This document discusses sales management strategies and the role of sales managers. It covers the definition of sales management, the importance of relationship-based selling, steps for designing and managing a sales force, duties and responsibilities of sales managers, and tips for sales manager success. Key aspects include planning, directing, motivating and evaluating personal selling teams; developing positive customer relationships; and organizing sales activities to meet company objectives and standards.
Evaluation and control of marketing effortzailunnito
This document outlines methods for evaluating and controlling marketing efforts, including setting goals, measuring performance, diagnosing issues, and taking corrective actions. It discusses annual plan control, profitability control, efficiency control, and strategic control as the main methods. Key techniques mentioned include competitor analysis, customer analysis, testing research, customer feedback, and cost analysis. The document also defines marketing evaluation and lists ways to evaluate marketing efforts such as ROI, sales numbers, customer response, expansion, partner response, salespeople feedback, and competitor response.
The document provides an overview of key marketing concepts including definitions of marketing, needs and wants, products, markets, and the marketing mix. It discusses the marketing concept, relationship marketing, and different marketing strategies like Porter's generic strategies. Various frameworks for analyzing markets and customers are also introduced, such as PEST analysis, VALS system, and Maslow's hierarchy of needs.
Integrated marketing communication (IMC) involves coordinating different communication channels like advertising, sales promotion, public relations, direct marketing, and social media to deliver a unified message to customers. The goal of IMC is to create a seamless brand experience and maximize the effectiveness of each marketing channel. IMC considers how all aspects of the marketing mix can work together harmoniously to effectively promote products and services to end-users.
This document discusses the sales force management process, including recruitment, selection, training and development of salespeople. It begins by defining what a salesperson is and listing their common job titles. It then outlines the key traits of successful salespeople such as enthusiasm, patience, and customer orientation. The document proceeds to explain the various steps in recruitment (internal and external sources), selection (application, testing, interviews), and training (assessing needs, setting objectives, program design, implementation, follow-up). The goal of the training program is to impart skills, notify policies, bestow culture and values, and develop teamwork and product knowledge.
Rural market segmentation and Targeting & Rural Marketing ResearchArsh Koul
This document discusses rural marketing segmentation and targeting. It defines rural marketing and different types of market segmentation including geographic, demographic, psychographic, behavioral, and multi-attribute segmentation. It emphasizes evaluating segments based on attractiveness and company objectives/resources before selecting target segments. The document also discusses differentiated vs undifferentiated marketing strategies and advantages of a multi-segment strategy over a single segment strategy for rural markets.
A sales territory is a grouping of customers and prospects assigned to an individual salesperson. There are several reasons for establishing and revising sales territories, including providing proper market coverage, controlling selling expenses, assisting in evaluating sales force personnel, contributing to sales force morale, and aiding coordination of selling and advertising efforts. When designing sales territories, a basic geographical unit is selected and sales potential is determined for each unit. Units are then combined into tentative territories with approximately equal sales potential. Territories are adjusted based on differences in coverage difficulty to equate incremental sales per dollar of selling expenditures among territories. Assigning sales personnel considers differences in ability and effectiveness in different territories. Routing and scheduling aims to optimize coverage and minimize wasted time.
Direct marketing provides benefits to both buyers and sellers. It offers buyers convenience, greater product selection, and the ability to focus only on relevant products. For sellers, direct marketing allows them to build customer relationships, lower costs, and target customers precisely. The growth of direct marketing has been facilitated by advances in database and communication technologies, while changing demographics, competition, and new distribution channels have pulled demand. Precise targeting, relationship building, and cross-selling opportunities have also contributed to its rising use.
Evaluation and control of marketing effortzailunnito
This document outlines methods for evaluating and controlling marketing efforts, including setting goals, measuring performance, diagnosing issues, and taking corrective actions. It discusses annual plan control, profitability control, efficiency control, and strategic control as the main methods. Key techniques mentioned include competitor analysis, customer analysis, testing research, customer feedback, and cost analysis. The document also defines marketing evaluation and lists ways to evaluate marketing efforts such as ROI, sales numbers, customer response, expansion, partner response, salespeople feedback, and competitor response.
