1
•Download as PPT, PDF•
6 likes•3,215 views
This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like increasing customer orientation and relationship selling.
Report
Share
Report
Share
Recommended
3
The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
5
This document discusses sales force automation and control. It defines sales force automation as a business management tool that automates the entire sales cycle from lead generation to close. The chapter describes the benefits of sales force automation like reduced costs and increased profitability. It also outlines the objectives and types of CRM and SFA applications like lead management, contact management, and sales territory management. Mobile sales force automation and its functionality are also covered. The chapter concludes that successful sales force automation depends on systematically implementing the sales process.
6
This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
7
This document discusses sales territory management and is from a chapter in the book "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and factors that influence modifying territories. It also describes methods for designing sales territories, including selecting geographic control units, criteria for allocation, starting points, and combining units. Territory shapes and a strategic planning matrix for allocating resources to accounts are also covered. The chapter concludes with discussing new territories and using information technology to aid in sales territory management.
10
This document summarizes key aspects of training the sales force as discussed in Chapter 10. It outlines the challenges in sales training, importance of the trainer, and the training process which includes assessing needs, designing the program, and evaluating outcomes. Specific methods and types of training are also reviewed such as didactic, participative, role playing and cross-functional training. The role of socialization in the training process is also highlighted.
8
This chapter discusses sales quotas, which are performance objectives or sales goals assigned to sales units like departments or individuals over a specific period. A sales quota aims to define and stimulate sales efforts. Setting quotas well is challenging and requires objectivity, understandability, flexibility, and definiteness. Quotas should also be based on facts and figures from the market. Participatory quota setting with salespeople can aid motivation. The chapter outlines principles of quota setting, types of quotas, methods of determining quotas, and potential problems in the process.
12
This chapter discusses factors that influence the design of sales force compensation plans such as financial stability, market size, and product nature. It describes different types of compensation plans including financial plans like straight salary, commission, bonuses, and combination plans as well as non-financial plans involving promotions, benefits, and contests. The chapter outlines steps to design a compensation plan such as determining objectives, issues, relating rewards to performance, and appraising the plan.
9
This chapter discusses the recruitment and selection process for sales forces. It begins by outlining the roles and responsibilities of sales managers in recruiting, selecting, training, motivating and compensating sales teams. The chapter then details the steps in the hiring process, including planning, recruitment from internal and external sources, selection through evaluating candidates and making offers, and socializing new hires. Challenges in sales force selection like assessing personality fits and motivation levels are also covered.
Recommended
3
The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
5
This document discusses sales force automation and control. It defines sales force automation as a business management tool that automates the entire sales cycle from lead generation to close. The chapter describes the benefits of sales force automation like reduced costs and increased profitability. It also outlines the objectives and types of CRM and SFA applications like lead management, contact management, and sales territory management. Mobile sales force automation and its functionality are also covered. The chapter concludes that successful sales force automation depends on systematically implementing the sales process.
6
This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
7
This document discusses sales territory management and is from a chapter in the book "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and factors that influence modifying territories. It also describes methods for designing sales territories, including selecting geographic control units, criteria for allocation, starting points, and combining units. Territory shapes and a strategic planning matrix for allocating resources to accounts are also covered. The chapter concludes with discussing new territories and using information technology to aid in sales territory management.
10
This document summarizes key aspects of training the sales force as discussed in Chapter 10. It outlines the challenges in sales training, importance of the trainer, and the training process which includes assessing needs, designing the program, and evaluating outcomes. Specific methods and types of training are also reviewed such as didactic, participative, role playing and cross-functional training. The role of socialization in the training process is also highlighted.
8
This chapter discusses sales quotas, which are performance objectives or sales goals assigned to sales units like departments or individuals over a specific period. A sales quota aims to define and stimulate sales efforts. Setting quotas well is challenging and requires objectivity, understandability, flexibility, and definiteness. Quotas should also be based on facts and figures from the market. Participatory quota setting with salespeople can aid motivation. The chapter outlines principles of quota setting, types of quotas, methods of determining quotas, and potential problems in the process.
12
This chapter discusses factors that influence the design of sales force compensation plans such as financial stability, market size, and product nature. It describes different types of compensation plans including financial plans like straight salary, commission, bonuses, and combination plans as well as non-financial plans involving promotions, benefits, and contests. The chapter outlines steps to design a compensation plan such as determining objectives, issues, relating rewards to performance, and appraising the plan.
9
This chapter discusses the recruitment and selection process for sales forces. It begins by outlining the roles and responsibilities of sales managers in recruiting, selecting, training, motivating and compensating sales teams. The chapter then details the steps in the hiring process, including planning, recruitment from internal and external sources, selection through evaluating candidates and making offers, and socializing new hires. Challenges in sales force selection like assessing personality fits and motivation levels are also covered.
Chap 1
This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; the different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like customer orientation, relationship selling, and new selling methods using technology.
Marketing road map presentation
This document outlines a marketing roadmap and strategies for an Indian pharmaceutical company. It discusses moving from price-based and service-based selling models to a value-based model focused on customer needs. The key strategies proposed include properly segmenting and targeting customer groups, developing differentiated brand positioning, improving in-clinic discussions between field staff and customers, and optimizing brand availability and loyalty through consistent communication of value. Adopting this approach could help address gaps in the existing selling model like frequent brand replacement, stagnant growth, and low profitability.
How to find new customers and increase sales
This document provides guidance on defining your target market and generating sales leads. It recommends answering questions about who will buy your product and what value you offer to define your audience. Existing customers should be marketed to through bundling products, upselling, discounts, and rewards to increase sales. Potential new customers can be identified by analyzing metrics on how current customers were obtained and networking, and various outreach strategies like advertising, affiliates, and websites can generate new leads.
