8
•Download as PPT, PDF•
0 likes•1,308 views
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.
Report
Share
Report
Share
Recommended
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.
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.
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.
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 increasing customer orientation and relationship selling.
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.
Recommended
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.
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.
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.
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 increasing customer orientation and relationship selling.
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.
Distribution
The electrical distribution company faced challenges in sustaining pricing changes due to the independence of its divisions and lack of pricing infrastructure. Pricing Solutions partnered with the company to establish a durable pricing structure and strategy over a six-month project involving discovery, data analysis, and implementation planning. The project aimed to identify margin growth opportunities, create best practices, provide tools, and design a consistent pricing methodology. By the end, the distributor improved its pricing capabilities and generated millions in annual margin improvements through implementing recommendations.
Customer Startegy International
The document discusses how businesses can gain customer insights, innovate to create value for customers, and align the organization. It emphasizes exploring customer needs, validating and measuring customer experience solutions, redefining business strategies and models, developing customer value propositions, and mobilizing resources through flexibility and measurement to capture growth opportunities and promote accountability.
"Change" is the New Normal – Building a Sustainable Strategic Sourcing Program
The saying goes, “The only constant is change.” This is all the more true when it comes to sustaining a strategic sourcing program. With rising commodity costs, globalization, and regulatory pressures, procurement teams struggle to sustain savings alongside a plethora of tactical responsibilities.
Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Capsim de-brief
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
AcademyROI.Finalpdf
The document outlines a proposed Sales Academy program with the goals of equipping partner sales teams, accelerating ShoreTel revenue growth, and exceeding customer expectations. The program is based on adult learning principles and consists of three pillars: a Boot Camp for foundational sales skills training, Flight School for more advanced selling strategies, and a Top Gun Master Class for professional development. Key factors for the academy's success include selecting the right Sales Dean to lead the program, engaging partner sales managers, and demonstrating a clear return on investment.
Technology investment decisions
Slide stack for January 24th ACLEA meeting discussing technology investment decisions within the CLE context.
InnovationPoint online presentation
InnovationPoint is a consulting firm focused on strategic innovation to drive growth. They help clients identify new opportunities, develop growth strategies and roadmaps, and bring new products and services to market. InnovationPoint uses a managed innovation process with strategic foresight, customer insights, and alignment with clients' technologies and capabilities to generate sustainable growth. They provide services in areas like opportunity identification, product innovation, organizational change, and training to build clients' innovation capabilities.
Portfolio Analysis - BCG tools for analyzing opportunities
The Boston Consulting Group's Growth-Share Matrix analyzes business units based on their relative market share and the market growth rate. It sorts units into four categories: Stars (high share in a high growth market), Cash Cows (high share in a low growth market), Question Marks (low share in a high growth market), and Dogs (low share in a low growth market). The matrix is used to determine whether a unit should be built up, maintained, harvested, or divested. However, the matrix relies on some assumptions and has limitations, such as oversimplifying factors like profitability, cash usage, and growth opportunities.
Sales lesson for start ups intro
The document discusses challenges faced by startups and provides sales lessons. It notes that startups face challenges in devising strategies, getting first customers, sustaining business, and connecting with customers for feedback. Resources are also limited. The key lessons are to keep the customer in focus, collaborate with partners, create regular revenue streams, hire experienced sales resources, use social media effectively, and consider outsourcing sales to lower costs and gain expertise.
GEC model - strategic implementation
In consulting engagements with General Electric in the 1970's, McKinsey & Company developed a nine-cell portfolio matrix as a tool for screening GE's large portfolio of strategic business units (SBU).
12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy MatrixRajesh Satpathy, Regional College of Management (RCM), Bhubaneswar
The Shell Directional Policy Matrix (SDPM) is a refinement of the Boston Consulting Group Matrix that Shell uses to evaluate its strategic business units. The SDPM places each SBU on a grid based on the profitability prospects of its business sector on the horizontal axis and the SBU's competitive capabilities on the vertical axis. Each quadrant of the matrix indicates a different strategic recommendation, such as divesting SBUs in sectors with weak prospects and low competitive positioning, or focusing major resources on market leadership SBUs. The SDPM provides Shell a systematic framework to assess SBUs and guide strategic resource allocation decisions.Growth Profit Plan
The document discusses strategies for achieving profitable growth in an uncertain economy. It identifies challenges such as a sluggish economic environment and conservative customer behavior. It recommends focusing on quick, high-value solutions, specific and targeted promotion, identifying customer needs, and creating innovative solutions. The document also discusses leveraging career experiences to help address strategic challenges and drive profitable growth initiatives.