The document provides an overview of key marketing concepts including definitions of marketing, needs and wants, products, markets, and the marketing mix. It discusses the marketing concept, relationship marketing, and different marketing strategies like Porter's generic strategies. Various frameworks for analyzing markets and customers are also introduced, such as PEST analysis, VALS system, and Maslow's hierarchy of needs.
Integrated marketing communication (IMC) involves coordinating different communication channels like advertising, sales promotion, public relations, direct marketing, and social media to deliver a unified message to customers. The goal of IMC is to create a seamless brand experience and maximize the effectiveness of each marketing channel. IMC considers how all aspects of the marketing mix can work together harmoniously to effectively promote products and services to end-users.
This document discusses the sales force management process, including recruitment, selection, training and development of salespeople. It begins by defining what a salesperson is and listing their common job titles. It then outlines the key traits of successful salespeople such as enthusiasm, patience, and customer orientation. The document proceeds to explain the various steps in recruitment (internal and external sources), selection (application, testing, interviews), and training (assessing needs, setting objectives, program design, implementation, follow-up). The goal of the training program is to impart skills, notify policies, bestow culture and values, and develop teamwork and product knowledge.
Rural market segmentation and Targeting & Rural Marketing ResearchArsh Koul
This document discusses rural marketing segmentation and targeting. It defines rural marketing and different types of market segmentation including geographic, demographic, psychographic, behavioral, and multi-attribute segmentation. It emphasizes evaluating segments based on attractiveness and company objectives/resources before selecting target segments. The document also discusses differentiated vs undifferentiated marketing strategies and advantages of a multi-segment strategy over a single segment strategy for rural markets.
A sales territory is a grouping of customers and prospects assigned to an individual salesperson. There are several reasons for establishing and revising sales territories, including providing proper market coverage, controlling selling expenses, assisting in evaluating sales force personnel, contributing to sales force morale, and aiding coordination of selling and advertising efforts. When designing sales territories, a basic geographical unit is selected and sales potential is determined for each unit. Units are then combined into tentative territories with approximately equal sales potential. Territories are adjusted based on differences in coverage difficulty to equate incremental sales per dollar of selling expenditures among territories. Assigning sales personnel considers differences in ability and effectiveness in different territories. Routing and scheduling aims to optimize coverage and minimize wasted time.
Direct marketing provides benefits to both buyers and sellers. It offers buyers convenience, greater product selection, and the ability to focus only on relevant products. For sellers, direct marketing allows them to build customer relationships, lower costs, and target customers precisely. The growth of direct marketing has been facilitated by advances in database and communication technologies, while changing demographics, competition, and new distribution channels have pulled demand. Precise targeting, relationship building, and cross-selling opportunities have also contributed to its rising use.
This document discusses sales territories and how to design them. It defines a sales territory as a geographic area assigned to a salesperson consisting of current and potential customers. There are several reasons for setting up sales territories, such as increasing market coverage and improving salesforce performance. The document outlines the key steps in designing sales territories including selecting a control unit, finding locations and customers, and deciding on basic territories using either a build or breakdown method. It also discusses assigning salespeople to territories, managing territory coverage through routing and scheduling, and time management tools.
Sales meetings are gatherings where company representatives discuss products and services with potential buyers. They outline benefits in an effort to make sales. Planning sales meetings involves defining aims, deciding content, selecting a method, executing the plan, and evaluating outcomes. There are several types of sales meetings including national, regional, local, and remote control meetings. Sales contests provide incentives beyond normal compensation to increase sales volume and profits. Contests have objectives like obtaining new customers or pushing slow items. Management should evaluate contests before and after to improve design and impact on employee morale.
The document traces the evolution of marketing concepts from production orientation to holistic marketing. It discusses the key concepts of production, product, selling, marketing and holistic marketing. The holistic marketing concept acknowledges that all aspects of marketing are important, including relationship marketing, social responsibility marketing, internal marketing, and integrated marketing. It emphasizes building long-term relationships with customers and other stakeholders through an integrated marketing approach.
