BEST PRACTICES IN SALES MANAGEMENT A Resource Guide for Sales Managers
Over the course of my career, I’ve had the privilege of personally working with several great sales managers and also seeing many examples of effective sales leadership in our client organizations. I’ve seen the impact that a great sales manager can have on an organization, and I’ve also seen how quickly a corporate strategy can fall apart without this vital leadership.
Sales management may be one of the most critical roles that influence the success of an organization. You are closest to two important corporate assets: customers and the sales team. The impact of an effective sales manager can be felt throughout an organization. Unfortunately, the same holds true for those whose attempts are not meeting expectations.
It’s challenging. The responsibilities of this role are to execute against a defined strategy and produce results that have been defined by executives who are often many levels above them.
But it is also rewarding. It is the sales manager who is both the coach and cheerleader for the revenue engine that will determine if a company makes it to the finish line or falls short.
As you build tenure in a sales management role, you will also build a toolbox of resources to help you fulfill those obligations. As the recognized global leader in delivering sales performance solutions, we’ve compiled this Sales Management Guide to add to your personal toolbox. Whether you are new to your role or a seasoned professional looking for new ideas, I invite you to review this guide for ideas that will help you exceed expectations.
A company’s success is largely defined by its revenue growth. In your role, you hold a tremendous amount of responsibility for contributing to that success, and the true extent of your contributions may never be fully recognized. But, sales management is the first step for many career progression opportunities. This role can be a launching pad for a long, successful career as many have taken a path through sales to executive posts, including the C-suite. As you develop your team to take your company to greater success, take time to also develop yourself for what the road ahead holds for you.
Good Selling
Sam Reese CEO, Miller Heiman
BEST PRACTICES IN SALES MANAGEMENT A Resource Guide for Sales Managers
THE BIG PICTURE
The Most Challenging, Yet Most Rewarding,
Job in the World (3)
Managing in All Directions
Using Your Dashboard
Excitement, Motivation and Thrill
Your Many New Bosses
Process Excellence:
Inject Science into the Art of Selling (6)
Foundation and Elements of Sales Process Adoption The Foundation of Sales Process Adoption:
Executive Sponsorship, Organizational
Commitment and a Clear Plan
Elements of Sales Process Adoption
Bringing it All Together
Sales Management Best Practices:
A 60 Day Roadmap for New Sales Managers (11)
Take a Good Look at Your Team
Take Key Initiatives
Forecasting and More
At the Six-Month Mark FORECAST ACCURACY
Why You’re Measuring Too Much (14)
Keep it Simple
Driving Adoption
New System Opportunity
Taming the Volatile Sales Cycle (16)
The Sales Funnel
Toward Better Funnel Management TALENT MANAGEMENT
Facing the Challenge of an
Inherited Sales Team (20)
Sales Manager as Coach
Integrating the Sales Team
Knowing When to Let Go
With Great Responsibility Comes Great Reward Hiring Salespeople – Three Keys to
Getting it Right (22)
One Size Does Not Fit All
Common Missteps in Hiring
Long-term Benefits
Qualities of Top Salespeople
Revealing Interview Questions
CONTENTS
|3
SALES MANAGEMENT: THE MOST CHALLENGING, YET MOST REWARDING JOB IN THE WORLD
It’s no secret that sales is a challenging profession.
Salespeople hold the responsibility of meeting both the demands of customers along with those of the companies they work for. After you advance to a position where you are managing salespeople, you not only retain those responsibilities but you take on more.
As a salesperson, your biggest concern was probably around whether or not you met your personal goals. As a sales manager, you now have many more concerns on your mind. Your personal goals are supplemented with your team’s goals, each individual member’s goals, and the company’s goals. You are now tasked to evaluate where you should spend your time to reap the greatest return and whether you have the right people doing the right things. If you have been in sales management for any length of time, you have probably found that sales management is the most challenging, most frustrating, yet most rewarding job in the world.
Managing in All Directions
New sales managers often think they are only managing a sales team. What they quickly learn is that sales managers must manage up as well as down, with demands coming from all directions. Sometimes it can feel like you are in a vice between the executive team and your sales team. The executive team expects forecasted results and the sales team often has many short-term, urgent needs. As a sales manager, you must figure out how to juggle these responsibilities to ensure all of your obligations are met. You will work hard and may not always get the credit you deserve.
Now for the good news! There are plenty of people around to help you meet these challenges head on and ensure success. As a sales manager, you can find a mentor, ask for help, and leverage your available support network to validate that you are making the best management decisions. This is especially critical for those who are new to a sales management role.
Using Your Dashboard
Customer Relationship Management (CRM) systems have introduced many new data analysis features to a sales manager’s world. There’s good news and bad news to that. More data does not translate into better decisions. Of all the features, the most useful dashboards for sales managers are those that bring clarity and visibility to the sales funnel.
Use the funnel as a guide for prioritizing time with customers and time with salespeople. This discipline will bring clarity to where your time as a sales manager can best be spent to drive results and improve forecast accuracy for you and the overall sales organization.
It doesn’t mean there is no value in reports such as top customer billings, product reporting, lead conversion rates, or YTD performance to plan. But as a sales manager, always recognize the sales funnel as the most important reporting tool.
THE BIG PICTURE
| https://www.doczj.com/doc/9b12775322.html,
Even sales managers make mistakes
To help you avoid some of the common ones, the following is a list of frequent missteps made by sales managers. Save yourself some time and disappointment by doing your best to avoid these.
Ramping Up. The number one blunder that many new sales managers make is taking too long to get out of “selling mode” and into the mode of coaching and managing their salespeople. Your team is now your most important asset and you must mentally shift from salesperson to leader.
Managing the Team. Sales managers have a tendency to focus too much energy and time on bottom performers. It may seem natural to focus on the problems, but doing this alienates top and middle performers who are actually producing for the company. Too often, sales managers chase the squeaky wheel. Devote energy to the right group of performers, and encourage incremental growth.
Motivating. Many sales managers assume that all salespeople are motivated by money. This is not the case. It is important to realize that different people are motivated by different things. It is crucial to recognize these factors when you nurture your top performers. Each salesperson needs something different from you and, as sales manager, you must be able to recognize these differences.
Hiring. Many sales managers struggle in recruiting and hiring. Good sales leaders are always in a mode of recruiting and looking for talent. Those who struggle wait until they have openings to fill, which can lead to decisions driven by deadlines rather than quality.
Building Credib ility. Sales managers often fail to spend enough time building credibility with their team. Sales managers must work hard to earn the confidence of their team by displaying not just their competence as a salesperson, but their competence as a coach and leader. A strong team with a trusted leader will ultimately perform better. Evaluating. A misstep that many new sales managers make is to change things before taking enough time to assess the landscape. Strengths and real issues that need to be fixed are often missed, which creates a plan of action that produces poor results and will impact your credibility as a leader.
Letting Go. Sales managers who come from the ranks of being a great salesperson often believe that their way is the best approach to a given situation. Size up the strengths of each person on your team and recognize that there are many effective ways to win business.
Excitement, Motivation and Thrill
The challenges in sales management are clear, but sales management also is one of the most rewarding positions you can have in a career. Sales is the most critical function in any organization. Profitable revenue generation for companies produces jobs, bonuses for employees, product development, increased marketing efforts and improved morale for the organization. As a sales leader, you get to play a key role in making a tangible impact on not just your team, but the entire organization.
If you work in a business where success means that both parties win in the end, the beauty of being a good sales manager is that you get the added benefit of helping a salesperson help the client – a scenario that is a win for each party. Sales management offers a career full of excitement, motivation and thrill. Nothing beats hitting your numbers, helping your team cross the finish line, while at the same time helping individuals prosper, win, develop, grow, enhance their skills, and contribute to the greatness of the sales profession.
Very few professionals can look back at the end of the day, the end of the month or the end of the quarter and see clear, tangible results. When you achieve success in sales, there’s no fuzziness about it. You know when you win and you know when you lose. There is no grey area in between.
|5
As a sales manager, there are plenty of stakeholders counting on you to provide them with support, information and time. Who is relying on you? Create a chart to remind you of your responsibilities and fill in the blanks with specific commitments you need to fulfill.
Sales Team
Coaching
Expectation Setting
Deal Support
______________________________________ ______________________________________ Sales VP
Forecasts
Opportunity and Customer Reviews
Feedback from Clients
______________________________________ ______________________________________ Customers
Negotiation Discussions
Escalated Issues
Competent Reps to Work With
Review and Planning Discussions
______________________________________ ______________________________________CEO
Supporting Company Strategy and Vision
______________________________________
______________________________________ Marketing
Client Testimonials
Feedback/Involvement on Campaigns or Marketing Materials
Insights on Client Segments/Industries
______________________________________
______________________________________ Product Management
Product Feedback
Client Feedback on Existing and New Product Ideas
______________________________________
______________________________________
PROCESS EXCELLENCE : INJECT SCIENCE INTO THE ART OF SELLING
Standards and process permeate nearly every functional area in business, from accounting, finance
and operations to IT, human resources and now,
even marketing. And for good reason. Processes
and standards enable management to control the
controllable so they can focus attention and resources
on the more difficult issues that stagnate sales and
revenue and disappoint shareholders. Standard process
drives predictability, consistency and efficiency, and
when properly integrated across the organization,
radically improves sales performance.
Despite the tremendous benefits that standards and
process can deliver, sales organizations have been much
slower than other disciplines to move down this path.
Imagine how much better sales managers could
manage if they had consistent, objective criteria to
evaluate the status of opportunities and accounts in
each sales rep’s funnel.