Neil Grubert's closing remarks at the EPP Life Sciences Executive Briefing
The document summarizes the key lessons and conclusions from an executive briefing on pricing pressures in the life sciences industry. It identifies six shifts occurring in the market access environment that require companies to adapt, including understanding value, global heterogeneity, polycentric networks, systems knowledge, information technology, and focusing on new product development, supply chain management, or customer relationship management. The briefing concluded that companies need to optimize access and returns, develop innovative contracting agreements, and pursue responsible and sustainable pricing to thrive in response to changing selection pressures.
Product
The marketing mix document discusses the 7Ps framework used to develop marketing strategies and activities. It focuses on the "Product" P, explaining that the product refers to the functions, features, and branding of a good or service. It also discusses the product life cycle model, which looks at how sales and profits change over time as a product is developed, launched, grows, reaches maturity, and eventually declines. Extension strategies are discussed as ways to maintain sales in later stages by modifying the product, price, features, or target markets.
6
The document discusses business markets and business buyer behavior. It defines business markets as organizations that buy goods and services to produce other products. Business markets involve larger purchases between fewer but larger buyers than consumer markets. The buying process in business markets is more formalized and complex, with multiple influencers and participants. Key aspects covered include the buying center model, different buying situations, and stages of the business buying process.
Price strategy
price strategy , Determine Price Strategy Steps ,pricing objectives ,targeted markets , Determine Demand , A Flexible demand , Un Flexible demand,5. Evaluate competitors prices ,Types of Pricing (Pricing) Strategies ,Marketing Skimming Strategy ,Market Penetration Strategy ,Promotion Pricing Strategy ,Geographic Pricing Strategy , Price Discrimination Strategy, Price Discount Strategy ,Cash Discount , Quantity Discount , Trading Discount
4604416
This document discusses distribution channels and logistics management. It defines distribution channels as the interconnected organizations involved in making a product available to consumers. Channel decisions directly impact other marketing decisions. Marketing intermediaries are used for greater efficiency and to access contacts, experience, specialization, and scale. Distribution channels perform functions like contact, financing, information sharing, risk taking, promotion, and physical distribution. The document also discusses types of vertical marketing systems, innovations in marketing systems, channel design decisions, channel management, logistics systems, and integrated logistics management.
Competitive advantage in service marketing by suman saha
This document discusses competitive advantage in service marketing. It provides definitions of competitive advantage and discusses how firms can achieve competitive advantage through differentiation, cost leadership, focus strategies, and other means. Key points include defining competitive advantage as earning persistently higher profits than rivals, identifying sources of competitive advantage like resources and capabilities, and outlining models for achieving competitive advantage. Risks of different strategies are also summarized, such as competitors imitating advantages or technological changes eliminating cost benefits.
Marketing opportunity & threat
The document discusses identifying marketing opportunities and threats through analyzing customer segmentation, purchase situations, direct and indirect competition, industry analysis, and the business environment. It defines market opportunity as forecasting demand for a product or service. Threats are anything external that could damage the organization, such as new competitors, regulations, or shifts in customer preferences. The key to identifying opportunities is understanding customers and competitors through various analysis techniques.
Ml0011 buying and merchandising
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Kotler mm15e inppt_08
This document discusses factors for companies to consider when deciding to enter global markets, including evaluating specific international markets and determining how to enter foreign markets. It covers differences between marketing in developing versus developed countries and how companies can influence perceptions of where their products originate from. The key decisions international companies must make relate to which markets to enter, how to adapt their marketing programs across countries, and selecting the appropriate mode of market entry.
New Product Development Strategy
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses three key factors for effective product development according to research: 1) having a high-quality new product process with early customer input and go/kill decision points, 2) clear communication of a new product strategy and goals, and 3) allocating adequate resources like people, time and funding for new products.
4604407
This document discusses various pricing strategies and techniques that companies can use to price their products. It covers strategies for new product pricing like market skimming and market penetration. It also discusses ways to price product mixes, including product line pricing and bundled pricing. Additionally, it outlines different types of price adjustments a company can make, such as discounts, segmented pricing, and promotional pricing. Finally, it provides recommendations for how companies should respond when competitors change their prices.
4604452
This document discusses strategies for building lasting customer relationships through relationship marketing and customer satisfaction. It defines customer value as the balance between total customer value and total customer cost. Customer satisfaction results when a company meets or exceeds a customer's expectations, and highly satisfied customers are less price sensitive, remain customers longer, and promote the company through positive word of mouth. The key to customer retention is superior customer value and satisfaction. Relationship marketing aims to create, maintain, and enhance strong, long-term relationships through financial and social benefits. Total quality marketing and a customer-oriented approach are necessary but not always sufficient for customer retention and satisfaction.
Chapter 11 competitive dynamics - dealing with competition
This document discusses various competitive strategies for companies in different market positions. It describes strategies for market leaders, such as protecting market share through continuous development. It also outlines strategies for challengers, such as innovative imitation of leaders. Finally, it discusses niche strategies, where companies target small, specialized markets, as well as strategies for economic downturns like emphasizing value and cost-effectiveness. Examples are provided to illustrate each strategy.
Test marketing techniques
This document discusses different types of market testing for new products. It describes market testing as experimentally marketing a product at minimum cost and risk in selected market segments. The main types of market testing discussed are sales wave research, simulated test marketing, controlled test marketing, and test markets. Sales wave research involves providing the new product to customers for free multiple times to evaluate repeat purchases. Simulated test marketing uses mathematical models to estimate market share based on initial consumer reactions. Controlled test marketing manages specific stores that carry the product for research purposes. Test markets involve specifically choosing representative cities to test sell the product and gather feedback.
3
The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
7
This document discusses sales territory management from a chapter in the textbook "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and describes factors to consider when designing sales territories such as geographic units, allocation criteria, and modifying boundaries. It also discusses territory shapes, a strategic planning matrix for allocating resources, and the potential use of information technology in managing sales territories.