Techniques of Strategic Evaluation & Strategic Manik Kudyar
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Key aspects of strategic evaluation include assessing internal/external factors, measuring performance, and taking corrective actions. Strategic control ensures the strategy and its implementation meet objectives. Techniques for strategic evaluation include gap analysis, SWOT analysis, PEST analysis, and benchmarking. Strategic control types are premise control, implementation control, strategic surveillance, and special alert control.
This document discusses service marketing ethics, which establishes standards for determining right and wrong actions in service marketing. It examines the moral principles behind operating and regulating service marketing in areas like products, pricing, distribution, promotion, and advertising. Following ethical practices in service marketing can help develop positive attitudes, trust with stakeholders, a good image, and long-term business success.
Sales training: program, execution and evaluationShwetanshu Gupta
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
The document discusses emerging trends in sales management that are important for sales managers to understand in a changing market environment. These trends include: going global to sell products and services internationally; adopting new technologies like digital marketing and customer relationship management tools; managing a more diverse salesforce with varied demographics; using a team selling approach to build long-term customer relationships; managing multiple marketing channels effectively; and addressing ethical and social responsibilities of sales managers and salespeople.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Objectives of sales management are derived from the organizations marketing objectives.
Ultimate sales objective of an organisation is to have a decent growth in sales.
More specifically, sales management objectives can be grouped under:
Quantitative Objectives (Short-term)
Qualitative Objectives (Long-term)
Product positioning refers to how a company presents and markets a product to differentiate it from competitors. It involves identifying key attributes that target customers value and want to be associated with. For example, Toyota positions itself on economy, Mercedes on luxury, and Porsche/BMW on performance. Proper positioning helps companies meet customer expectations, build loyalty, design effective promotions, attract different customer types, and strengthen their competitive position in the market. Regularly evaluating and adjusting positioning keeps the company's messaging aligned with customer needs and competitive offerings.
The document provides information on the BCG matrix and GE matrix, which are tools for analyzing a company's business portfolio.
The BCG matrix developed by Bruce Henderson classifies products into four categories (Stars, Cash Cows, Question Marks, Dogs) based on market share and market growth. The GE matrix developed by McKinsey uses a nine-cell grid to classify products based on business strength and industry attractiveness.
The document then analyzes McDonald's and Google using both matrices, classifying some of their products and services into the different categories to demonstrate how the tools can be applied.
The document discusses distribution channel management. It defines key terms like distribution channel, intermediaries, direct and indirect selling. It describes different types of distribution channels like intensive, selective and exclusive distribution. It also discusses various channel partners like wholesalers, distributors and retailers; and their roles and functions. Factors affecting the choice of distribution strategy are also highlighted.
Market segmentation refers to dividing a market into distinct subgroups of customers with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes. Hindustan Unilever (HUL) segments the market based on demographic, psychographic, and lifestyle factors. Some key segments targeted by HUL include break, impulse, and take-home segments defined by consumer needs and product usage occasions. McDonald's segments markets geographically, tailoring its products, advertising, and operations to local needs and customs in different countries, regions, and neighborhoods.
The document discusses the holistic marketing concept and provides details about the beverage brand Paper Boat and its marketing strategies. Key points include:
1) Holistic marketing involves interconnected marketing activities to project a unified business image and ensure customer purchase over competitors.
2) Paper Boat uses storytelling and nostalgia in its marketing campaigns to build emotional connections with its target audience of urban 20-40 year olds.
3) The brand's integrated marketing strategy includes social media campaigns encouraging customers to share childhood memories.
Sales territory and management of sales quotasanjay_sarkar
Here are two potential issues when salespeople are asked to set their own quotas:
1. Overly ambitious quotas: Salespeople may be overly optimistic and set quotas too high without properly considering market realities and limitations. This could lead to missed quotas and demotivation.
2. Lack of objectivity: Salespeople may set quotas that are too low in order to easily achieve them and earn incentives, rather than having ambitious yet realistic targets. This does not truly push performance and may not be in the best interests of the company.
The document discusses sales management and the sales process. It defines sales management as attaining organizational sales goals through effective planning, staffing, training, leading, and controlling resources. The sales management process involves conception, planning, execution, control, and feedback. Personal selling aims to build awareness, create interest, provide information, stimulate demand, and reinforce brands. Determining sales policies requires identifying targets, analyzing data, creating marketing/sales plans, training salespeople, and managing customers and products.