Or, imagine how much more efficiently account teams
could collaborate on large deals if they used a common
language. And how much better a CEO would sleep
at night if he knew his sales force had a consistent,
professional approach to interacting with customers!
An improvement in these factors helps drive revenue
predictability, reduces cost of sales and increases sales
force productivity—all critical business objectives.
Results from the Miller Heiman Sales Bes t Practices
Study clearly show that World-Class Sales
Organizations take a much more scientific approach to selling and sales management than others. While there will always be a certain art to selling, it’s an increasingly sophisticated business world. World-Class Sales Organizations prove that sales process excellence creates a significant competitive advantage. However, the transition from “art” to “science” is not easy. It requires a sound foundation, strong commitment and precise coordination for widespread cultural adoption. That’s the challenge.Foundation and Elements of Sales Process Adoption The following framework won’t entirely eliminate the hard work involved in successfully implementing new processes. But it’s been proven to help streamline the effort. The change adoption process for a sales organization would have the following elements, each of which is essential for successful company-wide integration.
MASTERY
ENABLEMENT MEASUREMENT PROCESS REINFORCEMENT | https://www.doczj.com/doc/9b12775322.html,
|7
The Foundation of Sales Process Adoption: Executive Sponsorship, Organizational Commitment and a Clear Plan
Executive sponsorship doesn’t just mean getting sales management’s buy-in for the change initiative—although, of course, that is critical. In the best situation, solid commitment and support must come from the entire C-level leadership team in order to create a successful sales culture.
Miller Heiman research indicates that when it comes to understanding what drives sales and revenue growth, there’s typically a huge disconnect between a company’s C-level executives, sales leaders and salespeople. Top executives may be out of touch with customer needs, current marketplace challenges and/
or just how competitive their services and solutions actually are at any given moment.
At the same time, overhauling sales processes often causes a ripple effect that extends well beyond the sales organization and into finance, operations, customer service and IT. You’re making changes that may substantially alter the way your company does business.
Getting executive sponsorship for process implementation, then, requires convincing your company’s leadership that change is necessary, that your initiative is aligned with company strategy and that the entire organization stands to benefit from its successful implementation.
For the CEO, the benefit might translate to success
in hitting growth targets. For the CFO, success may mean improvements in meeting financial expectations and reducing sales-cycle volatility.
Ultimately, the precise reason your company’s leadership team buys into the effort almost doesn’t matter—what is important is that their support is genuine, complete and visible all the way to the topmost position. It is strongly recommended that you secure the following commitments to build a solid foundation for a major process change:
A respected executive sponsor. In the best-case scenario the executive will go beyond sponsorship to coach, mentor and motivate those responsible for implementing and executing the new process.
A vision that’s crisp, clear and easy to communicate. It should concisely spell out where your organization is today, where you want to be, and what you need to do to reach those goals.
A transition team. This team will manage the day-to-day details of the change effort and use a coaching plan to keep sales leadership and management on task and on message.
A set of milestones. Like those used for any other project, these milestones allow you to assess your progress by asking some hard questions at key points along the way. You can figure out what’s working that should be replicated across the entire organization, as well as what’s not working that should be refined, revised or scrapped entirely.
A disciplined review process. This allows you to assess progress and to address unforeseen problems, questions and risks immediately as they arise. Adjust your course as needed to make sure the entire effort stays on track.
Finally, as you build your foundation and prepare your implementation team and plan, keep in mind that while it’s best to begin integrating the principles of a new process into daily life as quickly as possible, it may take awhile—perhaps years—for the change to fully take hold.
Elements of Sales Process Adoption
Standards and expectations usually are set with salespeople regarding sales process usage. But for adoption to take place, managers must master and use the processes themselves. If the sales manager doesn’t
| https://www.doczj.com/doc/9b12775322.html,
get it – the frontline sales force never will. Managers should always be training, coaching and inspecting to ensure salespeople adhere to the sales process.
Element #1: Process Training — At the center of successful sales process implementation is process training. Everyone across the organization using or supporting the new or revised process must be thoroughly trained in the new sales method. The more heavily the employee uses the process, the more intensive the training. For example, we’ve found that sales managers and salespeople almost always require live, instructor-led training to ensure that they understand not only the thinking behind the process, but how to apply it to their jobs and how they do business. The process must be a practical exercise, not just a theoretical one. However, someone in finance might only need an overview of the sales process delivered through an e-learning module.
New employees should receive the appropriate sales process training as soon as they come aboard. The existing team should receive occasional refresher courses and the opportunity to upgrade their knowledge as needed. At the same time, it’s important to realize that training alone isn’t enough to guarantee effective implementation and real improvement.
Element #2: Process Mastery — Any successful implementation of a new program requires developing subject matter experts: cadres of insiders who value the process, understand it completely and are committed to making it a core part of the way they do business.
Miller Heiman has programs to train trainers and to train coaches in its core sales processes. Developing internal coaches and trainers helps drive adoption and reinforcement, fully integrates the new processes, and supports the sales team in using the new processes correctly for maximum benefit.
The best subject matter experts are usually highly respected sales managers. These are people who have been in the trenches and have the credibility with the salespeople who will be the recipients of their coaching. High-performing and high-potential salespeople should also be considered, especially if they excel in coaching and mentoring others. Key to successful adoption of the change initiative is the development of internal specialists who are both business and sales process experts.
For practical reasons, when selecting those to train as subject matter experts you should consider factors such as their geographic locations, their relation to the product line and their management roles. The ones chosen should display enthusiasm and emotional commitment before and during implementation, and they should be able to serve as “go-to” resources after implementation is complete.
You may consider systemic ways to establish and evaluate expertise in the new processes, such as specific training and certification for subject matter experts.
Element #3: Process Measurement — No improvement initiative can realize its full potential without setting clear goals and without tracking progress toward these goals in a disciplined manner. Process measurement should take place both at the individual level and the organizational level.
Assessment tools available today can comprehensively evaluate how effectively each salesperson applies the new process in his/her daily routine. For example, Miller Heiman’s Sales Excellence Assessment SM requires the salesperson to evaluate his perceived effectiveness on a number of dimensions of the sales process. Then, the sales manager rates that salesperson using the same criteria. The results of the assessment show not only how well the salesperson is executing the process, but also highlights disconnects with the sales manager. This information creates a credible foundation for dialog and coaching necessary for effective process implementation.
|9
At the organizational level, both internal and external benchmarks should be used. Many organizations are benchmarking performance internally, tracking how well they are progressing against plan or other historic predictors of success. However, using external benchmarks gives the sales organization even more valid criteria with which to gauge success. Although success can be defined in many different ways, the success factors should create line-of-sight between the objectives of the process change and the overall business objectives. The key is in the next step: using, and, as necessary, refining those metrics to determine how well your sales team is doing as it moves toward the process and business goals.
Element #4: Process Enab lement — Sales leaders say that when the word “process” comes up in their organizations, salespeople sometimes cringe because they don’t understand how the process will help them sell more and sell faster. And sales managers may worry that introducing a new process will add complexity, prolong the sales cycle and adversely affect the team’s performance.
The fact is, any successful change initiative includes tools designed to streamline the process and integrate it with existing systems, removing barriers to adoption and minimizing overall disruption. With the right process in place, the right tools can enhance the creation and communication of sales strategies to improve the likelihood of securing and growing business.
In sales, managers are starting to drive use of CRM systems to more effectively manage the sales process by focusing on metrics tied to specific qualifying activities in an opportunity. Miller Heiman’s Sales Access Manager SM integrates the sales process with the CRM system to increase usage and retention, as well as improve the quality of reporting.
The appropriate tools—combined with the all-important milestones included in the foundation—will help salespeople recognize that the new process ultimately makes their jobs easier, not harder. It should be clear to them also that as they embrace and utilize the new systems, they will become both more efficient and more effective, and their jobs will become more rewarding as well.
Element #5: Process Reinforcement — In any business process implementation, ongoing reinforcement is a critical yet often overlooked component for success, especially since many such initiatives may span long periods of time. Reinforcement involves adjusting your culture— not just in the sales organization, but throughout the company. Keep the key principles in front of your people at all times to make sure the change becomes and stays part of how everyone does business every day.
Promote the new process implementation throughout your organization, and, in particular, communicate its successes. Make sure you bring new sales hires up to speed on the process as quickly as possible. Provide all team members with the chance to refresh their knowledge and develop their mastery through additional learning opportunities. It may mean offering training to people who support the sales process even if they’re not directly involved in selling.
And, revisit the process itself regularly by returning to the milestones, adjusting the process as needed and communicating the changes throughout the organization as quickly as possible.
Bringing it All Together
While all the elements of the foundation are important, remember that the success of any initiative ultimately rests on the foundation of executive sponsorship and commitment. And keep in mind that, whatever the level of sales management, each role is equally important.
Years of Miller Heiman research indicates that when employees are trying to decide whether a change-management initiative is a good idea, they frequently look first to their bosses to see what they think. If you
| https://www.doczj.com/doc/9b12775322.html,
believe in the process you’re promoting, you must
demonstrate it by example.
To quote leadership and change management guru,
John Kotter: “Nothing undermines change more than
behavior by important individuals that is inconsistent
with their words.” And, those with the commitment and
belief in a process that injects science into the art of
selling will become World-Class Sales Organizations
and will substantially outperform their peers.
|11
SALES MANAGEMENT BEST PRACTICES:
A 60 DAY ROADMAP FOR NEW SALES MANAGERS
Welcome to sales management. If you haven’t found out yet, you’ll soon learn that much of what may have made you a great salesperson – independent spirit, the ability to close a deal no matter what and perhaps a tendency to prioritize individual goals over the team’s goals – will not make you a great sales manager. To a large extent, selling and managing selling are two different disciplines with two different required skill sets.