Pankaj kamaliya 2003 (2)
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, a literature review on previous studies of NPAs, the research methodology, data and methods used, and conclusions. The methodology section describes the study scope, objectives, data collection from secondary sources over 10 years, and statistical tools like correlation analysis and regression analysis that will be used.
Sdm 8 & 9
The document discusses procedures for selecting sales personnel, including inviting applications, interviews, reference checks, examinations, and tests. It covers determining compensation and benefits, issuing offer letters, and providing an initial orientation. Sales training selection includes defining objectives, determining content, and choosing methods. Training content may include products, sales techniques, markets, and company information. Methods include lectures, demonstrations, role-playing, seminars, and on-the-job training. The organization must determine trainees, trainers, timing, location, materials, and evaluate the program.
More Related Content
What's hot
Chap 1
This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; the different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like customer orientation, relationship selling, and new selling methods using technology.
Marketing road map presentation
This document outlines a marketing roadmap and strategies for an Indian pharmaceutical company. It discusses moving from price-based and service-based selling models to a value-based model focused on customer needs. The key strategies proposed include properly segmenting and targeting customer groups, developing differentiated brand positioning, improving in-clinic discussions between field staff and customers, and optimizing brand availability and loyalty through consistent communication of value. Adopting this approach could help address gaps in the existing selling model like frequent brand replacement, stagnant growth, and low profitability.
How to find new customers and increase sales
This document provides guidance on defining your target market and generating sales leads. It recommends answering questions about who will buy your product and what value you offer to define your audience. Existing customers should be marketed to through bundling products, upselling, discounts, and rewards to increase sales. Potential new customers can be identified by analyzing metrics on how current customers were obtained and networking, and various outreach strategies like advertising, affiliates, and websites can generate new leads.
Neil Grubert's closing remarks at the EPP Life Sciences Executive Briefing
The document summarizes the key lessons and conclusions from an executive briefing on pricing pressures in the life sciences industry. It identifies six shifts occurring in the market access environment that require companies to adapt, including understanding value, global heterogeneity, polycentric networks, systems knowledge, information technology, and focusing on new product development, supply chain management, or customer relationship management. The briefing concluded that companies need to optimize access and returns, develop innovative contracting agreements, and pursue responsible and sustainable pricing to thrive in response to changing selection pressures.
Product
The marketing mix document discusses the 7Ps framework used to develop marketing strategies and activities. It focuses on the "Product" P, explaining that the product refers to the functions, features, and branding of a good or service. It also discusses the product life cycle model, which looks at how sales and profits change over time as a product is developed, launched, grows, reaches maturity, and eventually declines. Extension strategies are discussed as ways to maintain sales in later stages by modifying the product, price, features, or target markets.
6
The document discusses business markets and business buyer behavior. It defines business markets as organizations that buy goods and services to produce other products. Business markets involve larger purchases between fewer but larger buyers than consumer markets. The buying process in business markets is more formalized and complex, with multiple influencers and participants. Key aspects covered include the buying center model, different buying situations, and stages of the business buying process.
Price strategy
price strategy , Determine Price Strategy Steps ,pricing objectives ,targeted markets , Determine Demand , A Flexible demand , Un Flexible demand,5. Evaluate competitors prices ,Types of Pricing (Pricing) Strategies ,Marketing Skimming Strategy ,Market Penetration Strategy ,Promotion Pricing Strategy ,Geographic Pricing Strategy , Price Discrimination Strategy, Price Discount Strategy ,Cash Discount , Quantity Discount , Trading Discount
4604416
This document discusses distribution channels and logistics management. It defines distribution channels as the interconnected organizations involved in making a product available to consumers. Channel decisions directly impact other marketing decisions. Marketing intermediaries are used for greater efficiency and to access contacts, experience, specialization, and scale. Distribution channels perform functions like contact, financing, information sharing, risk taking, promotion, and physical distribution. The document also discusses types of vertical marketing systems, innovations in marketing systems, channel design decisions, channel management, logistics systems, and integrated logistics management.
Competitive advantage in service marketing by suman saha
This document discusses competitive advantage in service marketing. It provides definitions of competitive advantage and discusses how firms can achieve competitive advantage through differentiation, cost leadership, focus strategies, and other means. Key points include defining competitive advantage as earning persistently higher profits than rivals, identifying sources of competitive advantage like resources and capabilities, and outlining models for achieving competitive advantage. Risks of different strategies are also summarized, such as competitors imitating advantages or technological changes eliminating cost benefits.
Marketing opportunity & threat
The document discusses identifying marketing opportunities and threats through analyzing customer segmentation, purchase situations, direct and indirect competition, industry analysis, and the business environment. It defines market opportunity as forecasting demand for a product or service. Threats are anything external that could damage the organization, such as new competitors, regulations, or shifts in customer preferences. The key to identifying opportunities is understanding customers and competitors through various analysis techniques.
Ml0011 buying and merchandising
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Kotler mm15e inppt_08
This document discusses factors for companies to consider when deciding to enter global markets, including evaluating specific international markets and determining how to enter foreign markets. It covers differences between marketing in developing versus developed countries and how companies can influence perceptions of where their products originate from. The key decisions international companies must make relate to which markets to enter, how to adapt their marketing programs across countries, and selecting the appropriate mode of market entry.
New Product Development Strategy
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses three key factors for effective product development according to research: 1) having a high-quality new product process with early customer input and go/kill decision points, 2) clear communication of a new product strategy and goals, and 3) allocating adequate resources like people, time and funding for new products.
4604407
This document discusses various pricing strategies and techniques that companies can use to price their products. It covers strategies for new product pricing like market skimming and market penetration. It also discusses ways to price product mixes, including product line pricing and bundled pricing. Additionally, it outlines different types of price adjustments a company can make, such as discounts, segmented pricing, and promotional pricing. Finally, it provides recommendations for how companies should respond when competitors change their prices.
