Модель роста продаж - это технология достижения долгосрочных и краткосрочных целей компании.
Если мы регулярно изучаем рынок и находим рыночную возможность для создания более интересных для целевой аудитории предложений, чем конкуренты, умеем декомпозировать цели и создавать регулярность в предпринимаемых усилиях по донесению ценностного предложения и создания договорённостей, то планы будут выполняться.
Модель роста продаж - это технология достижения долгосрочных и краткосрочных целей компании.
Если мы регулярно изучаем рынок и находим рыночную возможность для создания более интересных для целевой аудитории предложений, чем конкуренты, умеем декомпозировать цели и создавать регулярность в предпринимаемых усилиях по донесению ценностного предложения и создания договорённостей, то планы будут выполняться.
Стратегия преобразования Отдела региональных продаж UnileverAnatoly Simkin
Стратегия преобразования Отдела региональных продаж Unilever. Решение кейса "Стратегия преобразования Отдела региональных продаж Unilever" на втором и финальном этапе кейс-чемпионата Changellenge >> Cup Moscow 2010. "The Accenture Management Consulting Way" командой МФТИ "Точка роста", 16-26 ноября 2010 года. Анатолий принимал участие в роли аналитика.
Transformation strategy for Regional Sales Department of Unilever. Anatoly participated in the Changellenge Cup Moscow 2010 Championship in November 2010 in the team of her fellows. In the second and final stages of the case competition, his team developed a transformation strategy for the Regional Sales Department of Unilever. At the semifinals, we made a good impression on the judges with our elevator pitch solution and received a special award from Booz & Company. The finals provided a good challenge for our team and a valuable lesson on how to present our solution. Anatoly took part as a financial analyst.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233
This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.
This list is more or less a curation of tips I've surfaced from my reading or research and from what I've observed from being around some incredible investors and successful entrepreneurs. Note, this advice is geared towards ideation through product-market fit level startups, but the life tips are universally applicable I would say.
When possible, I tried to make the tip "actionable", which I define as something that's able to be done;
or an action having practical value.
So, in no particular order, I give you the Startup and Life Tips for Entrepreneurs: a Journal of Thoughts...
Стратегия преобразования Отдела региональных продаж UnileverAnatoly Simkin
Стратегия преобразования Отдела региональных продаж Unilever. Решение кейса "Стратегия преобразования Отдела региональных продаж Unilever" на втором и финальном этапе кейс-чемпионата Changellenge >> Cup Moscow 2010. "The Accenture Management Consulting Way" командой МФТИ "Точка роста", 16-26 ноября 2010 года. Анатолий принимал участие в роли аналитика.
Transformation strategy for Regional Sales Department of Unilever. Anatoly participated in the Changellenge Cup Moscow 2010 Championship in November 2010 in the team of her fellows. In the second and final stages of the case competition, his team developed a transformation strategy for the Regional Sales Department of Unilever. At the semifinals, we made a good impression on the judges with our elevator pitch solution and received a special award from Booz & Company. The finals provided a good challenge for our team and a valuable lesson on how to present our solution. Anatoly took part as a financial analyst.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233
This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.
This list is more or less a curation of tips I've surfaced from my reading or research and from what I've observed from being around some incredible investors and successful entrepreneurs. Note, this advice is geared towards ideation through product-market fit level startups, but the life tips are universally applicable I would say.
When possible, I tried to make the tip "actionable", which I define as something that's able to be done;
or an action having practical value.
So, in no particular order, I give you the Startup and Life Tips for Entrepreneurs: a Journal of Thoughts...
2. Нацелен на 3
большие идеи
о развитии
Сделать экономику
устойчивой
Наделить демократические
институты способностью
распределять блага развития
Управлять рисками, чтобы
повысить способность к
восстановлению
План, смотрящий в будущее и
ставящий приоритеты государства на
первое место
3. Помочь странам
одновременно достичь
искоренения бедности и
значительного
уменьшения
неравенства и
исключенности
Рост является инклюзивным и
устойчивым, и основан на
стабильном
производственном
потенциале, создающем
средства существования для
бедных и исключенных
Более крепкие системы дем.