The purpose of this article is to provide first-time sales managers with a set of best practices they can learn right away and implement during the first 30 to 60 days on the job. Bear in mind, these best practices are just a start. Over the years, Miller Heiman has been researching what keeps the world’s most successful sales organizations (known as World-Class Sales Organizations) on top, year after year. What we’ve learned is that organizations that consistently make the list do not rely on charm, luck or sales magic. Rather, they rely on a set of proven methodologies. These methodologies can be learned and, more importantly, replicated across any sales organization. Even if you have already passed your 60-day mark, it’s not too late to benefit from these best practices. Covering these bases can be beneficial at any point in your career.
First, let’s get beyond title and explore the role of sales manager. There are three elements – leadership, management and coaching. They shouldn’t be confused with one another. ? Leadership is about having a vision, describing it and directing people toward it.
? Management is about administering and organizing, not about creating.
? Coaching is an activity – not a title. Anyone can be a coach – that involves helping others achieve a goal.
Considering those broad definitions, do you believe salespeople actually want to be managed? It’s highly doubtful – especially if you’re managing people who have more product or industry experience than you. That is why collaboration is so important. As a sales manager, you can bring a genuine process to the table. You can leverage your team’s industry and product expertise. As a sales manager, you’re going to bring process to sales. You’ll have to get buy-in from your team because for you to be successful, they will have to participate in the process. If you have been a successful salesperson – at your present company or elsewhere – you have figured out how to identify opportunities, manage relationships, get internal resources, how to get referrals, etc. In the first 30-60 days, if you replicate what you know works in those core customer-focused elements, you will have done more than most. But let’s go a step further.
Take a Good Look at your Team
Early on, during your first 30 days on the job, take a look at your team. While it may be tempting to put it
THE BIG PICTURE
| https://www.doczj.com/doc/9b12775322.html,
off while extinguishing whatever fires you’ve inherited, do not procrastinate assessing your team. Find out what is working for individual members and replicate it across the entire team. This could come from your own background as a top salesperson on the team (or on another team); it could be from your own top salespeople.
There are some great assessment tools available. Look for great service from the provider, ask about how tests are validated and make sure the assessments are EEOC compliant. The results of the tests may encourage you to move people around, but it’s not about firing them. Think of assessment tools as a way to help understand your people better. Behavioral assessments should be a part of the process, not the whole process.
Take Key Inventories
During those first 30 days, look at the sales system holistically. Who is on your team? What are their individual strengths and weaknesses? Who are your coaches? Keep in mind that anyone may be a coach as it’s not dependent on title or status. Next, take a look at your customers. Know who they are – not just their names, but why they buy from you. Who are they? What do they do? Why do they purchase from you instead of your competition? Here’s a great tip: Call your key customers and ask them why they buy from you!You might be really surprised when you begin to think less about how your team sells, and more about how your customers buy. Consider establishing a “personal board of directors” – people you can go to within and outside of your company, and your industry – to help solve problems creatively and think outside the box. This is by no means the end-all and be-all of your sales management role, but in the first 30 days, your team inventory should help you identify gaps in your sales system.
Within that 30-day period, think about metrics of sales effectiveness. Ask yourself what you should measure – close ratios, average deal size, etc. Decide what you need to know in order to measure success, and include what your boss needs to know – but what do you need to know to measure success? There are plenty of ways to measure your sales effectiveness other than revenue. Find a few and stick by them. Establish a communication plan with your team in those key 30 days. Consider every possible way to communicate – face-to-face conversations, email, your customer relationship management system (CRM), internal social collaboration sites and so on – and ask yourself what role each can play in your team’s communications.
And don’t do this alone. Rather, set an early example of open communication by asking around. Ask your people how they prefer to send and receive messages. Try to accommodate. It’s better to over-communicate than under-communicate. Once you have a good sense of how your team best communicates, make a plan that outlines how important messages will be handled.
Forecasting and More
Now that you’ve got a good sense of who is on your team, of why your customers buy from you, and an intact communication plan, it’s time to get a handle on your funnel management and forecasting. You have to find a way to get accurate forecasting of what your team will produce. There are many ways – and they need not involve high-tech solutions. You can keep manual
records or use a simple spreadsheet. You can outsource The Miller Heiman Sales System?
|13
the function or you can buy sophisticated tools. The point is: you must have a way to forecast sales. Every business is different. It may be quite simple or it may be a complex, expensive exercise. Either way, it’s a must!
During your second 30 days on the job – once you’ve learned all you can about your team and your customers – you will begin to see how you can better align customer needs with internal resources. Having identified the highest impact gaps in your sales system, you will know how to use the resources at hand to close the gaps.
You might find you’ll need to go outside the team to close those gaps. Every organization is different. With preparation and knowledge, you should be able to determine what yours needs most in order to create opportunities, maintain a customer-focused approach (why do they buy from us?) and manage customer relationships more effectively than ever.
At the Six-Month Mark
Your six-month anniversary is a good time to take stock. Make a big list of what is working and not working. Solicit your team for feedback. If something isn’t working, change it, and then convey the change.
Take an opportunity to re-evaluate your communication plan. Look at the ways you communicate and consider each one. Get a read on what communication works best in your culture and which, if any, never seem to work. Rely on feedback from your team and from management for the answers.
Ask yourself: Am I leading, managing, or coaching? Given what you know now about your team and your customers, ask yourself how you can capitalize on best practices – yours and others – and leverage it across the group. Are you coaching and helping people gain the competencies they need to close sales? Or are you stepping in and helping them close sales? In other words, at the six-month mark, ask yourself if you are leading, rather than just being an advanced salesperson.
The bottom line for new sales managers: If you start with the basics – replicating your own best practices, assessing your team, getting to know your customers, communicating in ways that reach everyone, and applying proven methodologies to the sales process, you’ll find the sales process is one of discipline, knowledge and creative thinking – behaviors you can replicate for better results.
CRM:
WHY YOU’RE MEASURING TOO MUCH
Question: How many metrics does the average sales management dashboard include?
Answer: Too many
Reason: Sales reps and managers put data entry low on their priority lists and the resulting inconsistency in data collection leads to unreliable and inaccurate forecasts and widespread frustration. Investing in new CRM technology may offer an opportunity to change what and how sales organizations track data – or cause the same frustrations – because the problem may not be the technology.
Keep it Simple
Dazzled by the ability to categorize data, sales leaders go overboard in seeking every possible analytic, whether it is measurable or trackable.
A global sales leader for a large software company told me she is measuring “14 important sales metrics” for her company. That’s too many. Even she admitted she only really looks at about three of the numbers.
That’s about right. The number one thing organizations can do to improve the accuracy of their data is to establish clear goals about what they really need to know to move the business forward.
Pick three to five metrics to track. That’s it. Don’t get too complicated. Identify the most important measures of success for your business such as driving new revenue, increasing margin or average order size. This varies by industry, but pick just a few – more is not better. Don’t over-engineer this. I see it all the time. If you track everything, you will overwhelm the sales force.
Think simple. Whatever you are measuring now, what could replace it to produce better numbers in a more logical way – a way that is easier and more relevant for the frontline? Most sales organizations use CRM systems to look at lagging measures, showing what happened in the past. Consider instead outlining specific information to supports those three to five overall success measures. Take time to list them out. Consider which activities might support increasing margins – such as close date and dollar amount then look at data elements to support those metrics. If an action doesn’t support the metric, drop it.
Once the overall priorities are decided, determine which step-by-step actions by the sales force will support those goals and set the metrics. Unleashing the power of CRM technology relies on data that can only come from the front-line sales force.
Source: 2013 Miller Heiman Sales Best Practices Study
FORECAST ACCURACY | https://www.doczj.com/doc/9b12775322.html,
|15
Driving Adoption
Sales management often unwittingly undermines adoption and usage of the CRM system by not using it themselves. While frontline sales managers ultimately drive the process and ensure the accuracy of the funnel data, culturally it sends a strong message when everyone up and down the organization refers to the system when talking numbers and data.
This means establishing a user-friendly dashboard that every level of management can use. Have management and executives test drive whatever they think the sales force should do – have them actually evaluate a deal and enter the data and metrics they want to track.
I’ve seen powerful changes when managers can pull up the data, examine a sales rep’s opportunities and identify clear coaching opportunities where one-on-one discussions will help the rep in a current or future situation.
New System Opportunity
The 2012 Miller Heiman Re earch In titute Sale Performance and Productivity Study found that 52 percent of sales organizations are now in the process of or planning to migrate to a new CRM system in 2013.
CEOs, who want better insights and results from CRM investments, increasingly are shifting the responsibility for its success to Sales. Given that many CEOS rank CRM as their most important area of investment to improve their business over the next five years,sales leaders are tasked with proving the value of this technology.
– 2012 Gartner CEO and Senior Business Executive Survey
If your organization is one of these, use the new system as a catalyst to improve adoption by introducing a better process for reps and managers to use.
Train sales managers first and separately on the system and its goals to get them to buy into the process, because if the sales manager doesn’t “get it,” the sales rep never will. Establish a company-wide framework that identifies essential sales competencies. The framework should be simple with the three to five defined activities that address the minimal and optimal usage for the new system. This will clarify the process and make it measurable, trackable and manageable. Reward those who adopt the specified behaviors in the framework.