4604452
This document discusses strategies for building lasting customer relationships through relationship marketing and customer satisfaction. It defines customer value as the balance between total customer value and total customer cost. Customer satisfaction results when a company meets or exceeds a customer's expectations, and highly satisfied customers are less price sensitive, remain customers longer, and promote the company through positive word of mouth. The key to customer retention is superior customer value and satisfaction. Relationship marketing aims to create, maintain, and enhance strong, long-term relationships through financial and social benefits. Total quality marketing and a customer-oriented approach are necessary but not always sufficient for customer retention and satisfaction.
Chapter 11 competitive dynamics - dealing with competition
This document discusses various competitive strategies for companies in different market positions. It describes strategies for market leaders, such as protecting market share through continuous development. It also outlines strategies for challengers, such as innovative imitation of leaders. Finally, it discusses niche strategies, where companies target small, specialized markets, as well as strategies for economic downturns like emphasizing value and cost-effectiveness. Examples are provided to illustrate each strategy.
Test marketing techniques
This document discusses different types of market testing for new products. It describes market testing as experimentally marketing a product at minimum cost and risk in selected market segments. The main types of market testing discussed are sales wave research, simulated test marketing, controlled test marketing, and test markets. Sales wave research involves providing the new product to customers for free multiple times to evaluate repeat purchases. Simulated test marketing uses mathematical models to estimate market share based on initial consumer reactions. Controlled test marketing manages specific stores that carry the product for research purposes. Test markets involve specifically choosing representative cities to test sell the product and gather feedback.
What's hot (17)
Neil Grubert's closing remarks at the EPP Life Sciences Executive Briefing
Neil Grubert's closing remarks at the EPP Life Sciences Executive Briefing
Competitive advantage in service marketing by suman saha
Competitive advantage in service marketing by suman saha
Chapter 11 competitive dynamics - dealing with competition
Chapter 11 competitive dynamics - dealing with competition
Viewers also liked
3
The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
7
This document discusses sales territory management from a chapter in the textbook "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and describes factors to consider when designing sales territories such as geographic units, allocation criteria, and modifying boundaries. It also discusses territory shapes, a strategic planning matrix for allocating resources, and the potential use of information technology in managing sales territories.
Pankaj kamaliya 2003 (2)
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, a literature review on previous studies of NPAs, the research methodology, data and methods used, and conclusions. The methodology section describes the study scope, objectives, data collection from secondary sources over 10 years, and statistical tools like correlation analysis and regression analysis that will be used.
Sdm 8 & 9
The document discusses procedures for selecting sales personnel, including inviting applications, interviews, reference checks, examinations, and tests. It covers determining compensation and benefits, issuing offer letters, and providing an initial orientation. Sales training selection includes defining objectives, determining content, and choosing methods. Training content may include products, sales techniques, markets, and company information. Methods include lectures, demonstrations, role-playing, seminars, and on-the-job training. The organization must determine trainees, trainers, timing, location, materials, and evaluate the program.
1
This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like customer orientation, relationship selling, and new technology.
Chapter 6
This document summarizes 9 equity funds from 3 asset management companies - HDFC, ICICI, and Reliance. For each fund, it provides details on investment strategy, philosophy and past performance. The funds use different strategies such as investing in top 200 companies by market cap, focusing on value or growth stocks, maintaining a balanced portfolio of equity and debt, and taking aggressive or defensive positions based on market conditions. Overall the document analyzes and compares the approaches of various mutual funds for investors.
Tittle page
This document is a project report submitted by Kamaliya Pankaj in partial fulfillment of an MBA degree. The report compares equity schemes of the top 3 asset management companies in India for the 2011-13 year. It was submitted to Prof. Ranjani Srinivasan of S.K. Patel Institute of Management and Computer Studies.
1
This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization are advances in communication and transportation technologies, liberalization of trade, and growing consumer demand for foreign goods. International business involves commercial transactions between countries and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization increases competition, it also opens new market opportunities. The document outlines various forms of international business and considerations for operating internationally.
Sm 10
This document discusses motivation of sales forces. It outlines that motivation is important due to the nature of sales jobs and potential for apathy. Factors influencing motivation include personal characteristics, environmental factors like competition, and organizational characteristics such as supervision and incentives. Motivational tools can be financial like commissions or non-financial like promotions. The document also reviews several motivational theories including Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement motivation theory, and Vroom's expectancy model. Effective motivation requires considering individual needs and providing the right environment and incentives.
Final draft
The document provides an overview of the mutual funds industry in India. It discusses the history and growth of mutual funds in India from 1964 to present. Some key points:
1) UTI was established in 1964 as the first mutual fund in India to mobilize retail savings.
2) The industry opened up to private players in 1993, accelerating its growth.
3) As of 2022, there are over 40 asset management companies in India managing over Rs. 40 trillion in assets under management.
4) The mutual funds industry in India has experienced significant growth in assets and number of investors over the past few decades.
Eco toyota ppt copy
This document presents an analysis of economics concepts applied to Toyota Motor Corporation. It begins with an introduction to the presentation and outlines the topics to be covered, including the circular flow diagram, demand and supply analysis, elasticity, consumer and producer surplus, and factors affecting Toyota's prices. It then provides more details on principles of tradeoffs and rational decision making. Micro and macro analyses are presented, examining Toyota's operations and the auto industry globally and in India. Demand and supply curves for Toyota vehicles are depicted and elasticities are calculated. The concepts of consumer and producer surplus are explained.
