Corporate Help Line: +91-9836406650
Candidate Help Line: +91-9874823636
Corporate Help Line: +91-9836406650
Candidate Help Line: +91-9874823636
HOTLINE No - 24X7
GROWLANE is an Educational Institute based at Kolkata, operating at National level. GROWLANE conducts regular courses for fresh graduates as well as for those who needs sales training, up to 40 years, selected on the basis of aptitude and communicational skills. Over a period of two months, they are groomed up so well that most of the aspirants are picked by our clients who need sales personnel. Many of those companies prefer to conduct interviews at Growlane Training Centers to recruit sales and marketing personnel’s for their companies.
Marketing
Communication skills, Retail Survey, Job contents, Listening & Selling Skills, Distribution System, Handling Objections
Sales -Body language, cold calling , Leadership, Motivation And Inspiration, Business networking, Monthly Sales report.
Mock Interview
Biodata Rectification, Interview Skills, Self Presentation, Post Interview Analysis, Do’s & Don’ts in the Interviews, Winning the Interview Process
It is a two months training programme designed specifically keeping in mind the requirement of the Sales Industry. Students are developed accordingly in the total programme so that they become employable and eventually can be placed as sales Representatives in different reputed companies by Growlane Training and Management Institute.
Biodata Rectification, Interview Skills, Self Presentation, Post Interview Analysis, Do’s & Don’ts in the Interviews, Winning the Interview Process Marketing Communication skills, Retail Survey, Job contents, Listening & Selling Skills, Distribution System, Handling Objections.
Graduates, within 20 to 35 years of age.
In two months training course, candidates are selected on the basis of their age, qualification and academic records. Our Counselors will take a personal interview before the admission.
Written Exam is conducted during the course. Also regular merit and skill based evaluations are undertaken by the trainers to assess the progress of the students.
40% in Mock Interview and Written Test separately.
Kolkata:
Rs.18000.00 (Rupees Eighteen Thousand only) Mode of Payments: Rs.9000 (at the point of admission) + Rs.9000 (after completion of one month of training). Total Rs.18,000
Body language is a powerful concept which successful people tend to understand well. So can you. The study and theory of body language has become popular in recent years because psychologists have been able to understand what we 'say' through our bodily gestures and facial expressions, so as to translate our body language, revealing its underlying feelings and attitudes. Body Language is also referred to as 'non-verbal communications', and less commonly 'non-vocal communications'. The term 'non-verbal communications' tends to be used in a wider sense, and all these terms are somewhat vague the terms 'body language' and 'non-verbal communications' are broadly interchangeable. the view that body language/non-verbal communications is the study of how people communicate face-to-face aside from the spoken words themselves, and in this respect the treatment of the subject here is broader than typical body language guides limited merely to body positions and gestures.
Business networking is an effective low-cost marketing method for developing sales opportunities and contacts, based on referrals and introductions - either face-to-face at meetings and gatherings, or by other contact methods such as phone, email, and increasingly social and business networking websites. The shortened term 'networking' can be confused with computer networking/networks, which is different terminology, relating to connection and accessibility of multiple computer systems. A business network of contacts is both a route to market for you, and a marketing method. Business networking offers a way to reach decision-makers which might otherwise be very difficult to engage with using conventional advertising methods. In addition, business networking brings with it the added advantage of recommendation and personal introduction, which are always very helpful for developing business opportunities. Business networking is a way for you to make the maxim, "It's not what you know, it's who you know." work for you.The principles and techniques of business networking are mostly common sense. Many of the behavioural principles apply also to business and relationships generally, and specifically to selling, managing, coaching, facilitating, etc.
Cold calling is traditionally an early stage in the selling process. Cold calling typically refers to the first telephone call made to a prospective customer. More unusually these days, cold calling can also refer to calling face-to-face for the first time without an appointment at commercial premises or households. Cold calling is also known as canvassing, telephone canvassing, prospecting, telephone prospecting, and more traditionally in the case of consumer door-to-door selling as 'door-knocking'. Cold calling is an important stage and technique in the selling process. Cold calling abilities are also useful in many aspects of business and work communications outside of sales activities and the selling function.Good cold calling - performed properly and not as merely an indiscriminate 'numbers game' - is a fundamental and highly transferable capability, whose basic principles are found in the behaviours and techniques of all great entrepreneurs and leaders.
Job interviews are easier for interviewers and the interviewees if you plan and prepare questions and answers, and use proper interviewing techniques. Job interviews are critical to the quality of an organization's people. Good job interviews processes and methods increase the quality of people in an organization. Poor job interviews methods result in poor selection, which undermines organizational capabilities, wastes management time, and increases staff turnover. It's better therefore to focus on 'good' interview questions rather than 'tough' ones. Good interview questions encourage interviewees to think about themselves and to give the interviewer clear and revealing information as to the interviewee's needs, capabilities, experience, personality, and suitability for the job. The best interview questions are therefore the questions which most help interviewees to reveal their skills, knowledge, attitudes, and feelings to the interviewer.
