21st Century Professional Manufacturers Representatives

1. 21st Century Professional Manufacturers Representatives Building the Foundation CPMR 101

2. Objectives Build the foundation for 21st Century PMR Provide an overview of the concept of corporate culture Discuss the major trends reshaping the competitive landscape as well as ways to thrive in this hyper-competitve environment Provide a model and a profile of a 21st century Professional Manufacturers Representative. Introduce a handful of steps for getting started including a self-audit tool you can use to see where you stand.

3. Desired Outcomes We can declare victory if YOU � Have a better understanding of the �big picture� trends that are transforming the world of business. Complete the Professional Manufacturers Representative Profile for your firm. Get a couple of ideas you can take home and implement. Leave challenged � and energized to take your game to the next level. Thursday � Preview Friday � Manufacturers Session and Rotating Roundtable Saturday � Two hours In between �Thursday � Preview Friday � Manufacturers Session and Rotating Roundtable Saturday � Two hours In between �

4. Starting Agreements Change is needed � change is inevitable! But who needs to change? Preaching to the choir Good to great. Be open. Turn off your auto-reject response. Provide a smorgasbord of ideas, examples and challenges. Invite you to try them on. If something fits, keep it. If it doesn�t, leave it. Don�t hate the messenger. Change is needed Who needs to change � I need to change Not somebody else Not a spectator sport Preaching to the choir � Good to great Be open � Turn off your auto-reject response He�s not a rep � How can he possibly know what we have to deal with? He�s just another rep � What can he possibly tell us we don�t already know? Provide a smorgasbord of ideas, challenges Invite you to try them on. If it fits, keep it. If it doesn�t, put it back on the rack. Don�t hate the messenger My CPMR role Describing trends Not judging good or bad � just telling you what I see on the horizon (actually the doorstep)Change is needed Who needs to change � I need to change Not somebody else Not a spectator sport Preaching to the choir � Good to great Be open � Turn off your auto-reject response He�s not a rep � How can he possibly know what we have to deal with? He�s just another rep � What can he possibly tell us we don�t already know? Provide a smorgasbord of ideas, challenges Invite you to try them on. If it fits, keep it. If it doesn�t, put it back on the rack. Don�t hate the messenger My CPMR role Describing trends Not judging good or bad � just telling you what I see on the horizon (actually the doorstep)

5. Exercise How would you describe your firm? If someone walked into your firm, what would they see? What is the dress code in your firm? Does your firm use special jargon or acronyms? What does all of this say about your firm?

6. Corporate Culture What is It? Textbook definition Corporate culture is the shared values and behavior that tie an organization together. It is the rules of the game; the unseen meaning between the lines in the rule book. Culture is a way of doing things that is taken for granted. All organizations have a culture of their own. Eliot Jacques� definition The customary or traditional ways of thinking and doing things, which are shared to a greater or lesser degree by all members of the organization and which new members must learn and accept in order to be accepted into the service of the firm. �Street� definition The way we do things around here.

7. Corproate Culture Where Does it Come From? Nature of the business you are in Industry you represent Geography Climate Population density and ethnic diversity Local economy Organization�s history Company founders Senior management

8. Corporate Culture Key Dimensions Pervasiveness Degree to which the culture is widespread. Strength Amount of pressure the culture exerts on people. Direction Course the culture causes the organization to follow; for example, positive or negative, adaptive or unadaptive.

9. Corporate Culture Attributes Universal Shared Learned Sub-cultures Official and unofficial Formal and informal Iceberg Universal All groups have a culture Shared Learned An organization's culture is a set of typically unwritten rules and norms that are learned. Official and unofficial; formal and informal Often there are both espoused values and the values the firm actually lives by. Iceberg Much of a firm's culture is below the surface. It�s often taken for granted and unconscious. Universal All groups have a culture Shared Learned An organization's culture is a set of typically unwritten rules and norms that are learned. Official and unofficial; formal and informal Often there are both espoused values and the values the firm actually lives by. Iceberg Much of a firm's culture is below the surface. It�s often taken for granted and unconscious.

10. Corporate Culture