Chap 6
Transfer pricing refers to the value placed on goods and services transferred between divisions of the same organization. It is a key determinant of revenue for selling divisions and expenses for buying divisions. Objectives of transfer pricing include providing relevant information for decisions, inducing goal alignment, and measuring performance. Transfer prices are typically based on market prices if available, or estimated market prices. If market prices cannot be determined, cost-based transfer prices using standard costs plus a profit margin are used. There are different methods for calculating and administering transfer prices, including negotiation between divisions and arbitration by headquarters if disagreements occur.
Cd ib
This document outlines the course details for the International Business course in the MBA program at S.K.Patel Institute of Management And Computer Studies. The course aims to provide an understanding of how globalization impacts business functions like marketing, finance, production and HR across different country contexts. It will cover topics like the cultural, political and economic environments, international entry strategies, and cross-cultural management challenges. Upon completing the course, students will gain basic comprehension of global business strategies and implications of international HR practices. The document lists pre-requisite knowledge, reference materials, evaluation criteria and a session-by-session topic outline for the course.
Smch2
This document summarizes key concepts from Chapter 2 of Exploring Corporate Strategy, 7th Edition related to analyzing the external environment. It discusses performing PESTEL, scenario planning and Porter's Five Forces analyses to understand macroenvironmental factors and industry competition. Additionally, it covers strategic groups, market segmentation, critical success factors, and identifying opportunities and threats from analyzing the strategic environment. The overall aim is to provide frameworks for evaluating external influences and competitive dynamics facing organizations.
Grand project.docx1
This document is a project report submitted by Ketan Dhameliya and Pankaj Kamaliya to fulfill requirements for an MBA degree. The report studies the impact of non-performing assets (NPAs) on profitability and liquidity in public sector banks in India. It includes an introduction, industry overview, research methodology, data analysis using statistical tools, and conclusions. Prof. Ranjani Srinivasan guided the project, which was submitted to the S. K. Patel Institute of Management & Computer Studies in Gandhinagar, India in March 2013.
Pankaj kamaliya 2003
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, literature review, research methodology, data and methodology, findings, conclusion, and references. The methodology section discusses the study scope, objectives, data collection from secondary sources over 10 years, and tools like correlation analysis, regression analysis, and ratio analysis that will be used. The literature review summarizes 7 previous studies on the topic. The presentation aims to analyze the association between NPAs and bank performance and test hypotheses about the impact of NPAs on banks.
Sales & Retail Management, VTU,Module 4
This document discusses sales force motivation and compensation. It begins by defining motivation and explaining that it is an internal drive that can be positive or negative. Motivation is shaped by individual goals and their environment. Motivation and satisfaction are interrelated, with motivation driving goal achievement and satisfaction resulting from goal attainment.
The success of sales organizations depends on motivating sales staff, who can become demotivated by rejections and complaints. The motivation process begins with a motive that prompts action toward goals. There are various theories of motivation as well as factors that influence individual salespeople.
Compensation plans are designed to motivate through financial and non-financial means. An effective plan considers equality, competitiveness, and performance. Various
Chap1
Management control systems aim to ensure that organizational strategies are achieved. They involve detectors that measure behavior, assessors that compare it to standards, and effectors that provide feedback to alter behavior if needed. Managers at all levels use management control processes to ensure their subordinates implement strategies. Management control is complex, judgmental, and requires coordination between individuals. It influences employees to implement organizational strategies through planning, communicating, evaluating, and decision making. Financial and non-financial metrics are used to develop new strategies and focus attention on opportunities.
6
This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
Viewers also liked (20)
Similar to 1
Principlesof marketing 01 [compatibility mode]
The document outlines the key topics and concepts covered in an introductory marketing course, including defining marketing and understanding customer needs and wants, designing a customer-driven marketing strategy through market segmentation and value propositions, developing an integrated marketing program using the marketing mix, building customer relationships through relationship management, and capturing value from customers. It also discusses recent developments in marketing such as digital technologies, globalization, and the importance of ethics.
Sales management - MBA
This document provides an overview of key concepts in sales management. It discusses the evolution of modern sales management practices and the objectives of sales management in aligning sales strategies with organizational goals. Personal selling is described as involving oral conversations to provide solutions, expertise, and serve as an interface between organizations and customers. The document also examines different sales organization structures and the responsibilities, qualities, and legal/ethical obligations of sales personnel. Emerging trends in sales management are noted as increasingly utilizing technology, focusing on relationships and customer orientation, and employing diverse new selling methods.
Kotler mm 14e_01_ippt
The document defines marketing as creating, communicating, and delivering value to customers in a way that benefits the organization. Marketing management is the process of choosing target markets and gaining, retaining, and growing customers through superior customer value. Marketing can be applied to goods, services, ideas, and other offerings. The key functions of marketing include understanding customer needs and segmentation, developing products and brands, and determining distribution channels and pricing.
CB10 Chapter 1.ppt
This document summarizes the key objectives and concepts from Chapter 1 of a textbook on consumer behavior. The chapter introduces consumer behavior and defines it as how consumers search for, buy, use, and dispose of products and services. It discusses the development of the marketing concept from a production and sales orientation to a customer focus. The chapter also covers segmentation, targeting, positioning, and the marketing mix as tools to understand consumer behavior. It examines how new technologies enable more customized experiences for consumers.
Chapter 01.ppt
This chapter introduces key concepts in consumer behavior including:
1. It defines consumer behavior and discusses personal and organizational consumers.
2. It outlines the development of the marketing concept from a production and sales orientation to today's customer-focused approach.
3. It discusses how marketers implement the marketing concept through consumer research, segmentation, targeting, positioning, and the marketing mix to better meet consumer needs and build long-term relationships.
Kotler_MM_14e_01_sppt.ppt
The document defines marketing as creating, communicating, and delivering value to customers to benefit an organization. Marketing management is choosing target markets and growing customers through superior value. The document then discusses fundamental marketing concepts like the marketing mix, segmentation, brands and discusses the importance of marketing, its scope, and tasks of marketing management like developing strategies, connecting with customers and creating long term growth.
