry or civic groups Offer opportunities for sellers and their colleagues to interact outside the context of the latest proposal.

The best approach for investing in private real estate is, in my opinion, commingled funds, since they can provide immediate diversi cation. The challenge is to nd the best-managed commingled funds and then to negotiate a partnership agreement that aligns the nancial motivations of the manager with those of the investors. In-House Management of Real Estate Some of the larger investment funds invest in their our own portfolio of properties. They thereby retain maximum control. They themselves decide which properties to buy, how to manage them, whether to leverage them, and when to sell. And they may avoid the substantial fees that are built into commingled funds and REITs. Drawbacks are that managing such a portfolio takes a lot of real estate expertise and time on the part of staff or an outside adviser, and it is dif cult to get as broad portfolio diversi cation.

Just as you build trusting relationships with clients, nd ways for your salespeople to develop a network of trusting relationships with colleagues You ll boost their productivity if they re not meeting the supporting sales cast for the rst time when a new sales lead emerges Also, design speci c, regular programs for salespeople to understand their roles and to master the seven skills of the services sale Typical sales training usually emphasizes managing the steps in your sales methodology and persuading a client to buy, which are important But, today s services sellers need much more To address the gap, offer learning opportunities (and time) for skills like client interviewing, problem diagnosis, and solution development The Roles and Skills of the Seven by Seven Seller in 14 can assist your efforts to design a training strategy for your services sellers.

The measures &h(i) and &h, and other interesting performance measures can be calculated using the following iterative algorithm. We assume that the overall model is a closed queueing network that will be of product-form type if we have no contention at the channel. Initialization. System throughput X = 0.

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