While adoption requires the on-going commitment of the front-line sales force, establishing realistic, reasonable and actionable goals must be a sales management priority. This strategy changes behaviors, improves data entry and ultimately supports corporate goals.
TAMING THE VOLATILE SALES CYCLE
Many of the ups and downs of a company’s revenue stream can be smoothed out. Doing so, though, requires a fundamental change in how the organization prioritizes its sales activities.
The typical sales process is like a funnel: At the bottom are the deals that are nearest to being closed, in the middle are other prospects in the works, and above the funnel are numerous promising leads that need further investigation. Companies frequently run into trouble when they work their funnels from the bottom up, which all too often results in wild fluctuations in the sales cycle. For a more continuous -- and predictable -- revenue stream, firms should prioritize the three areas of the funnel in the following way: bottom, above and then middle.
Many companies experience wild fluctuations in their revenues. During one quarter, new offerings are selling faster than proverbial hotcakes. But in the next quarter, the sales force can’t seem to give those same products away. “It’s either feast or famine,” is the all-too-familiar refrain. To exacerbate matters, these fluctuations are often unpredictable as evidenced by the countless companies that miss their revenues projections, unleashing the wrath of Wall Street. Many corporations have watched their stock price plunge because of a missed sales target. And bad sales projections also wreak internal havoc. Few things infuriate the manufacturing division more than ramping up the production of an item that only ends up sitting on shelves.
Of course, every sales cycle has some degree of volatility. A big customer could go bankrupt or a major deal could fall through because of management changes at the client’s firm. Conversely, sales of a new product could suddenly skyrocket because of a serendipitous endorsement. And there are certainly seasonal fluctuations and many other factors, including customer budgets that affect the sales cycle.
Aside from these, there’s another type of volatility that many executives seem to think is some kind of natural law. At the beginning of every quarter, sales tend to falter; at the end, they often surge. This continuous roller coaster can be a huge problem when big deals fail to materialize at the last minute (that is, near the end of the quarter), leaving a shortfall. Indeed, the fear of that happening has led many companies astray.
Some have even tried to fudge their numbers by taking expected sales and booking them in the current quarter. Obviously, cooking the books is hardly the answer, but can companies actually achieve a consistent – and predictable – revenue stream through better management? Contrary to the prevailing view of many executives, organizations can indeed smooth out many of the kinks in their sales cycles. Doing so, however, requires a fundamental change in how they prioritize their sales activities.
The Sales Funnel
The typical sales process is like a funnel: At the bottom are the deals that are nearest to being closed; in the middle are other prospects in the works; and above the funnel are numerous promising leads that need further
FORECAST ACCURACY | https://www.doczj.com/doc/9b12775322.html,
工艺规程 1．适用范围 NBC200A焊枪及配件；NBC200A-B型焊枪及配件；松下KR200A、KR350A、KR500A等焊枪及配件；OTC350A、OTC500A焊枪及配件；大阪系列焊枪及配件350~500；伊萨系列焊枪及配件；林肯焊枪及配件；GT15AK焊枪及配件；GT24AK、GT25AK焊枪及配件；氩弧焊枪；气刨枪；诺斯焊枪系列；米勒系列焊枪40KD配件；GT36KD焊枪及配件；等离子割枪及配件。 2引用标准 2.1顾客产品图样： 2.2JB/T9532—1999MIG/MAG焊枪技术条件： 2.3JB/T8748—1998MIG/MAG弧焊机。 3技术要求 3.1 焊枪应按顾客产品图样加工，达到规定的尺寸和精度。 3.2 焊枪的枪体外壳和绝缘护套与焊枪导电咀之间的绝缘电阻应大于 2.5M Ω。 3.3焊枪的枪体外壳和绝缘护套与焊枪导电咀之间应能承受1500V工频交 流电压，历时1min无击穿或闪络现象。 3.4 控制回路与焊枪导电咀之间应能承受800V工频交流电压，历时1min 无击穿或闪络现象。 3.5 控制线路的直流电压应不超过48V(平均值)，控制线路的交流电压 应不大于42V（有效值）。
3.6焊枪的气路应在0.1mpa的进气压力下正常工作，无漏气现象；水冷焊枪 应在0.2mpa的进水压力下正常工作，无泄漏现象。 3.7 半自动焊焊枪手持部分温升应不超过300C（参考）。 3.8焊枪模压件，金属加工件的表面应清洁、光滑、无毛刺、气孔、夹渣、剥落缺陷。除了需要的刃角外，边缘应为圆角，外表面的粗糙度应不低于3.2 3.9按相同图样加工出来的零件应能互换。 3.10装配后的焊枪的导电咀中心应与喷咀同轴，同轴度误差不大于喷咀内径的5%。 3.11接触配合面应密合，不应有明显的错位。 3.12半自动焊焊枪的焊接电缆、气管、水管及送丝软管等均应套绝缘护套；绝缘护套应耐油脂溶剂的腐蚀并具有阻燃作用。 3.13输送钢焊丝的推式焊枪，送丝软管的长度不短于3m，铝焊丝的送丝软管长度不短于产品标准规定，推拉丝式焊枪送丝软管长度不短于6m。 3.14焊丝盘不在枪体内的半自动拉丝焊枪，采用钢丝时，送丝软管的长度不短于5m。 3.15对于枪体内装有焊丝盘的拉丝式焊枪焊接电缆控制线、气管等长度应不短于10m。 3.16对于推丝式、推拉式或焊丝盘不在枪栓内部的拉丝式焊枪，当送丝软管绕一直径为400mm的圆时，输送钢焊丝时的送丝速度与送丝软管拉直时相比，变化率不超过10%。 3.17焊枪导电咀的螺纹应在M4、M5、M6、M8中选用。
