The head of sales at Alis Holding emphasized that the sales sector is one of the most important areas in any economic organization, as transforming the sales sector leads to the sustainable development of the entire organization.

According to the public relations office of Alis Holding, Mohammad Taghi Fayyaz, in a meeting to introduce the new director of the sales organization and present the 2024 plan held in the central headquarters meeting room, stated: “We welcome the entry of the new director of the sales organization into our group and hope that his presence will minimize the challenges in the sales sector.”

He described the sales team as the spearhead of an economic organization, saying: “If this part of the organization performs strongly and its employees diligently and accurately perform their assigned duties, the rest of the organization will follow this sector as a model and align their activities correctly.”

The deputy CEO of Alis Holding, noting that all champions whose names remain in history have achieved first place, stressed: “All those who take second or third place are gradually forgotten. Therefore, Alis needs to be in the first place in all sectors to remain enduring.”

Fayyaz highlighted the current economic conditions in the country, noting that these conditions place the sales team in a constant battle, as new challenges in the market, including competitive prices and the presence of new brands, are always emerging.

He emphasized that Alis belongs to all its employees, stating: “Everyone must be devoted to the organization and consider the work their own to plan for its sustainable development. If loyal employees in every role fully perform their responsibilities, no one can surpass Alis.”

The head of sales at Alis Holding highlighted the presence of capable and valuable managers in this production group, noting that managers in various sectors must work towards the organization’s development so that sales can achieve the goals set for continuing operations, leading to miraculous changes in the business environment.

Fayyaz continued: “A manager should have a clear plan for their actions every morning when they come to work and review and address any deviations from the main plan by the end of the day.”

Regarding important work topics for the sales organization, he emphasized: “The sales department must coordinate with other sectors, especially production, considering some production limitations. For example, due to disruptions in the machinery, some products were not produced for over 10 days, necessitating collaboration between both sectors.”

The deputy CEO of Alis Holding criticized the sales team’s performance regarding some products, noting: “For example, our malt beverage is made from the highest quality German malt and has a very competitive price, yet its sales are not as desired, necessitating planning to increase its sales.”

Fayyaz continued: “The sales department should focus on all products similarly, planning each step with both a comprehensive and detailed perspective. It is also necessary to select a main product from each product family and plan its sales, as increasing sales of one product in a family will boost sales of other products in that family.”

He added: “We must create a gap between Alis and other competitors in the sales sector to provide a foundation for sustainable organizational development. Additionally, to strengthen the sales sector next year, necessary groundwork should be prepared by March.”

The deputy CEO of Alis Holding emphasized the importance of teamwork, stating: “Achieving team goals is possible only through network building with a quality-first approach and systematization, and by empowering internal personnel to move towards sustainable development.”

Fayyaz warned that seeking a scapegoat in any challenge is a threat to the survival of an economic organization, stating: “The process of blaming restricts everyone in an organization and removes the good feeling from employees. Therefore, practical solutions must be sought for organizational problems.”

He emphasized the importance of having a plan and adhering to organizational regulations, noting: “All employees must prioritize adhering to laws and regulations and should not take any actions outside the guidelines.”

The head of sales at Alis Holding stated that all issues in various sectors should be reviewed and addressed by committees formed within the organization, emphasizing that these committees aim to increase harmony among different units and prevent any conflicts.

Fayyaz outlined the 2024 work plan for Alis Holding’s sales organization, stating: “The plan has thoroughly considered cost and benefit, and measures have been taken to address previous issues, including coverage rate.”

He continued: “Additionally, matters such as training supervisors, succession planning, and other human resources challenges have been included in this plan to strengthen the sales organization, ensuring that it relies on regulations rather than individuals.”

Joining Alis: A Career Highlight

During the session, Mohammad Shafiei, the new director of Alis’s sales organization, emphasized that Alis is one of Iran’s prestigious production brands, stating: “Joining this group is one of the highlights of my career, and we hope to transform the sales sector by institutionalizing regulations and guidelines within the organization.”

He rated Alis’s performance in recent years as 19 out of 20, noting: “This score is very acceptable, but we must strive to reach 20, and all company units should align with sales, as the current market situation is an all-out economic war.”

Regarding the operational actions planned for the sales organization, Shafiei noted: “Creating new sales markets, organizing receivables, structuring chain store sales, retaining human resources, and succession planning are among the measures planned to organize the sales sector.”

Emphasizing the importance of teamwork, Shafiei stated: “In a strong sales organization, all elements, whether working in Astara or Khoy, in central Tehran, or the central headquarters, are important, and their opinions are heard, as small comments can often solve major organizational problems.”

He identified timeliness and precise operational actions as keys to solving many problems, stating: “All sales employees should prioritize accuracy and speed in their tasks, and each should perform their assigned duties to contribute to Alis’s progress towards development, like a clock with interlocking gears.”