Explaining and understanding the nature of good leadership is probably easier than practising it. Good leadership requires deep human qualities, beyond conventional notions of authority. In the modern age good leaders are an enabling force, helping people and organizations to perform and develop, which implies that a sophisticated alignment be achieved - of people's needs, and the aims of the organization. The traditional concept of a leader being the directing chief at the top of a hierachy is nowadays a very incomplete appreciation of what true leadership must be. Effective leadership does not necessarily require great technical or intellectual capacity. These attributes might help, but they are not pivotal. Good leadership in the modern age more importantly requires attitudes and behaviours which characterise and relate tohumanity. The concept of serving is fundamental to the leadership role. Good leadership involves serving the organization or group and the people within it. Ineffective leaders tend to invert this principle and consider merely that the leader must be served by the people. This faulty idea fosters the notion that leadership as an opportunity to take: to acquire personal status, advantage, gain, etc., at the expense of others, which is grossly wrong. Leadership is instead an opportunity to give; to serve the organization, and crucially the people too. The modern notions of 'servant leader' and 'servant leadership' are attributed to Robert K Greenleaf (in his 1970 essay The Servant as Leader) however the philosophy and concept of leadership being a serving function rather than one that is served, is very old indeed and found in ancient civilisations and religious writings. Leadership is centrally concerned with people. Of course leadership involves decisions and actions relating to all sorts of other things, but leadership is special compared to any other role because of its unique responsibilty for people - i.e., the followers of the leader - in whatever context leadership is seen to operate. Many capabilities in life are a matter of acquiring skills and knowledge and then applying them in a reliable way. Leadership is quite different. Good leadership demands emotional strengths and behavioural characteristics which can draw deeply on a leader's mental and spiritual reserves. The leadership role is an inevitable reflection of people's needs and challenges in modern life. Leadership is therefore a profound concept, with increasingly complex implications, driven by an increasingly complex and fast-changing world. Leadership and management are commonly seen as the same thing, which they are not. Leadership is also misunderstood to mean directing and instructing people and making important decisions on behalf of an organization. Effective leadership is much more than these. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is about behaviour first, skills second.
Leadership is a vast and important subject, yet full of confusing ideas and terminology, open to widely different interpretations. Leadership definitions and descriptions also vary enormously. Examples of leadership can be extremely diverse too. We lead when we manage a football team or teach a classroom of children. We lead our own children when we are parents, and we lead when we organize anything. We certainly lead when we manage projects, or develop a new business. We lead the moment we take the first supervisory responsibility at work, and we may lead even before we assume official responsibility to do anything. A vicar or preacher leads a congregation. A writer or visionary may lead when he or she puts pen to paper and creates a book, or poem, or article which inspires and moves others to new thoughts and actions. A monarch and a president are both leaders. So is a local councillor, and so can be a community fund-raiser. A ruthless dictator is a leader. So was Mother Theresa, and so was Mahatma Gandhi. We can find leadership in every sort of work and play, and in every sort of adventure and project, regardless of scale, and regardless of financial or official authority. And so, given the many ways in which leadership operates, it is no surprise that leadership is so difficult to define and describe.
So what is leadership?
Is leadership a technical model?
Or is leadership a behaviour? (Or a behavior?, for US-English users.)
Or is leadership more a matter of style, or philosophy?
In fact it's impossible to limit descriptions of leadership merely to being a technical model, or a process, or a style or philosophy. It's all of these things, and much more besides.
Alignment of aims, purpose and values between staff, teams and organization is the most fundamental aspect of motivation. The better the alignment and personal association with organizational aims, the better the platform for motivation. Where people find it difficult to align and associate with the organizational aims, then most motivational ideas and activities will have a reduced level of success. Motivation is a complex area. It's different for each person. See the personality materials for useful explanation about different motivational needs. Erik Erikson's life stage theory is useful for understanding people's different motivational needs according to life stage. And the experiential learning section explains the difference between 'demotivational training', and 'motivational learning', and a guide to facilitating experiential learning activities.
Motivational receptiveness and potential in everyone changes from day to day, from situation to situation. Get the alignment and values right, and motivational methods work better. Motivational methods of any sort will not work if people and organisation are not aligned. People are motivated towards something they can relate to and something they can believe in. Times have changed. People want more. You should view the following motivational methods and ideas as structures, activities and building blocks, to be used when you have a solid foundation in place. The foundation is a cohesive alignment of people's needs and values with the aims and purpose of the organization. Refer to the Psychological Contract, and people-organization alignment and motivation. Motivational and inspirational quotes, poems, posters, motivational speakers and stories, team building games and activities, all develop employee motivation for sales and business staff in all kinds of organizations. Motivational and inspirational experiences improve employees' attitudes, confidence and performance.
Good leadership demands good people-motivation skills and the use of inspirational techniques. Motivational methods are wide-ranging, from inspirational quotes and poems, to team building games and activities, as ice-breakers, warm-ups and exercises for conferences, workshops, meetings and events, which in themselves can often be helpful for staff motivation too. See the motivation principles and template for staff motivation questionnaires and surveys. Motivation is an essential part of life coaching processes and techniques too. Motivated people perform better - see McGregor's XY Theory for example. People playing games or competing in teams learn about each other, they communicate better and see each other in a new light. Mutual respect grows. See the Johari Window theory for example. People often enjoy events which include new non-work activities, especially when bosses and superiors take part in the same teams as their junior staff, which also helps cohesiveness and 'can-do' culture. Inspirational quotes, stories and poems all help motivation too. Powerful positive imagery stimulates visualisation in the conscious and sub-conscious brain, which encourages self-motivation, developmental behaviour, confidence and belief. Playing games enables people to experience winning and achieving in a way that their normal work might not. People become motivated to achieve and do better when they have experienced the feelings of success and achievement, regardless of context. This is why fire-walking and outward-bound activities have such powerful motivational effect. All of these ideas, and more explained below, contribute to improving motivation, inspiration and performance.
Here is the theory of how team building games, activities like juggling develop motivation, positive images in quotes and stories, inspirational posters, quotations, motivational speakers, team workshops and brainstorming, etc., all help to strengthen relationships, build understanding, increase motivation and improve performance.