Chapter 1
This document provides an overview of key marketing concepts, including the 4 P's of marketing (product, price, place, and promotion), different marketing philosophies (production, product, selling, societal, and marketing concepts), and the importance of planning and using information in marketing. It discusses understanding customer needs, competitors, coordinating business functions, and using capabilities to drive performance. The marketing mix and concepts are explained as frameworks for guiding business activities and decisions.
Chapter 01(marketing today)
This document provides an overview of marketing concepts and functions. It defines marketing as anticipating, managing, and satisfying customer demand through exchange. The marketing concept focuses on customer needs rather than production and aims to profit through customer satisfaction. Relationship marketing builds loyalty by satisfying customers. The 8 basic marketing functions are environmental analysis, product planning, distribution, promotion, pricing, and management of the overall marketing effort.
Chapter_01(Marketing Today).pptx
This document provides an overview of marketing concepts and functions. It defines marketing as anticipating, managing, and satisfying customer demand through exchange. The marketing concept focuses on customer needs rather than production and aims to profit through customer satisfaction. Relationship marketing builds loyalty through satisfaction. The 8 marketing functions include environmental analysis, product planning, distribution, promotion, pricing, and management of the overall marketing effort.
Product life cycle and marketing management strategies
The document discusses the product life cycle and marketing strategies used at each stage. It explains that all products go through stages of development, introduction, growth, maturity, and decline. To be successful during each phase, companies must understand customer needs, markets, and competitors, and how to apply the appropriate marketing mix of product, price, place, and promotion strategies. As a product moves from introduction to decline, companies shift strategies from heavy promotion and building demand, to increasing competition and price reductions. The goal is to recognize a product's stage and set performance targets to improve success throughout its lifetime.
Marketing module_1.pdf
The document provides an overview of marketing concepts including:
1. Definitions of marketing from the AMA and Philip Kotler emphasizing creating and delivering value for customers.
2. The five competing concepts that guide company orientation including production, product, selling, marketing, and societal marketing concepts.
3. Marketing management tasks such as developing strategies and plans, connecting with customers, and building brands.
4. Trends in marketing like relationship marketing, integrated marketing, and the holistic marketing concept which recognizes that all aspects of a business impact marketing.
Managing Marketing Processes_Seminar 1
First seminar of my Managing Marketing Processes course in the Masters of General Management Program at the Stockholm School of Economics in Sweden: http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
chap1-Creating-and-Capturing-Customer-Value-24022023-051816pm.ppt
This document provides an overview of key concepts from Chapter 1 of a marketing textbook. It outlines the 5 main topics as: 1) defining marketing and the marketing process, 2) understanding customer needs and the marketplace, 3) designing a customer-driven marketing strategy, 4) preparing an integrated marketing plan and program, and 5) building customer relationships. For each topic, it lists core concepts and definitions covered in the chapter.
INTRODUCTION TO MARKETING.ppt
This document provides an overview of an introduction to marketing course. It includes sections on marketing terminology, core concepts of marketing, marketing management, traditional vs total quality marketing, the marketing planning process, and the 4Ps and 7Ps of marketing. It also discusses new roles for marketers, stakeholder analysis, priority setting, and competitor analysis. Group exercises are included throughout to apply the concepts. The goal is to give students foundational knowledge of key marketing topics.
Kotler framework 5e_01_sppt
The document defines marketing and marketing management. It discusses the scope of marketing, including goods, services, and ideas. It also covers fundamental marketing concepts such as needs, targeting, segmentation, offerings, value, and the marketing environment. The document then outlines the tasks involved in successful marketing management, such as developing strategies, connecting with customers, and delivering value.
Marketing Management Series 01
This document provides an overview of a marketing management course, outlining the course description, map, lectures, and key concepts to be covered. The course will introduce students to fundamental marketing principles like the marketing mix, orientations, concepts of needs and wants, segmentation, targeting, positioning, and brands. It will also discuss topics such as marketing planning, research, ethics, and developing competitive strategies.
Materi Philip Kotler lama 1
The document outlines the organization and key concepts covered in a marketing textbook. It is divided into 5 parts that cover understanding marketing management, analyzing opportunities, developing strategies, shaping offerings, and managing programs. Core concepts discussed include the marketing mix, environmental forces, customer value, and the evolution of viewing marketing and customers. The textbook defines marketing as a process by which individuals obtain what they need through creating and exchanging products of value.
chap1-Creating-and-Capturing--Customer-Value-10102023-105103am (1).ppt
1. Marketing is a process of creating value for customers and building relationships to capture value in return. It involves understanding customer needs and offering products/services to satisfy those needs.
2. There are different concepts that guide a company's marketing strategy such as the production, product, selling, and marketing concepts. The marketing concept focuses on knowing customer needs better than competitors to deliver superior value.
3. Developing a customer-driven marketing strategy involves selecting target customer segments and creating a value proposition to attract and retain customers within the chosen segments.
Marketing Channel
Introduction of Marketing Channel suitable for Marketing Students. Total 16 slides we have under this topic.
Marketing Chapter 01
This chapter introduces marketing and its evolution. It defines marketing as anticipating, managing, and satisfying consumer demand through exchange. The chapter outlines the 8 functions of marketing including environmental analysis, product planning, distribution, promotion, and price planning. It emphasizes a customer-oriented marketing philosophy focused on consumer needs, satisfaction, and long-term relationships over short-term sales.