Professor Keller is right now conducting various studies that deliver techniques to assemble, measure, and oversee brand value. Textbooks written by him on those subjects course reading on those subjects, Strategic Brand Management, has been embraced at top business schools and leading firms around the globe and has been proclaimed as the "Bible of Branding." Consolidating the most recent industry thinking and improvements, this investigation of brands, brand value, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies. In this slides, you will get the synopsis of brand management. For details, please read the main book.
This document discusses sales quotas and quota setting procedures. It defines what sales quotas are and their purposes. There are different types of sales quotas, including sales volume quotas, profit quotas, and activity quotas. The document outlines the quota setting procedure which involves setting parameters, adding expected growth, and allocating individual quotas. Sales territories are also discussed, including what they are, different types, and elements of territory management.
Chapter 1 sales management strategy sales and distribution management (1)Anita Rai
The document discusses key aspects of sales management strategies. It defines sales management and outlines the responsibilities of sales management, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating the sales force. The importance of relationship-based selling is discussed, emphasizing building trust with customers. Effective sales force management requires the right organization, size, qualifications, compensation and incentives. Steps in designing and managing an effective sales force are outlined, and the duties and responsibilities of sales managers are provided.
Chapter 1 Sales Management Strategy-Sales and Distribution Management.pptsrinivasarao642717
This document discusses key concepts in sales management and strategy. It defines sales management and outlines its importance and objectives. It describes the roles and responsibilities of sales managers and salespeople, including developing relationships with customers. The document also discusses strategies for designing and managing an effective sales force, including setting objectives, training, compensation, and performance evaluation. It covers challenges in areas like target-setting, forecasting, and managing sales force authority. Finally, it outlines different sales strategies focused on developing long-term relationships with customers.
This document discusses sales territories and how to design them. It defines a sales territory as a geographic area assigned to a salesperson consisting of current and potential customers. There are several reasons for setting up sales territories, such as increasing market coverage and improving salesforce performance. The document outlines the key steps in designing sales territories including selecting a control unit, finding locations and customers, and deciding on basic territories using either a build or breakdown method. It also discusses assigning salespeople to territories, managing territory coverage through routing and scheduling, and time management tools.
Sales meetings are gatherings where company representatives discuss products and services with potential buyers. They outline benefits in an effort to make sales. Planning sales meetings involves defining aims, deciding content, selecting a method, executing the plan, and evaluating outcomes. There are several types of sales meetings including national, regional, local, and remote control meetings. Sales contests provide incentives beyond normal compensation to increase sales volume and profits. Contests have objectives like obtaining new customers or pushing slow items. Management should evaluate contests before and after to improve design and impact on employee morale.
The document traces the evolution of marketing concepts from production orientation to holistic marketing. It discusses the key concepts of production, product, selling, marketing and holistic marketing. The holistic marketing concept acknowledges that all aspects of marketing are important, including relationship marketing, social responsibility marketing, internal marketing, and integrated marketing. It emphasizes building long-term relationships with customers and other stakeholders through an integrated marketing approach.
Techniques of Strategic Evaluation & Strategic Manik Kudyar
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Key aspects of strategic evaluation include assessing internal/external factors, measuring performance, and taking corrective actions. Strategic control ensures the strategy and its implementation meet objectives. Techniques for strategic evaluation include gap analysis, SWOT analysis, PEST analysis, and benchmarking. Strategic control types are premise control, implementation control, strategic surveillance, and special alert control.
This document discusses service marketing ethics, which establishes standards for determining right and wrong actions in service marketing. It examines the moral principles behind operating and regulating service marketing in areas like products, pricing, distribution, promotion, and advertising. Following ethical practices in service marketing can help develop positive attitudes, trust with stakeholders, a good image, and long-term business success.
Sales training: program, execution and evaluationShwetanshu Gupta
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
The document discusses emerging trends in sales management that are important for sales managers to understand in a changing market environment. These trends include: going global to sell products and services internationally; adopting new technologies like digital marketing and customer relationship management tools; managing a more diverse salesforce with varied demographics; using a team selling approach to build long-term customer relationships; managing multiple marketing channels effectively; and addressing ethical and social responsibilities of sales managers and salespeople.