一、电焊机安全操作规程 1、电焊机应放置在清洁干燥和通风的地方，使用交流电焊机时，不得安放在烘炉、熔铁炉和高温场所；露天工作，应有防止雨雪的措施。 2、工作前，应对机械各部螺丝，联接点和软线接地电焊用具及绝缘等情况进行检查，确认良好可靠后，方可开始工作。绝对禁止用机械或建筑物代替接地线。 3、直流电焊机接线桩头的“+”、“－”极标号，须事先辨别清楚方可接线。 4、工作中，应经常检查电机部分或变压器和电流调整器的外壳温度是否超出60℃，发现过热或麻手情况时，须立即停止工作，切断电源进行检修。检修电焊机、变压器和电路工作应由有经验的电工来担任。 5、电焊工在工作时，须穿上胶鞋，扎上特别围裙，并带上面罩和手套，工作服钮扣须扣紧，手套应包紧上衣袖子，面罩的玻璃须符合标准，不得用普通玻璃涂漆来代替，外层白玻璃上麻点太多时应予更换。 6、焊接工作如需进行坐焊或卧焊时，应备有绝缘垫子。 7、高空焊接工作只限于身体合适的并有高空作业经验的工人担任，高空作业应系上安全带，六级以上大风时，禁止在室外进行高空作业。 8、焊工在锅炉或容器内进行工作的时间不得过久，外面应有专人配合，观察焊工的动作情况，所有照明设备的电压不得超过12伏特。 9、焊修油箱或油筒前，必须打开筒盖，先用热水、蒸汽或氨水等将油箱彻底清刷干净，在任何情况下，绝对禁止在装有易燃物或易爆物品的容器上进行焊接工作。 10、焊接场所附近不得放置柴油、汽油或其他任何易燃、易爆物品，电焊场所内应备有灭火设备。 11、在通风不好的工作场所进行焊接工作时，应有良好的通风设备。如焊接会发生毒气的有色金属或合金时，必须戴装有化学药品的防毒面具或呼吸滤清器，在予热机件上进行焊接时，必须采取防止辐射的措施。 12、在架空设备上进行焊接工作时，踏架必须紧固，铺板必须钉紧，剩下的焊条头子不可乱扔，同时应加装必要的装置，以防溶珠、铁渣烫伤下面的人员或引起火灾。 13、在接近通道和通行的地方工作时，应特别注意电缆，以免被车辆压破电缆而
财政学(陈共)课后习题答案详解
第一章财政概念和财政职能 复习与思考 1.学习财政学为什么要从政府与市场的关系说起？ 答：在市场经济体制下，市场是一种资源配置系统，政府也是一种资源配置系统，二者共同构成社会资源配置体系。而财政是一种政府的经济行为，是一种政府配置资源的经济活动，所以明确政府与市场的关系是学习财政学和研究财政问题的基本理论前提。不明确政府与市场的关系，就难以说明为什么有市场配置还要有政府配置，政府配置有什么特殊作用，政府配置的规模多大为宜，政府采取什么方式配置资源等。 什么是市场？完整的市场系统是由家庭、企业和政府三个相对独立的主体组成的。在市场经济下，政府构成市场系统的一个主体，这是毋庸置疑的。比如，政府为市场提供诸如基础实施、教育和社会保障之类的公共物品和准公共物品，同时从市场采购大量的投入品和办公用品。但政府又是一个公共服务和政治权力机构，具有与市场不同的运行机制，因而在市场中又具有特殊功能和特殊的地位，可以通过法律、行政和经济等手段，“凌驾”于市场之上介入和干预市场。因此，为了说明政府与市场的关系，需要先从没有政府的市场系统说起，这时市场只有两个主体，即家庭和企业。 2.什么是市场失灵？ 答：市场失灵是和市场效率对应的。市场的资源配置功能不是万能的，市场机制本身也存在固有的缺陷，这里统称为“市场失灵”。 市场失灵主要表现在：(1)垄断。(2)信息不充分和不对称。(3)外部效应与公共物品。 4）收入分配不公。(5)经济波动。 3.参考图1—1，思考政府在市场经济体制下的经济作用。 答：西方新凯恩斯主义提出一种新型的政府－市场观，认为现代经济是一种混合经济（指私人经济和公共经济），政府和市场之间不是替代关系，而是互补关系。图1－1说明了有政府介入的市场，政府与家庭、企业之间的收支循环流程。 图 1-1 政府与家庭、企业之间的收支循环流程图 我国在明确提出我国经济体制改革的目标是社会主义市场经济体制的时候，曾对社会主义市场经济体制做出一个简明的概括：“就是要使市场在社会主义国家宏观调控下对资源配置起基础性作用……。”这个简明的概括清楚地说明了市场和政府的关系，也说明了社会主义市场经济体制下政府的经济作用。其一，所谓使市场在资源配置中起基础性作用，既肯定了市场的配置效率，但又说明只是起基础性作用，而不是所有资源都可以通过市场来配置的，这就要求政府在资源配置中发挥应有的作用，弥补市场的失灵，主要是提供具有外部效应的公共物品；其二，所谓社会主义国家宏观调控，则是指市场机制本身存在固有的缺陷，必然存在收入分配不公和经济波动，要求政府通过宏观政策协调国民经济健康、稳定地运行。我国目前仍处于经济体制转换过程中，而建成社会主义市场经济体制的核心问题之一，就是正确处理政府和市场的关系，转变政府职能，规范政府行为，其中包括转换财政职能。
一、电焊机安全操作规格 1、熟悉焊机结构性能，凭证操作，电焊机电源线接线正确、可靠。焊机前 后宜留有宽度1m的安全通道，一二次线应布置整齐，固定牢固。 2、露天装设的电焊机应设置在干燥的场所，并应有棚遮蔽。 3、逆变焊机柜内风扇、照明应正常。 4、电焊机外壳必须有可靠接地，接地电阻不得大于4欧姆，不得多台串连 接地。 5、焊机裸露的导电部位和转动部分必须装设防护罩。 6、电焊机应有单独的电源控制装置，一次侧电源线应绝缘良好，绝缘电阻 不得低于兆欧。 7、焊机设备应经常维护，使用前应进行检查，确认无异常后方可合闸。 8、未经授权和不熟悉焊机结构的人员，不得擅自开箱修理。 9、逆变焊机工作时，严禁带负荷操作该机电源开关及电源粗调开关。 二、钢筋调直机操作规程 1、按所调直钢筋直径，选用适当的调直块、拽引轮槽及传动速度。调直块的孔径应比钢筋直径大2～5mm，曳引轮槽宽与所调直钢筋直径相同。 2、调直块的调整。一般的调直筒内有五个调直块，第1、5两个调直块须放在中必线上，中间三个可偏离中心线。先使钢筋偏移3mm左右的偏移量，经过试调，如钢筋仍有慢弯，逐渐加大偏移量，直到调直为止。 3、切断三、四根钢筋后需停机检查长度是否合适，如有偏差，可调整限位开关或定尺板，直至适合为止。 4、在导向管的前部应安装一根1米左右的钢筋。被调直的钢筋应先穿过钢管，再穿入导向筒和调直筒，以防止每盘钢筋接近调直完毕时弹出伤人。 5、在调直块未固定，防护罩未盖好前，不得穿入钢筋以防止开动机器后，调直块飞出伤人。 6、机械上不准堆放物体，以防止机械振动物体落入机体。钢筋装入压滚，手与滚筒应保持一定的距离，机器运转中不得调整滚筒，严禁戴手套操作。
第一章财政概念和财政职能 复习与思考 1.学习财政学为什么要从政府与市场的关系说起？ 答：在市场经济体制下，市场是一种资源配置系统，政府也是一种资源配置系统，二者共同构成社会资源配置体系。而财政是一种政府的经济行为，是一种政府配置资源的经济活动，所以明确政府与市场的关系是学习财政学和研究财政问题的基本理论前提。不明确政府与市场的关系，就难以说明为什么有市场配置还要有政府配置，政府配置有什么特殊作用，政府配置的规模多大为宜，政府采取什么方式配置资源等。 什么是市场？完整的市场系统是由家庭、企业和政府三个相对独立的主体组成的。在市场经济下，政府构成市场系统的一个主体，这是毋庸置疑的。比如，政府为市场提供诸如基础实施、教育和社会保障之类的公共物品和准公共物品，同时从市场采购大量的投入品和办公用品。但政府又是一个公共服务和政治权力机构，具有与市场不同的运行机制，因而在市场中又具有特殊功能和特殊的地位，可以通过法律、行政和经济等手段，“凌驾”于市场之上介入和干预市场。因此，为了说明政府与市场的关系，需要先从没有政府的市场系统说起，这时市场只有两个主体，即家庭和企业。 2.什么是市场失灵？ 答：市场失灵是和市场效率对应的。市场的资源配置功能不是万能的，市场机制本身也存在固有的缺陷，这里统称为“市场失灵”。 市场失灵主要表现在：(1)垄断。(2)信息不充分和不对称。(3)外部效应与公共物品。4）收入分配不公。(5)经济波动。 3.参考图1—1，思考政府在市场经济体制下的经济作用。 答：西方新凯恩斯主义提出一种新型的政府－市场观，认为现代经济是一种混合经济（指私人经济和公共经济），政府和市场之间不是替代关系，而是互补关系。图1－1说明了有政府介入的市场，政府与家庭、企业之间的收支循环流程。 图1-1 政府与家庭、企业之间的收支循环流程图 我国在明确提出我国经济体制改革的目标是社会主义市场经济体制的时候，曾对社会主义市场经济体制做出一个简明的概括：“就是要使市场在社会主义国家宏观调控下对资源配置起基础性作用……。”这个简明的概括清楚地说明了市场和政府的关系，也说明了社会主义市场经济体制下政府的经济作用。其一，所谓使市场在资源配置中起基础性作用，既肯定了市场的配置效率，但又说明只是起基础性作用，而不是所有资源都可以通过市场来配置的，这就要求政府在资源配置中发挥应有的作用，弥补市场的失灵，主要是提供具有外部效应的公共物品；其二，所谓社会主义国家宏观调控，则是指市场机制本身存在固有的缺陷，必然存在收入分配不公和经济波动，要求政府通过宏观政策协调国民经济健康、稳定地运行。我国目前仍处于经济体制转换过程中，而建成社会主义市场经济体制的核心问题之一，就是正确处理政府和市场的关系，转变政府职能，规范政府行为，其中包括转换财政职能。 4.试述政府干预手段，为什么会出现政府干预失效?
( 岗位职责 ) 单位：_________________________ 姓名：_________________________ 日期：_________________________ 精品文档 / Word文档 / 文字可改 米勒焊机安全操作规程(最新 版) Regular daily safety management training, and establish a system to control and improve the company's sudden accidents.