Similar to 1 (20)
Product life cycle and marketing management strategies
Product life cycle and marketing management strategies
chap1-Creating-and-Capturing-Customer-Value-24022023-051816pm.ppt
chap1-Creating-and-Capturing-Customer-Value-24022023-051816pm.ppt
chap1-Creating-and-Capturing--Customer-Value-10102023-105103am (1).ppt
chap1-Creating-and-Capturing--Customer-Value-10102023-105103am (1).ppt
More from KAMALIYA PANKAJ
Grand project
This document discusses the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. It begins with an introduction to NPAs, defining them as loans where the principal or interest is overdue for more than 90 days. It then reviews relevant literature on the topic and provides background on the Indian banking industry and structure. The remaining chapters outline the research methodology, hypotheses, findings, and conclusions of the study. In summary, the document examines how NPAs affect key financial metrics like profitability and liquidity for public sector banks through an analysis of bank performance data.
Copy of ch01ib
This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization are advances in communication and transportation technologies, liberalization of trade, and growing consumer demand for foreign goods. International business involves cross-border transactions and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization increases competition, it also opens new market opportunities. The document outlines various forms of international business and considerations for operating internationally.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain analyses identify industry factors and activities that determine a unit's competitive advantage as low cost, differentiation or stuck in the middle. Control system designers must understand the strategic goals and positioning of business units.
Ch01ib
This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization include advances in communication/transportation, liberalized trade policies, growing consumer demands, and increased competition. International business involves cross-border transactions between governments/companies and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization opens opportunities through expanded markets and investment, it also poses challenges from rising competition. The document outlines various forms of international business and questions companies should consider when operating globally.
288 33 powerpoint-slides_chapter-11-modes-international-business-expansion
This document discusses various modes of international business expansion. It begins by defining modes of expansion as specific forms of entering foreign countries. It then categorizes the modes into three main types - trade related, contractual, and investment. For each type, it provides examples and descriptions of common modes like exports, agents, joint ventures, subsidiaries, etc. The document also discusses factors to consider when selecting a mode and emphasizes strategically matching the selected mode with the firm's objectives and resources.
288 33 powerpoint-slides_chapter-9-policy-framework-international-trade
The document discusses India's policy framework for international trade. It outlines various trade policy options and instruments used by countries to regulate trade, such as tariffs and non-tariff measures. It then summarizes key aspects of India's foreign trade policy, including export promotion schemes that provide duty exemptions and concessions for imports, as well as special economic zones established to boost export production. The document concludes by examining other export promotion measures in India aimed at developing infrastructure and markets to augment international trade.
288 33 powerpoint-slides_chapter-8-political-legal-environment
This chapter discusses the political and legal environment factors that are important for international businesses to consider. It covers different types of political systems, such as democracies, monarchies, and theocracies. It also examines international legal systems like common law, civil law, and socialist law. The chapter outlines various risks international businesses face, such as political, economic and commercial risks. It introduces tools for measuring country risk, including the BERI Index, EIU risk indices, and other indexes. Finally, it discusses methods for managing risks, such as employing locals, sharing ownership, and using insurance guarantees.
288 33 powerpoint-slides_chapter-7-international-cultural-environment
This chapter discusses the importance of culture in international business decisions. It defines culture as the way of life of people, including their attitudes, values, beliefs, arts, sciences, modes of perception, and habits of thought and activity. The major constituents of culture discussed are value systems, norms, aesthetics, customs and traditions, language, and religion. Managers operating internationally must understand these cultural factors and how they vary across countries to make informed business decisions.
288 33 powerpoint-slides_chapter-6-international-economic-integrations
This document discusses international economic integrations and trade agreements. It begins by outlining the learning objectives, which include providing an overview of economic integration and discussing major trade groups. It then defines different forms of integration like preferential trade agreements, free trade agreements, customs unions, common markets, and economic unions. Major regional trade agreements discussed include the European Union, NAFTA, MERCOSUR, GCC, APEC, and ASEAN. India's participation in agreements like SAFTA, CECA with Singapore, ASEAN framework agreement, and BIMSTEC are also summarized. The document provides high-level information on concepts, definitions, objectives and examples of international economic integrations and trade agreements.
288 33 powerpoint-slides_chapter-5-world-trade-organization
The document provides an overview of the World Trade Organization (WTO), including its genesis from GATT, functions, structure, principles, agreements and areas covered, and dispute settlement system. Some key points covered include:
- The WTO provides a framework for international trade rules and resolving disputes between member nations. It was created to replace GATT and permanently enshrine commitments.
- The WTO system aims to liberalize trade, increase predictability, and promote fair competition through consensus-based decision making between member countries.
- Major agreements cover goods, services, intellectual property, agriculture, textiles, anti-dumping measures and subsidies.
- The dispute settlement system aims to more efficiently
288 33 powerpoint-slides_chapter-1-globalization-international-business
This document is the first chapter of a textbook on international business. It discusses the concepts of globalization and international business. Globalization refers to the integration of economic, financial, cultural and political systems across the world. Factors driving globalization include economic liberalization and technological advances, while factors restraining it include protectionism and cultural differences. International business involves cross-border trade, investment, and management. Companies expand internationally to access new markets or cut costs. Managing globally requires integrated strategies and adapting to different country environments.
International-cultural-environment
This chapter discusses the importance of culture in international business decisions. It defines culture as the way of life of people, including their attitudes, values, beliefs, arts, sciences, modes of perception, and habits of thought and activity. The major constituents of culture discussed are value systems, norms, aesthetics, customs and traditions, language, and religion. Managers operating internationally must understand these cultural factors and how they vary across countries to make informed business decisions.
Chap 7
This document discusses investment centers and methods for measuring assets employed and business unit performance. An investment center compares profit to the assets used to generate that profit. Measuring assets employed and return on investment (ROI) provides information for decision making and motivates managers. ROI is profit divided by assets employed. Economic value added (EVA) measures wealth creation by subtracting a capital charge from net operating profit after taxes. EVA attempts to capture true economic profit by considering the cost of capital.