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Objectives of sales management are derived from the organizations marketing objectives.
Ultimate sales objective of an organisation is to have a decent growth in sales.
More specifically, sales management objectives can be grouped under:
Quantitative Objectives (Short-term)
Qualitative Objectives (Long-term)
Product positioning refers to how a company presents and markets a product to differentiate it from competitors. It involves identifying key attributes that target customers value and want to be associated with. For example, Toyota positions itself on economy, Mercedes on luxury, and Porsche/BMW on performance. Proper positioning helps companies meet customer expectations, build loyalty, design effective promotions, attract different customer types, and strengthen their competitive position in the market. Regularly evaluating and adjusting positioning keeps the company's messaging aligned with customer needs and competitive offerings.
The document provides information on the BCG matrix and GE matrix, which are tools for analyzing a company's business portfolio.
The BCG matrix developed by Bruce Henderson classifies products into four categories (Stars, Cash Cows, Question Marks, Dogs) based on market share and market growth. The GE matrix developed by McKinsey uses a nine-cell grid to classify products based on business strength and industry attractiveness.
The document then analyzes McDonald's and Google using both matrices, classifying some of their products and services into the different categories to demonstrate how the tools can be applied.
The document discusses distribution channel management. It defines key terms like distribution channel, intermediaries, direct and indirect selling. It describes different types of distribution channels like intensive, selective and exclusive distribution. It also discusses various channel partners like wholesalers, distributors and retailers; and their roles and functions. Factors affecting the choice of distribution strategy are also highlighted.
Market segmentation refers to dividing a market into distinct subgroups of customers with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes. Hindustan Unilever (HUL) segments the market based on demographic, psychographic, and lifestyle factors. Some key segments targeted by HUL include break, impulse, and take-home segments defined by consumer needs and product usage occasions. McDonald's segments markets geographically, tailoring its products, advertising, and operations to local needs and customs in different countries, regions, and neighborhoods.
The document discusses the holistic marketing concept and provides details about the beverage brand Paper Boat and its marketing strategies. Key points include:
1) Holistic marketing involves interconnected marketing activities to project a unified business image and ensure customer purchase over competitors.
2) Paper Boat uses storytelling and nostalgia in its marketing campaigns to build emotional connections with its target audience of urban 20-40 year olds.
3) The brand's integrated marketing strategy includes social media campaigns encouraging customers to share childhood memories.
Sales territory and management of sales quotasanjay_sarkar
Here are two potential issues when salespeople are asked to set their own quotas:
1. Overly ambitious quotas: Salespeople may be overly optimistic and set quotas too high without properly considering market realities and limitations. This could lead to missed quotas and demotivation.
2. Lack of objectivity: Salespeople may set quotas that are too low in order to easily achieve them and earn incentives, rather than having ambitious yet realistic targets. This does not truly push performance and may not be in the best interests of the company.
The document discusses sales management and the sales process. It defines sales management as attaining organizational sales goals through effective planning, staffing, training, leading, and controlling resources. The sales management process involves conception, planning, execution, control, and feedback. Personal selling aims to build awareness, create interest, provide information, stimulate demand, and reinforce brands. Determining sales policies requires identifying targets, analyzing data, creating marketing/sales plans, training salespeople, and managing customers and products.
Professor Keller is right now conducting various studies that deliver techniques to assemble, measure, and oversee brand value. Textbooks written by him on those subjects course reading on those subjects, Strategic Brand Management, has been embraced at top business schools and leading firms around the globe and has been proclaimed as the "Bible of Branding." Consolidating the most recent industry thinking and improvements, this investigation of brands, brand value, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies. In this slides, you will get the synopsis of brand management. For details, please read the main book.
This document discusses sales quotas and quota setting procedures. It defines what sales quotas are and their purposes. There are different types of sales quotas, including sales volume quotas, profit quotas, and activity quotas. The document outlines the quota setting procedure which involves setting parameters, adding expected growth, and allocating individual quotas. Sales territories are also discussed, including what they are, different types, and elements of territory management.