Highlighting the importance of optimizing human resources and updating sales systems, Shafiei stated: “We also need to consider our competitors’ performance to ensure they do not surpass us.”

The new sales director continued: “Additionally, the monitoring unit should assist the production sector to address delays in some areas. Each operational action must have a set timeframe, and the entire sales team must adhere to organizational laws and regulations in all circumstances.”

Shafiei continued: “Adhering to existing regulations and guidelines resolves 90% of problems. Agreements between the sales sector and the market must be respected, and personal opinions must be entirely removed from organizational matters.”

He noted that the 2024 sales organization plan includes human resources issues, stating: “In the new plan, one phone sales representative and one supervisor are assigned for every ten salespeople, and we must plan necessary actions with this number, avoiding excess hires.”

Shafiei added: “However, there are no plans for significant changes in Alis Holding’s sales team, and the focus will be on using existing staff to achieve set goals.”

He emphasized the importance of drafting guidelines suitable for the market and business environment, stating: “Plans for some of these have been made, and it is hoped that all sales sector regulations will be updated by the end of 2024.”

Highlighting the strong relationship needed between production and sales, Shafiei emphasized: “The production plan must ensure that requested goods are quickly provided to customers, as buyers do not wait and will procure their needs from other producers if Alis cannot supply them.”

The sales director stressed the importance of following up on receivables, stating: “Following up on receivables is crucial across all sectors and requires a precise plan. Therefore, a committee has been formed to settle all outstanding accounts.”

Shafiei continued: “A performance evaluation committee for human resources has also been formed, and specialists from the human resources sector must collaborate with the sales sector to draft guidelines for this area.”

Need for Development in Line with the Times

In continuation, Ali Asghar Fayyaz, CEO of Alis Holding, welcomed the new director of the sales organization, noting the experience of all managers in this group, and emphasized: “We need to develop in line with the times, identifying and addressing all issues that hinder growth and progress.”

He continued: “When setting policies, market conditions, competitors’ situations, internal capabilities, and similar factors must be considered to gain an accurate picture of Alis’s position in the community, as precise understanding allows for better planning.”

The CEO of Alis Holding stated that no reliance can be placed on any governmental or supportive body for continued development, stressing: “We must address internal issues within the organization, as there is no hope from outside, especially if the main intention is to maintain the employment of 2000 families directly dependent on Alis Holding’s operations.”

Fayyaz emphasized that meetings must produce the required outcomes, noting: “Topics discussed in meetings must be followed up on, but this has not happened seriously so far, and the outcomes have not been satisfactory.”

He identified transformation as an essential need for Alis Holding, noting: “This transformation is only possible through creation, and the real art lies with managers who prioritize construction.”

The CEO added: “Building means training staff who can perform strongly if the manager is unable to continue for any reason. A manager must also bring hope and dynamism to the workplace, acting in a way that prevents any opposition.”

Fayyaz highlighted the importance of identifying connection points between different departments in an organization, stating: “All organizational sectors must collaborate more than ever to increase work efficiency and support each other psychologically to achieve high organizational goals.”

He emphasized the importance of maintaining independence in work areas, noting: “This independence does not mean ignoring other sectors. For example, if something concerns internal commerce, other units should not intervene but refer the matter to the main unit.”

The CEO highlighted the importance of timely staff encouragement, noting: “Certainly, financial incentives are considered for those who perform well according to guidelines. However, managers must understand that encouragement does not mean overlooking negligence.”

Fayyaz added: “There is nothing wrong with a 50% salary increase for an efficient employee, but underperforming staff should not remain in the organization.”

He announced strengthening human resources as a high-priority issue in any organization, stating: “Strengthening human resources does not come from overlooking negligence, and this policy is also in place at Alis University, where no leniency is given even for half a grade.”

Fayyaz highlighted the current sales sector condition, noting: “Sales in Tehran need strengthening, and we must set a target of 40,000 cases per day for Tehran and work towards achieving it. Additionally, regulations for chain stores must be established, as currently over 800 billion IRR of the company’s capital is tied up in this sector, with half of it overdue.”

The CEO emphasized that independence in sectors means increased responsibility, stating: “As much as authority is given to a manager in this system, expectations also rise, and managers must retain loyal and passionate staff and remove weak individuals from the organization.”

He described the sensitive business environment in the country, noting: “In this situation, everyone must follow guidelines, and all important decisions must be approved by the CEO, with no exceptions.”

Fayyaz likened the economic situation to a war, stating: “In this situation, we must create conditions to utilize each employee’s potential.”

He called knowledge a miracle tool of the modern world, noting: “We must use scientific methods to address the country’s current challenges and return the organization to an ideal state.”

He continued: “Scientific methods might advise us to focus on producing fast-moving and high-demand products to reach optimal profit, and we must definitely take this action.”