米勒焊机安全操作规程(最新版) 一、基本要求 1、使用操作者应通读使用说明书后，方可允许操作。 2、操作者应经培训合格。 3、按规定即时执行各级保养作业。 二、起动前的检查 4、检查所有的油液，发动机必须是冷机状态，并且处于水平位置。 5、起动前要检查柴油箱的燃油量（缺油或空气进入燃油系统的情况下运行发动机会起动困难）。 6、添加好燃油后，在设备处于水平位置的情况下检查机油，如果机油未到油标尺规定刻度处，应加至规定的范围内（两刻度线中间）。 7、检查电瓶中的电解液的高度，如果需要，继续添加电解液至
合适的高度，并重新将盖扣好，当电解液的液位下降时，只能添加蒸馏水来维持正常的液位。 8、低温下起动：电瓶要保持良好的连接，将电瓶放在暖和的地方，使用适合于低温天气的柴油（柴油在低温时会发生结蜡现象）。 三、操作步骤与方法 1、起动 确认起动前的检查工作已全部完成。 （1）起动：将怠速锁定开关和发动机控制开关拨至起动位置，发动机起动后松开发动机控制开关，发动机运转时不要再起动，发动机处于热机状态后，将怠速锁定开关拨至Run/Idle运行/怠速位置。 （2）发动机控制开关：将开关拨至Run/Idle（运行/怠速）位置，发动机在空载时则以怠速运转；开关拨至Run（运行）位置，发动机则以焊接/发电速度运转。 （3）气保护时将开关拨至Run（运行）位置。 （4）怠速锁定开关：起动时此开关用于将发动机速度锁定为怠
电焊机安全操作规程 1 范围 本标准适用于电焊和气焊（气割）作业岗位的安全操作，包括气焊使用的氧气和乙炔气瓶的储存安全。 2 岗位安全作业职责 ●负责本岗位日常事故隐患自我排查治理，包括使用各类设备、工具时对 设备、工具及其安全装置的检查和处置； ●负责本岗位各类作业，在作业和故障排除过程中，严格按照规定安全操 作，正确佩戴和使用劳动防护用品； ●负责本岗位各类焊接设备及其安全装置、气瓶间、工器具的日常管理和 保养，确保其安全功能完好有效，保养过程按规定安全作业，本岗位不 能解决的问题，及时报修； ●负责本岗位事故和紧急情况的报告和现场处置。 3 岗位主要危险有害因素（危险源） 4.1作业时穿戴工作服，长发应盘在工作帽内，袖口及衣服角应系扣。 4.1 焊接作业时应佩戴防护镜、面罩；焊接有色金属件时，必要时使用自吸过滤式防毒面具。 4.3换焊条时应戴手套；敲焊渣时应戴防护眼镜。
5 电焊机作业安全要求 5.1作业前准备安全要求 5.1.1 现场电焊作业，应申报动火作业审批，并将批准后的动火作业证放置在作业现场； 5.1.2 现场作业前，应检查现场是否存放易燃物，是否配备灭火器材；应清理易燃物，至少配备2-4具ABC干粉灭火器。 5.1.3 电焊机应放在通风、干燥处，放置平稳；电源接线长度不得超过3m，如确需远距离作业，应在焊机侧3m以内增加一级配电盘电源控制，并将电源线架空敷设。 5.1.4 检查电焊机、焊钳、电源线以及各接头部位，检查内容包括： ●电源线绝缘良好，电源接线端头不得外露； ●焊机二次线应绝缘良好连接紧固，无松动，二次线的接头不得超过三个； ●电焊机初、次级线路接输入电压应符合设备规定；次级抽头联结铜板必须 压紧，接线柱应有垫圈； ●焊钳应能保证在任何斜度下均可夹紧焊条，手柄绝缘层完整，焊钳与导线 应连接可靠。 5.1.5检查焊接面罩是否无漏光、破损；焊接弧光较大的作业应设置挡光屏隔离焊件发出的辐射热。 5.2作业过程安全操作要求 5.2.1电焊机工作场地应保持干燥，通风良好；移动电焊机时，应切断电源，不得用拖拉电缆的方法移动焊机；如焊接中突然断电，应切断电源。 5.2.2 焊机一次线不应在地面拖拽使用，更不应在地面跨越通道使用。 5.2.3 应根据工件技术条件，选用合理的焊接工艺（焊条、焊接电流和暂载率），不允许超负载使用。不准采用大电流施焊，不准用电焊机进行金属切割作业。 5.2.4 焊接过程中严禁调节电流，必须在停焊时使用手柄调节焊机电流，调节时不得过快过猛。 5.2.5 在潮湿处施焊时，焊工应站在绝缘木板上，不准用手触摸焊机导线，不准用臂夹持带电焊钳。 5.2.6 焊机应以正确的方法接地（或接零），接地（或接零）装置（包括接地
课后习题参考答案① 第1章导论 1．(1)政府提供各种产品和服务 供电、供水、供气 公共道路、公共汽车、公共电视节目 公立学校、国家助学贷款 医疗保障、失业保险 扶贫、补贴、抚恤计划…… (2)我们为享用政府提供的产品和服务缴款 使用费：电费、水费…… 税收：流转税、所得税、财产税…… 专项税(费)：社会保险税(费)…… 2．（1）规范分析。公平问题涉及价值判断。 （2）实证分析。本论述分析限制小汽车进口政策的经济效应。 （3）规范分析。政策的优劣问题涉及价值判断。 （4）实证分析。本论述分析利率上升对储蓄的影响。尽管出现“有利于”一词，但非价值判断。 （5）实证分析。本论述的本意是表达“收入差距扩大”与“经济发展”相伴生的问题，尽管出现“正常”一词，但非价值判断。 第2章财政的目标与评价标准 1．(1) ①两点说明：(1)在许多时候，没有正确的答案，只有相对合理的答案；(2)有任何疑义，请发送电邮至：linzy123@https://www.doczj.com/doc/9b12775322.html,.
所谓帕累托效率，指的是不可能通过资源的重新配置，达到使某个人的境况变好而不使其他任何人境况变差的结果。或者说，不存在帕累托改善。 2．(1) 在社会福利不变的情况下，牛郎增加一单位的效用可替代织女减少一单位的效用。 (2) 在社会福利不变的情况下，牛郎增加一单位的效用可用来替代织女1/2 个单位效用的减少。 第3章财政的起因及其职能
1．(1) 海潮的发生概率是一个常识，因此信息不对称的问题不会太大。道德风险可能成为问题：拥有保险的人可能住得离海滩更近。不过，防潮险市场的运行效率相对较高。 （2）无论是对消费者的医疗保险市场，还是对医生的误断保险市场来，均存在严重的信息不对称问题。因此，这一市场是缺乏效率的。 (3）在监管到位的股票市场中，信息充分，买者、卖者众多，一般视为有效率。 (4)就个人电脑来说，信息充分，竞争充分。不过，有些厂商可能会运用垄断势力，尤其在软件市场。 2．(1)、(2)、(3)、(4) (1)只有少数几家厂商提供电信服务，其运用垄断势力抬高服务价格。 (2)传染性疾病具有负外部性，传染者不因其将病传染他人而支付价格。 (3)国防科技研究具有很强的正外部性，私人企业若参与其中，费用高昂，却 有可能无法得到相应的补偿。 (4)医疗保险市场存在严重的信息不对称问题，由政府提供医疗保险服务，虽解决了逆向选择问题，却无法克服道德风险问题。 第4章财政决策与政府失灵 1．(1)
Invision ? 354MP/456MP MIG Welding Power Source Issued Nov. 2004 ? Index No. DC/23 Dual digital meters quick and easy viewing and large setup screen to choose pulse welding mode. International-style weld disconnects provide high-quality weld cable connections. (Two connectors supplied with each unit. Invision 354MP only.)Remote control of arc trim allows wire feeder complete control of arc parameters. Pulsed spray transfer helps reduce spatter and fume levels. Fan-On-Demand ? operates only when needed reducing both noise and power consumption. The Power of Blue ? . Welder is warranted for 3 years, parts and labor. Original main power rectified parts are warranted for 5 years. Miller Electric Mfg. Co. An Illinois Tool Works Company 1635 West Spencer Street Appleton, WI 54914 USA Web Site https://www.doczj.com/doc/9b12775322.html, International Headquarters Phone: 920-735-4505USA FAX: 920-735-4134Canadian FAX: 920-735-4169International FAX: 920-735-4125 Built-in pulsed MIG capability which eliminates pendants and cables that could potentially get damaged or lost.Microprocessor-based technology allows process Wind Tunnel Technology ?protects electrical components and PC boards from contam-ination, significantly improving reliability.Invision 456MP only Auto Remote Sense enables unit to automatically use remote control if Invision 354MP Invision 456MP Invision 354MP only Lightweight, aerospace-grade aluminum case offers protection with the benefit of reduced weight. Invision 354MP MIGRunner ? industrial package comes complete in one box. See page 7 for details.