Chapter 1 sales management strategy sales and distribution management (1)Anita Rai
The document discusses key aspects of sales management strategies. It defines sales management and outlines the responsibilities of sales management, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating the sales force. The importance of relationship-based selling is discussed, emphasizing building trust with customers. Effective sales force management requires the right organization, size, qualifications, compensation and incentives. Steps in designing and managing an effective sales force are outlined, and the duties and responsibilities of sales managers are provided.
Chapter 1 Sales Management Strategy-Sales and Distribution Management.pptsrinivasarao642717
This document discusses key concepts in sales management and strategy. It defines sales management and outlines its importance and objectives. It describes the roles and responsibilities of sales managers and salespeople, including developing relationships with customers. The document also discusses strategies for designing and managing an effective sales force, including setting objectives, training, compensation, and performance evaluation. It covers challenges in areas like target-setting, forecasting, and managing sales force authority. Finally, it outlines different sales strategies focused on developing long-term relationships with customers.
Sales management involves managing a company's sales operations and applying sales techniques to maximize revenue and profit. It coordinates marketing and sales functions to jointly create customer and company value. The sales process involves prospecting, pre-approach research, approaching prospects, presenting/demonstrating products, handling objections, closing the sale, and following up. Sales management also designs sales force structures, recruits and trains salespeople, establishes compensation plans, supervises and motivates the sales team, and evaluates salesforce performance. Coordinating marketing and sales effectively is important for business success.
The document discusses sales performance of various companies. It mentions that Tata Motors global sales were up 3% in August. Rural India boosted sales for FMCG firms. United Spirits became the world's second largest spirits company by reaching sales volume of 100 million cases. Audi, Xbox 360, AT&T, Infosys, Educomp and Samsung all reported increased sales in their respective areas in the given time periods.
Sales Leadership Linking Sales Strategy To Sales ResultsLakesia Wright
The document discusses linking sales strategy to sales results through clear communication and accountability. It outlines 7 key questions sales leadership must address: 1) Is the sales strategy clearly linked to the organizational strategy? 2) Is the sales strategy understood throughout the sales force? 3) Does the sales force have the capabilities to execute the strategy? 4) Does the strategy form the basis for field-level planning? 5) Do leadership policies support critical sales behaviors? 6) Do salespeople understand how their work achieves strategy goals? 7) Is progress tracked to ensure accountability? Addressing these questions ensures execution supports strategy through multilevel management support and objective tracking of results.
This document discusses the need to integrate marketing more closely with business strategy and operations. It argues that marketing should shift from fragmented tactical tasks to a strategic role focused on creating sustained competitive advantages. The marketing function represents a major opportunity to increase business growth but often gets distracted by new opportunities and loses its strategic focus. True integration of marketing requires treating it like core business functions and applying project management disciplines to prioritize, coordinate and ensure completion of key marketing initiatives.
This document provides notes on key concepts from Philip Kotler's book "Marketing Management". It defines basic marketing terms like needs, wants, demands and products. It also summarizes Kotler's discussion of the marketing mix, relationship marketing, marketing concepts, strategic business units, the BCG matrix, SWOT analysis, and the components of a marketing plan.
The document discusses the various roles and responsibilities of a sales manager. It outlines functions like driving revenue, hiring and managing a sales force, setting goals, planning budgets, organizing the sales team, controlling and evaluating performance, forecasting, managing client relationships, coaching, motivating the sales force, representing the organization, developing new business, and implementing sales strategies. Key responsibilities include meeting sales targets, resource management, territory management, performance reviews, and developing action plans to find new leads and prospects.
This document provides an overview of key marketing concepts. It defines marketing as the process of creating, offering, and exchanging products to satisfy needs and wants. It discusses the differences between needs, wants, and demands. It also outlines several marketing models and frameworks, including the marketing mix (the 4Ps), Porter's generic strategies, the BCG matrix, and SWOT analysis. Finally, it covers topics like market demand estimation, marketing information systems, and the marketing research process.
This overview is informed greatly by the discussion at our Executive Forum in March 2015, but it also is
the culmination of our observations from Content Marketing World 2014 and our advisory client work in
the past year.