Chap 5
This document discusses profit centers and how to evaluate their performance. A profit center is a responsibility center whose manager controls both revenues and costs. To delegate decisions to managers, they must have relevant information and a way to measure effectiveness. Business units are often set up as profit centers. Functional units like marketing, manufacturing, and services can also be profit centers. Performance is measured using various profitability metrics like contribution margin, direct profit, and net income.
Chap 3
This document discusses factors that influence goal congruence between individuals and organizations. It describes informal factors like external social norms, organizational culture, management style, and informal communication channels. Formal control systems involve rules, budgets, and performance evaluations. The document also outlines different types of organizational structures like functional, business unit, and implications for control system design. Controller functions are defined as designing control systems, financial reporting, performance analysis, internal audits, and developing accounting personnel. The controller's dual reporting relationship to business units and corporate is also discussed.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
Chap 1
This document discusses the nature and key concepts of management control systems. It defines management control as the process by which managers influence other members of an organization to implement strategies. A management control system typically includes detectors to measure behavior, assessors to compare it to standards, and effectors to provide feedback and alter behavior if needed. The document contrasts management control with task control and strategy formulation, and discusses how the internet can facilitate coordination and control.
6. transfer pricing
Transfer pricing refers to the prices charged for goods and services transferred between divisions within the same company. There are several approaches to setting transfer prices, including using market prices, cost-based prices, negotiated prices, or administered prices set by a rule. The objectives of transfer pricing are to provide accurate performance measurement for each division, encourage goal congruence between divisions, and mimic external market prices. Key considerations include using transfer prices that motivate optimal sourcing and production decisions for the entire company.
Chap 8
Strategic planning is a process where an organization decides on programs over the next 3-5 years and allocates resources to each program. It involves reviewing and updating strategic plans, setting assumptions and guidelines, business units creating initial plans, headquarters analyzing and aggregating plans, resolving issues through discussion, iterating plans, and final senior management review and approval. The process aims to align strategies, facilitate resource allocation, and develop managers through strategic thinking.
Sm 11
This document discusses compensation plans for sales forces. It outlines objectives of effective compensation plans such as attracting and retaining quality salespeople. Key types of compensation discussed are financial plans like straight salary, commission, and bonus plans as well as non-financial incentives. The document also examines factors that influence compensation plan selection and the process for designing a plan that balances both short and long-term sales force and company objectives.
More from KAMALIYA PANKAJ (20)
288 33 powerpoint-slides_chapter-11-modes-international-business-expansion
288 33 powerpoint-slides_chapter-11-modes-international-business-expansion
288 33 powerpoint-slides_chapter-9-policy-framework-international-trade
288 33 powerpoint-slides_chapter-9-policy-framework-international-trade
288 33 powerpoint-slides_chapter-8-political-legal-environment
288 33 powerpoint-slides_chapter-8-political-legal-environment
288 33 powerpoint-slides_chapter-7-international-cultural-environment
288 33 powerpoint-slides_chapter-7-international-cultural-environment
288 33 powerpoint-slides_chapter-6-international-economic-integrations
288 33 powerpoint-slides_chapter-6-international-economic-integrations
288 33 powerpoint-slides_chapter-5-world-trade-organization
288 33 powerpoint-slides_chapter-5-world-trade-organization
288 33 powerpoint-slides_chapter-1-globalization-international-business
288 33 powerpoint-slides_chapter-1-globalization-international-business
1
- 1. Sales and Distribution Management, 2e Dr Tapan K. Panda, Great Lakes Institute of Management, Chennai Dr Sunil Sahadev, University of Sheffield, UK Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 2. Chapter 1 Introduction to Sales Management Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 3. Personal selling strategies 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Willingness to go to bat for the buyer within the supplier firm Thoroughness and follow through Knowledge of the sales person’s product line Market knowledge and keeping the buyer posted Applying his product and services to buyer’s needs Knowledge of the buyer’s product line Preparation for sales calls Regularity of Sales calls Diplomacy in dealing with operating departments Technical education Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 4. Evolution of personal selling Negotiation Consultative Selling Business Management Partnership Strategies Persuasion Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 5. Marketing concepts 1) 2) 3) 4) 5) Production concept Product concept Selling concept Marketing concept Societal concept Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 6. Societal marketing concept Production Sales Customers (Sales Orientation) Customer Needs Production Sales Emphasis on Seller’s Needs (Marketing Orientation) Copyright © 2011 Oxford University Press Emphasis on Customer Needs Chapter 1: Introduction to Sales
- 7. Nature and role of sales management The determination of sales force objective and goals Sales force organization, size, territory, and quota finalization Sales forecasting and budgeting Sales force selection, recruitment, and training Motivating and leading the sales force Designing compensation plan and control systems Designing career growth plans and building relationship strategies with key customers Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 8. Types of personal selling • Industrial selling • Retail selling • Services selling Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 9. Types of selling • Order taker sales people • Order creators • Order getters Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 10. Types of Selling Inside Order Taker Order Takers Delivery Sales People Outside Order Takers Selling Function Order Creators Missionary Sales People New Business Sales People Front Line Sales People Order Getters Consumer Sales People Sales Support Sales people Copyright © 2011 Oxford University Press Organizational Sales People Technical Support sales People Merchandisers Chapter 1: Introduction to Sales
- 11. Difference between sales and marketing Starting point Focus Factory Factory Means Selling and promoting Ends Profits though sales volume Selling concept Market Customer needs Coordinated marketing Profits through customer satisfaction Market concept Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 12. Marketing management process MARKET ANTICIPATION Marketing mix Producer Marketer •Product •Price Consumer •Place •Promotion Exchange offer of value Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 13. Sales management process Formulation of a strategic sales programme Implementation of the sales programme Evaluation and control of sales force performance Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales
- 14. Emerging trends in sales management Technology Customer orientation Emerging trends in sales management Relationship selling Technology Global and ethical Issues Diversity New selling methods Copyright © 2011 Oxford University Press Chapter 1: Introduction to Sales