电焊机岗位安全操作规程(新 编版) The safety operation procedure is a very detailed operation description of the work content in the form of work flow, and each action is described in words. ( 安全管理 ) 单位：______________________ 姓名：______________________ 日期：______________________ 编号：AQ-SN-0856
电焊机岗位安全操作规程(新编版) 施焊前的准备 1、检查电源电压是否与焊接额定电压相符，发电机与电动机的全部接线是否正确，绝缘性能是否良好，外壳接地线，以及焊接回路线的可靠性和正确性。接地电阻不小于1MΩ（兆欧）。 2、新焊机或长期搁置未用的焊机，在使用前须测量绝缘电阻，其值应不低于0.5兆欧。 3、检查换向器与电刷情况。 4、检查施焊现场十米内不得有易燃易爆物品，电焊机应摆放在清洁、干燥、通风的地方。 5、焊机、导线、焊钳等接点应采用螺栓或螺母拧接牢固。 6、应穿戴好劳动保护用品，保持手套、工作鞋干燥，面罩完好无损。
7、焊机起动前应检查Y/Δ起动器手柄端的位置，起动时放在“Y”位置，待起动后将其转到“Δ”位置，起动结束；Y/Δ起动器的触点应接触可靠，不得有松动，并使焊机旋转方向与焊机指示牌箭头方向相符。 8、焊机启动后应观察运行状况，确认无异常响声，才能准备施焊。 施焊过程中的安全操作 1、引弧前应提示在场人员，避免弧光伤害。 2、开启电开关时要一次推到位，然后开启电焊机；停机时先关焊机再关电源开关；移动焊机时应先停机断电。 3、更换场地移动把线时，应切断电源，不得手持把线爬梯登高。 4、焊接中突然停电，应立即关好电焊机；焊条头不得乱扔，应放在指定的安全地点。 5、焊接电流的调节： 5.1、焊接电流的调节分为粗调和细调两种，电流范围分别为50～150安培和120～375安培，均可通过转动手轮，移动电刷位置，
全国统一咨询热线：400-600-0013 电焊工安全操作规程 一般规定 1、焊工必须经安全技术培训、考核，持证上岗。 2、作业时应穿戴工作服、绝缘鞋、电焊手套、防护面罩、护目镜等防护用品，高处作业时系安全带。 3、焊接作业现场周围10米范围内不得堆放易燃易爆物品。 4、雨、雪、风力六级以上（含六级）天气不得露天作业。雨、雪后应清除积水、积雪后方可作业。 施工操作 1、作业前应检查焊机、线路、焊机外壳保护接零等，确认安全后方可作业。 2、严禁在易燃易爆气体或液体扩散区域内、运行中的压力管道和装有易燃易爆物品的容器内以及受力构件上焊接和切割。 3、焊接曾储存易燃、易爆物品的容器时，应根据介质性质进行多次置换及清洗，并打开所有孔口，经检测确认安全后方可作业。 4、在密封容器内施焊时，应采取通风措施。间歇作业时焊工应到外面休息。容器内照明电压不得超过12伏。焊工身体应用绝缘材料与焊件隔离。焊接时必须设专人监护，监护人应熟知焊接操作规程和抢救方法。 5、施焊地点潮湿，焊工应在干燥的绝缘板或胶垫上作业，配合人员应穿绝缘鞋或站在绝缘板上。应定期检查绝缘鞋的绝缘情况。 6、焊接时临时接地线头严禁浮搭，必须固定、压紧，用胶布包严。 7、工作中遇下列情况应切断电源。 ⑴改变电焊机接头； ⑵移动二次线； ⑶转移工作地点； ⑷检修电焊机；
全国统一咨询热线：400-600-0013 1 ⑸暂停焊接作业。 8、高处作业时，必须遵守下列规定： ⑴与电线的距离不得小于2.5米。 ⑵必须使用标准的防火安全带，并系在可靠的构架上。 ⑶必须在作业点正下方5米外设置护栏，并设专人值守。必须清除作业点下方区域的易燃、易爆物品。 ⑷必须使用盔式面罩。焊接电缆应绑紧在固定处，严禁绕在身上或搭在背上作业。 ⑸必须在稳固的平台上作业。焊机必须放置平稳、牢固，设良好的接地保护装置。 9、焊接时二次线必须双线到位，严禁用其他金属物作二次线回路。 10、焊接电缆通过道路时，必须架高或采取其它保护措施。 11、焊把线不得放在电弧附近或炽热的焊缝旁。不得碾轧焊把线。应采取防止焊把线被尖利器物损伤的措施。 12、清除焊渣时应佩戴防护眼镜或面罩。焊条头应集中堆放。 13、下班后必须拉闸断电，必须将地线和把线分开。
2.什么是市场失灵？ 答：市场失灵是和市场效率对应的。市场的资源配置功能不是万能的，市场机制本身也存在固有的缺陷，这里统称为“市场失灵”。 市场失灵主要表现在：(1)垄断。(2)信息不充分和不对称。(3)外部效应与公共物品。4）收入分配不公。(5)经济波动。 3.思考政府在市场经济体制下的经济作用。 答：西方新凯恩斯主义提出一种新型的政府－市场观，认为现代经济是一种混合经济（指私人经济和公共经济），政府和市场之间不是替代关系，而是互补关系。图1－1说明了有政府介入的市场，政府与家庭、企业之间的收支循环流程。 4.试述政府干预手段，为什么会出现政府干预失效? 答：政府干预手段可以概括为三个方面。 （1）立法和行政手段。这主要是指制定市场法规、规范市场行为、制定发展战略和中长期规划、经济政策、实行公共管制、规定垄断产品和公共物品价格等。 （2）组织公共生产和提供公共物品。政府组织公共生产，不仅是出于提供公共物品的目的，而且是出于有效调节市场供求和经济稳定的目的。 （3）财政手段。应当指出，财政手段既不直接生产也不直接提供公共物品，而是通过征税和税费为政府各部门组织公共生产和提供公共物品筹集经费和资金。 政府干预失效的原因和表现可能发生在： (1)政府决策失误。而政府决策失误会造成难以挽回的巨大损失。 (2)寻租行为。在市场经济特征下，几乎不可避免地会产生由于滥用权力而发生的寻租行为，也就是公务员(特别是领导人员)凭借人民赋予的政治权力，谋取私利，权钱交易，化公为私，受贿索贿，为“小集体”谋福利，纵容亲属从事非法商业活动等等。 (3)政府提供信息不及时甚至失真，也可视为政府干预失误。一旦失误，都会带来不可估量的损失。 (4)政府职能的“越位”和“缺位”。这种政府干预失效，可能主要发生于经济体制转轨国家。 5.试述区分公共物品与私人物品的基本标准。 答：区分或辨别公共物品和私人物品通常应用两个基本标准：一是排他性和非排他性；二是竞争性和非竞争性。 私人物品具有排他性和竞争性；公共物品具有非排他性和非竞争性。 排他性是指个人可以被排除在消费某种物品和服务的利益之外，当消费者付钱购买私人产品之后，他人就不能享用此种商品和服务所带来的利益，排他性是私人物品的第一个特征；竞争性是指消费者的增加将引起生产成本的增加，每多提供一件或一种私人物品，都要增加生产成本，因而竞争性是私人物品的第二个特征。 非排他性则是公共物品的第一个特征，即一些人享用公共物品带来的利益而不能排除其他一些人同时从公共物品中获得利益。例如，每个公民都可以无差别地受益于国防所提供的安全保障，每个适龄儿童都有权力和义务接受政府提供的义务教育等。公共物品的非排他性意味着可能形成“免费搭车”现象，即免费享用公共物品的利益。 非竞争性是公共物品的第二个特征，即消费者的增加不引起生产成本的增加，或者说，提供公共物品的边际成本为零。 此外，外部效应和效用的不可分割性，也是区分公共物品与私人物品的重要标准。 7.如何理解财政的特殊性? 答：财政是一种国家或政府的经济行为。财政是一种经济行为或经济现象，这种经济行为和经济现象的主体是国家或政府。从起源上考察，财政是伴随国家的产生而产生的。人类社会随着生产力的不断提高，出现私有财产，社会分裂为阶级后才产生了国家。国家一旦产生，
米勒焊机DS502 与林肯及松下焊机性能比较 林肯POWERPLUS 500与松下KR500机给定参数大致相同。面板配置、大致设计结构相近。电气性能亦大致相同。和米勒焊机DS502相比设计思想结构形式区别较大；总体说来林肯机器的设计思想相同于松下机器，为适应中国市场而推出的一款经济机型。现就这些区别作出大致说明。 总体外观及结构说明： 林肯500机型从型号命名，面板布置，大致结构、外围配置与松下500相同。但在结构设计，材料、元件采用及做工方面明显优于前者。面板设计、外观、颜色、整体布置均较松下优良。 林肯500机型体积为0.21立方米，松下500形机大约体积为0.17立方米，两机均为上下结构布置，即上进风下出风。该结构的优点是由于入风口离地面较远吸入的尘粒少，电子控制单元不在冷却风道上可得到较好的保护。而林肯机上部是单独的进风室，风阻较小散热效果较好。林肯机型体积大于松下，机内布置较之松下空间较大比较整齐。散热条件要优于前者。 米勒DS502机的整体体积大约为0.3立方。采用横向结构布置，在风道设计有专门考虑、变压器为空心结构，电子控制单元有保护隔离，风机功率大（功率150W,风页直径350MM）有利于降低运行时间,减少尘粒进入和降低噪音,. —在主回路原理 林肯同松下在用完全一样的电路，即抽头式三相全波整流，平衡电抗输出。米勒DS502机采用的整流电路主电路完全同于DW系列，为桥式全波整流，不平衡电抗输出。但在整流器件采用方面松下采用150A半桥塑封集成整流可控硅，林肯采用130A半桥塑 封集成整流可控硅，米勒DS502机采用500A金属封装6只可控硅。金属封装管相比塑 封管过载能力较强，散热面积大。但单只封装可控硅价格较贵并且安装成本高。相比松 下和林肯整流部分维修更换容易，米勒DS502机功率整流管选型裕量过大，虽然有较大 的保险系数，但成本较高。 —电路控制、检测、显示方面： 林肯、松下均采用一块电路板实现电路功能，米勒DS502机采用焊接主回路与送丝，辅助功能分别控制两块印刷电路板。这样在以后的设备维修服务方面林肯、松下成本会 高一些。因为整板的更换成本会明显大于单板。而采用双板在直接成本和设计安装方面 要提高成本。 另外在林肯机主控制板上有一些微动开关实现特定控制功能如节电，收弧、输出补 偿等。这些功能有些在米勒DS502机型可以自动实现，有些似乎是装饰性功能，必要性 不大。 三种机型在显示方面均采用苏州横河指针式电流电压表，但松下和林肯所用表示国 内普通表，而米勒DS502机采用为美国专门设计，在外形、性能方面比较优良。 电流检测方面米勒DS502机和松下机均采用霍尔元件，控制反应快、显示精度较高，林