управления соответствуют
ожиданиям граждан по
вопросам права голоса,
результативного развития,
верховенства закона и
ответственности властей
В странах существуют
более крепкие институты
для постепенного
обеспечения всеобщего
доступа к базовым
услугамУскоренный прогресс
достигнут в уменьшении
гендерного неравенства и в
продвижении прав женщин
Страны способны снизить и
управлять рисками конфликтов
и природных бедствий,
включая те, которые возникают
из-за изменения климата
Раннее восстановление и
быстрый возврат к
устойчивому
человеческому развитию
достигнуты в пост-
конфликтых и пост-
стихийных ситуациях
Дебаты и действия по развитию
на всех уровнях приоритезируют
вопросы бедности,
исключенности и неравенства, в
соответствии с принципами
вовлеченоости ПРООН
План с единым видением и с фокусом
на 7 результатах
видение
4. Что это?
4
• улучшенное качество
• видимые результаты
• использование доказательств
• больше фокуса
• и взаимосвязи
• разумное вложение денег
первое для ПРООН– и новое
для агентств, работающих в
сфере развития
5. К чему может
привести?
5
сделать нас
дальновидными
повысить нашу роль в
системе ООН
улучшить нашу
конкурентоспособность
позиционировать нас на будущий
рост
возможность – не
универсальное
решение
The world today is not where it was 5 years ago, let alone 10-15 years ago. The single biggest change has been the rise of the developing world. But there is plenty more going on as well: technology is changing rapidly, faster than at any time in the past few hundred years, a majority of humans now live in cities for the first time in history, the world is in danger of breaching planetary boundaries, wealth is increasing but inequalities are exploding and risks are everywhere even as the potential for growth and development is greater than ever. So, we went for a forwarding-looking Plan that grapples with some ‘big’ development ideas. These are ‘pivots’ on which the future of development rests:
Towards a more sustainable and inclusive economic model: Current models of development have yielded good results but are showing serious strains. Continuing on the current path can still deliver more growth, more income and better social indicators but only in the short-to-medium term and at a very high price. As a consequence, we cannot wait till this reality comes to pass in order to take action: the work has to start now if we are to avert major setbacks in the future.
Beyond formal aspects of governance: Even as questions about the basic (formal) aspects of governance are important and relevant (e.g. are credible elections being held regularly?), they are not sufficient for gauging the health of democratic political systems. The credibility of democratic systems depends also on the extent to which they bring the benefits of development to citizens in a fair, transparent and equitable manner.
Managing risks for resilience: The costs of a risk-blind approach to development are rising rapidly. Moreover, risks are not necessarily just negatives but could be triggers for societies to anticipate, absorb, adapt and change so that, over time, they can deepen the knowledge, capacities and habits of collaboration that make them more resilient. Resilience, in turn, improves both the prospects and longevity of development efforts.
The basic elements binding together the SP are the vision statement, outcomes and engagement principles – they are the glue that hold the SP together:
The vision statement makes it clear that we are focused on poverty eradication, inequalities and exclusion. Within this framework, we think that extreme poverty can be eliminated within a generation (20 years). A major reduction in relative poverty, and significant progress against both income and non-income measures of inequality and exclusion, can also be achieved within the same timeframe. We were one of the first development agencies to make this point – and it is now increasingly becoming accepted wisdom in the global development community.
The seven outcomes point to the larger scale development changes that are vital for realising the vision. These are also changes that can be affected positively by the full range of our resources (intellectual, technical, human, financial and operational). These outcomes will not be achieved by UNDP alone but we will make a direct, significant and verifiable contribution to them during the course of the SP.
The engagement principles show how we will deliver our assistance to programme countries, in a way that reflects our UN roots, specific institutional mission and values. These engagement principles capture our institutional character. They are not simply abstract principles but operational ones that must show up concretely in the design, management and delivery of our programmatic and operational work.