Mis jaiswal-chapter-05


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Mis jaiswal-chapter-05

  1. 1.  For monitoring the efficiency and effectiveness of the distribution of their products and services, sales managers need information to plan and monitor the sales force  Management needs information on the performance of specific products, product lines, or brands  Price, revenue, cost and growth information can be used for pricing decisions, for evaluating the performance of current products, and for predicting the performance of future products
  2. 2. • A marketing information system as a continuing and interacting structure of people, equipment and procedures to gather, sort, analyze, evaluate, and distribute pertinent, timely and accurate information for use by marketing decision makers to improve their marketing planning, implementation, and control
  3. 3. • Systems which support the operations of the sales and distribution channel are known as channel systems • An all encompassing information system which helps informate the supply chain from the customer side to the supplier side is a supply chain management (SCM) system
  4. 4. • The traditional supply chain establishes long term relationships with vendors, distributors and retailers, with multiple inventory sites, long lead-times and fixed margins • A traditional supply chain has limited visibility into true customer demand, and as a result, it is plagued with buffer inventories, which managers build up as protection against uncertainties and risks in the supply chain
  5. 5.  Keep Goods Moving - provides you visibility to inventory levels at your suppliers, and visibility to inventory in-transit to you – as well as how long it takes to get there and why  Managing Supplier Performance - SCM quantitatively tracks the performance of your suppliers – who delivers on-time, who delivers partially, who has the best invoice accuracy – so that you can identify the best trading partners and give them the majority of your business  Measuring Channel Effectiveness - keep track of your customers’ buying habits across increasingly more complex channel mixes  Providing Customer Service - SCM can help assemble the information needed, across your supply chain, to answer the seemingly simple question, “Where is my order?” and explain a delay or provide an alternative option, such as shipping a partial order or finding an alternate source for a back-ordered item  Managing through co-ordination and uncertainity dynamic scheduling of sales and
  6. 6.  Plan - activities in this stage include training, demand forecasting, call targeting, and devising the channel strategy  Pre-sale -activities in this stage are lead management, generating proposals, product planning, pricing and customer query handling - main aim is to contact prospective customers and target sales efforts to maximize results  Sell Activities - customer co-ordination, presentation tools, order entry, call management, promotion management, etc.  Post-sale Activities - order status, billing, installation, warranty, etc.  Relationship - a very important step it involves, networking with customers, analysis of customer requirements and problems, generating reports, etc.  Review Business -review, product development, creating recognition, analyzing competition etc.
  7. 7. • Sales support systems are applications that facilitate the interface between the sales force and the corporation in the support of the customer
  8. 8. e-mail Forms Dynamic information sharing Reports distribution and analysis Multimedia Sales reporting