电焊机安全操作规程 1、电焊作业人员须经过培训、考核，具备焊工的操作知识和技能，方可进行电焊操作。 2、电焊作业人员按规定应戴绝缘手套、穿绝缘鞋，使用护目镜和面罩。高空危险处作业，须挂安全带，焊件周围和下方应采取防火措施并有专人监护。施焊前检查焊把及线路是否绝缘良好，焊接完毕要拉闸断电。 3、电焊机应放置在干燥和通风的地方，露天使用时其下方应防潮且高于周围地面；上方应防雨或搭设防雨棚。 4、焊接时，焊接和配合人员必须采取防止触电的、高空坠落、瓦斯中毒和火灾等事故的安全措施。 5、遇有雨、雾或六级以上强风，影响施工安全时，应停止室外焊接作业。雨后应先清除操作地点的积水后，方可施焊。 6、焊接操作地点与易燃、易爆物品应有不小于10米的距离，必要时应设围挡。 7、焊接带压力、带电及盛装有易燃、易爆、有毒物质的容器或管道以及施焊点周围有易燃易爆危险物质时，应在采取必须的安全措施方可施焊。 8、焊接贮存过易燃、易爆、有毒物质的容器和管道时，必须经过严格的置换、清洗、吹扫、必要时要进行检测和施焊过程中的随时监测，确认无危险时方可施焊并注意通风换气，严禁向容器和管道内直接输氧气。
9、严禁在运行中的压力管道、装有易燃易爆物品的容器和受力构件上进行焊接和切割。 10、焊工在金属容器内、狭窄、潮湿等处或要焊接铜、铝、锌、锡、铅等有色金属时，必须通风良好，焊接人员应戴防毒面具或呼吸滤清器，并设监护人员。 11、夜间工作或在黑暗处施焊应有足够的照明，在容器内的照明电压不得高于12V。 12、所有电焊机的金属外壳都必须采取保护接地或接零。接地线及手把线都不得搭在易燃易爆和带热源的物品上，接地、接零电阻值应小于4欧姆。 13、焊接的金属设备、容器本身有接地、接零保护时，焊机的二次绕组禁止设有接地或接零。 14、多台焊机接地、接零线不得串接接入接地体，每台焊机应该设有独立的接地，接零线，其接点应用螺丝压紧。 15、每台电焊机须设专用断路开关，并有与焊机相匹配的过流保护装置。一次线与电源接点不宜用插销连接，其长度不得大于3.5m，且须双层绝缘。 16、电焊机的一次、二次接线端应有防护罩，且一次线端须用绝缘带包裹严密，二次线端应使用线卡子压接牢固。 17、电焊作业时须有灭火器材，施焊完毕后，要留有充分的时间观察，确认无引火点，方可离去。
米勒焊机操作说明书[整理版] 米勒焊机操作说明书 1-1 控制按钮 注:1对于所有前面板触摸开关控制钮:按下触摸开关，使灯亮，启动功能。 2铭牌上的绿标表示TIG功能，灰色表示正常的手弧焊功能。 1 编码控制钮 2 电流及参数显示表 3 电压表 4 极性控 制钮 5 工艺控制钮 6 输出控制钮 7 脉冲控制钮 8 工序控制钮 9 气体/电极力控制钮 10 交流波型控制钮 11 电流和点焊时间控制钮 12 存储按钮 13 电源开关 1-2 编码控制钮
1 编码控制钮 利用本控制钮，与面板上的功能 触摸开关一起设置该功能的参 数值。 1-3 电流控制钮 1 A 电流控制按钮 2 编码控制钮 3 电流表注:当脉冲功能起作用时，按下电流控制按钮，转动编码器，以设定 焊接电流或峰值电流。 1-4 电流及参数显示表
1 电流表 电流表显示焊接时的电流值，也可以显示下列的预设参数:电流、时间、百分比或频率。电流表正下方的LED等也变亮。 1-5 电压表 1 电压表 显示输出或开路电压。如果输出关闭，电压表将显示(一)
1-6 极性控制钮 1 极性控制钮 按下触摸按钮直道期望的LED等亮。DC---对TIG 焊，设置机器到DCEN; 手弧焊设置到DCEP。 AC---对TIG和手弧焊使用交流。 1-7 工艺控制钮
1 工艺控制钮 触压触摸按钮，直到所选工艺的等 变亮。 高频脉冲---是一种高频脉冲启弧 方法，可用于交流或直流TIG焊接。 提弧启弧----是一种启弧方法，其中 钨极必须与工件接触，该方法可用 于交流和直流焊接。 1-8 高频启弧和高频TIG启动程序 提升启弧:当提升启弧按钮灯亮，按下列步骤启弧，在焊接开始处把钨极触及工件，用焊枪触发开关、脚控器或手控器接通输出和保护气。把钨极在工件上保持1-2秒，然后慢慢提升。焊极提起后，电弧生成。 在钨极触及工件前不存在正常的开路电压，仅在钨极和工件间存在较低的感应电压，直到钨极触及工件后才激发固态输出接触器，因此钨极不会出现过热、粘条或被污染。
电焊机安全操作规程 一、焊机应存放清洁、干燥、通风处，应设专用地线接地。 二、焊机场地周围应清除易燃易爆物品，或进行覆盖隔离。 三、焊机设单独开关，放在防雨箱内，拉合时戴手套，侧向 操作。 四、焊钳与把线必须绝缘良好，联接牢固，更换焊条应戴手 套，在潮湿地点工作，应站在绝缘胶板或木板上。 五、把线、地线禁止与钢丝绳接触，禁止用钢丝绳或机电设 备代替零线。 六、严禁在带压力的容器、管道或带电设备上施焊，禁止雷 雨时露天焊接，工作结束应切断焊机电源。 中石化三公司苯酚丙酮项目部 二○○三年六月 电
弧焊一般安全操作规程 1、施焊前，要严格检查所用的工具是否良好。电焊机应存放在清洁干燥和通风良好的地方，下面应垫以木板与地面隔离，以防受潮。焊接人员应穿白色工作服（防止紫外线辐射）、缘绝鞋、防护镜(电焊帽)、电焊手套和鞋盖，配合人员也应有相应的劳动保护用品。 2、长期未用的电焊机使用时，需用摇表检查其绝缘是否良好，接线部分是否有腐蚀和受潮现象。 3、电焊机应有各自单独的电源开关，并要装在严密的闸箱内，闸箱内外和四周不应摆放物品。合闸时应戴绝缘手套，身体应站在侧旁，以防电击。电焊机停放处要搭设防雨棚或防雨罩。 4、电焊机电流大小应，按该机铭牌规定的电流值与暂载率严格执行，不允许超负荷使用。并应尽量采用无载自停节电装置。 5、电焊机电源开关内的熔断丝，应根据本机的容量来匹配。 6、电焊机在负荷运转中，焊接人员应经常检查电焊机的温度是否过高。如温升超过60 0C时，需停止运转并降温(也可用电风扇降温)。 7、焊接容器时，必须有接地线；焊接完毕后，焊钳应离开容器，放在外面。在潮湿处工作时，不可用手触摸电焊机的导线部分，带电的焊钳绝不允许用胳膊夹持，以防止触电。 8、电焊钳握柄，必须用绝缘耐热材料制成。握柄与电线的连接要牢固，并要用绝缘胶布包好，以防止松脱而触电。 9、清除焊渣时，面部必须避开正在清渣的焊缝，以免焊渣飞出而伤眼。 10、在有起重钢丝绳区域内焊接时，电焊机临时地线的接头，必须用螺丝连接，再用绝缘胶布包好，以免在吊装中因钢丝绳与地线接触打火烧坏起重钢丝绳。 11、施焊现场的10m范围以内，不得堆放氧气瓶、乙炔瓶、木材和易燃油类。 12、焊接时的地线，不应接在建筑物、机械、管道、金属构架或铁道上，必须设专用地线。 13、下班停止工作时，必须切断电源并关闭设备上的开关，将地线与手把线分开盘好，不许混在一起，以免合闸时短路而造成事故。
直流电焊机安全操作规程 1、启动前将电流调节器调到零位，检查炭刷和整流子接触情况，工作前试运转，不得产生逆转现象。 2、按焊机要求安装磁力起动器，接线终端紧固可靠，负极符号不幸鲜明正确，输出导线截面应比输入导线截面大30%。 3、电焊机工作中不允许用活动铁板搭接代替零线，不免接触不良，降压过大，电弧不稳，禁止用电焊钳打火。 4、电焊机工作中其温度不得超过60%空气相对湿度不得大于90%，用毕将电源拉开，避免发生凝露现象，降低绝值。 5、焊机工作中，应定时查看电刷与整流子之间是否有不正常火花，更换新电刷时必须按整流子圆弧研磨，炭刷在架内装配不应太紧，旋转方向的游隙为电视厚度的6—12毫米之间，游隙为0.1～0.2毫米电刷厚度在12毫米以上时游隙为0.15～0.4毫米，刷盒与换向器（整流子）的表面有距2～3毫米。 6、电焊机应有良好接地线，接地线不得任意乱拉，不允许上管道或其它金属物当作地线来借用，防止浇坏钢丝绳等工地施工季节设备，焊机绝缘电阻值书应低于0.5兆欧。 7、电焊机软线与得闲应按要求整齐排列在电缆沟或汇线缆内，高空焊接时，应稳妥固定软线与得闲，横穿道路时，应采取架空或加套穿越。电焊机露天设施时大棚，防雨、防太阳暴晒。 8、哈你起动前检查二次回路应没有短路，负荷调整零位。
起动时应先合上闸刀开关。后按起动器按钮，停止时，待电机停稳后，拉下闸刀开关，严禁带负荷拉下开关。 9、在焊接过程中如突然发生停电，应立即将电源可开关拉下，下雨天焊接工作时，要采取安全防护措施。 10、在容器内焊接时身体避免与金属接触，电焊工不许携带带电把嵌进出容器，带电的把钳应由外面的配合人员递出。 11、整流子表面如有烧痕不平，必须磨光，手磨时可用细粒的压制浮石或用细玻璃沙布研磨整流子。 12、焊机运行过程中，调节焊接电流和极性开关时，不应在带有负荷时进行，只能在空运转时进行，更换新碳的必须按换向器圆弧进行研磨。 13、焊机工作是，应经常检查电机部分和电流调整部分的外壳温度是否超过60℃如发现过热立即停止工作进行检查。 14、施焊机变阻器必须在零位起动，停机后，变阻器应旋转至零位焊接中应根据工艺要求和焊机容量选择合理的焊接电流。 15、电焊机并联工作时要注意： （1）分别检查电焊机极性是否与接线板所标极性相符，极性不符时应调整一致后方可并联。 （2）电焊机接线柱并联导线不得短路。 （3）启动前将并联的每台焊机变阻器调到零位（电阻最大值）。 （4）焊机并联工作时不可任意变动焊接电流，如欲改变必