Our objective is to report on the key challenges faced by marketers, the vital insights being realized, and
the general health of content marketing as a strategic business approach. As was the case last year, this overview ultimately asks more questions than it answers; our goal is not to settle debates or provide trite answers to complex business challenges, but to update and inform.
At the two-day Executive Forum, CMI leaders and senior marketing executives from more than 30 enterprise brands came together to collaborate and to discuss and report on their own organizations’ efforts in integrating content marketing as a strategic approach.
The extraordinary insights and the identification of challenges could not have been possible without the
generous contributions of this forum class, as well as last year’s forum participants. Their input doesn’t represent their tacit endorsement of the ideas, but as a collective group they are responsible for the value contained in this report.
Старо и златно - Philip Kotler - Sofia, Lecture 11.14.07Iva Fazlova
The document discusses challenges facing companies in global markets and recommends that companies strengthen their marketing skills in innovation, differentiation, and branding to defend domestic markets from foreign competitors. It also emphasizes focusing on customers, using market research, and differentiating through superior value rather than lowering prices. The document outlines approaches companies can take to find new opportunities through customer insights, innovation models, and blue ocean strategy.
The document discusses key differences between marketing and selling concepts, philosophies of marketing, and marketing analysis and environment forces.
The marketing concept focuses on understanding customer needs and wants to produce products that satisfy them, while the selling concept focuses more on selling goods produced regardless of customer wants.
Marketing philosophies include production, product, selling, and societal concepts. Marketing analysis involves a SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats, and match strengths to opportunities while mitigating weaknesses and threats.
Microenvironment forces close to the company like customers, suppliers, and departments must work together to create value. Macroenvironment forces from broader society like demographics and environment trends also influence companies and markets.
The document discusses marketing strategy and its importance for businesses. It explains that a marketing strategy provides an in-depth view of a company's strengths, weaknesses, and long-term goals, and how to implement ideas to improve customer base. The primary internal objective for any business is to create and increase profitability to enhance shareholder value. An effective strategy balances interests of stakeholders like employees, customers, suppliers, and shareholders. It also guides resource allocation to help the organization meet its goals.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
Sales Management is the process of current exchanges of goods - and thus sales management forms an integral part of Marketing Management. A significantly broader meaning is assigned to sales management as it also encompasses managing the sales functions and the sales force.
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The document discusses strategies for transforming global sales organizations. It recommends combining a sales operating model with sales acceleration techniques like "win rooms" to drive sustainable impact. An effective sales operating model defines the right interaction types, meeting cadence, performance management, and coaching framework. Sales coaching should focus on skills, deals, and pipelines rather than just reporting. When balancing HQ and local involvement, organizations must consider time, ambition, control, and ensure a focus on business impact and improved behaviors at the frontline. Transformations work best when built around a clear impact case and when sales managers install coaching behaviors to drive performance.
Be1st Brands is an India-based brand management consultancy that helps companies develop branding strategies using a four-stage process. They conduct research to understand customers, develop a brand message, communicate the message through marketing, and measure results. Be1st offers various proprietary tools and services at each stage of brand building, including strategies for positioning, marketing, measuring performance, and valuation. Their goal is to turn products into strong brands that large numbers of people desire through effective strategy and communication.
Similar to Chapter 1 sales management strategy sales and distribution management (20)
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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It takes all kinds of AI and Humans to make Good Business DecisionDenis Gagné
In today’s rapidly evolving markets, the integration of human insight with advanced AI technologies is crucial for making sophisticated, timely decisions. This presentation delves into how businesses in regulated industries such as finance, healthcare, and government can leverage AI to balance mission-critical risks with profitability, ensure compliance, and maintain necessary transparency. We'll explore strategic, tactical, and operational decisions across various scenarios, demonstrating the power of AI to augment human decision-making processes, thus optimizing outcomes. Whether you are looking to enhance your existing protocols or build new frameworks, this webinar will equip you with the insights and tools to advance your decision-making capabilities.
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The Key Summaries of Forum Gas 2024.pptxSampe Purba
The Gas Forum 2024 organized by SKKMIGAS, get latest insights From Government, Gas Producers, Infrastructures and Transportation Operator, Buyers, End Users and Gas Analyst
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