Alice Cann Integrating employability
This document discusses integrating employability skills into information literacy sessions at Brunel University London. It describes how the subject librarian worked with the Business School to incorporate market research and financial data seminars into an introductory management course. Students research companies in small groups, using databases to find specified information and present their findings. This active learning approach helps students develop critical thinking, data analysis, and presentation skills valued by employers. Feedback was positive, though the librarian found it challenging to relinquish control. Future plans include making lectures more practical and promoting additional training to help students showcase skills to potential employers.
Types of strategy
There are several types of business strategies:
Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Business Portfolio Analysis
Business portfolio analysis is a technique that analyzes a company's different business units or products in the same way an investment portfolio is analyzed. It uses tools like the BCG matrix and GE nine-cell matrix to evaluate business units based on factors such as market share and market growth. This helps companies allocate resources more effectively by identifying strong business units in attractive markets that should receive more investment, and weak units in unattractive markets that may need to be improved or divested. While portfolio analysis provides a systematic approach and encourages strategic evaluation, the analyses can oversimplify strategies and produce static snapshots that may not account for changing market conditions.
Ateneo 7 balanced scorecard
The document discusses strategy evaluation and performance measurement. It explains that strategy evaluation involves examining strategy, comparing actual to expected results, and taking corrective actions. An effective evaluation system is important to alert management to problems and avoid bad decisions. The balanced scorecard and strategy maps are introduced as performance measurement tools. The balanced scorecard measures objectives across financial, customer, internal process, and learning/growth perspectives. Strategy maps link objectives across these perspectives to illustrate the strategy. An example of Mobil's strategy map is provided to show how it improved performance.
Bcg&ge
This document discusses various tools and frameworks for analyzing international markets and selecting markets for expansion, including the BCG matrix, GE matrix, and analyzing market attractiveness and business strength. The BCG and GE matrices map markets based on growth rate and relative market share/position to determine strategies such as invest, build, protect, harvest. Additional factors for assessing market attractiveness and business strength are also provided, along with corresponding strategies for different market profiles.
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.
What SBO's Need to Know About Marketing
This white paper addresses common questions that small and midsize businesses have about marketing. It surveys leaders from small advertising agencies on topics like measuring marketing ROI, leveraging social media, agency compensation, marketing budgets, and skills needed. The executives provide insights on setting goals for each campaign, tying marketing activities to sales data, using tools like Google Analytics, and defining success metrics upfront to best measure ROI for specific business objectives.
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.
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.
More Related Content
What's hot
Distribution
The electrical distribution company faced challenges in sustaining pricing changes due to the independence of its divisions and lack of pricing infrastructure. Pricing Solutions partnered with the company to establish a durable pricing structure and strategy over a six-month project involving discovery, data analysis, and implementation planning. The project aimed to identify margin growth opportunities, create best practices, provide tools, and design a consistent pricing methodology. By the end, the distributor improved its pricing capabilities and generated millions in annual margin improvements through implementing recommendations.
Customer Startegy International
The document discusses how businesses can gain customer insights, innovate to create value for customers, and align the organization. It emphasizes exploring customer needs, validating and measuring customer experience solutions, redefining business strategies and models, developing customer value propositions, and mobilizing resources through flexibility and measurement to capture growth opportunities and promote accountability.
"Change" is the New Normal – Building a Sustainable Strategic Sourcing Program
The saying goes, “The only constant is change.” This is all the more true when it comes to sustaining a strategic sourcing program. With rising commodity costs, globalization, and regulatory pressures, procurement teams struggle to sustain savings alongside a plethora of tactical responsibilities.
Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Capsim de-brief
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
AcademyROI.Finalpdf
The document outlines a proposed Sales Academy program with the goals of equipping partner sales teams, accelerating ShoreTel revenue growth, and exceeding customer expectations. The program is based on adult learning principles and consists of three pillars: a Boot Camp for foundational sales skills training, Flight School for more advanced selling strategies, and a Top Gun Master Class for professional development. Key factors for the academy's success include selecting the right Sales Dean to lead the program, engaging partner sales managers, and demonstrating a clear return on investment.
Technology investment decisions
Slide stack for January 24th ACLEA meeting discussing technology investment decisions within the CLE context.
InnovationPoint online presentation
InnovationPoint is a consulting firm focused on strategic innovation to drive growth. They help clients identify new opportunities, develop growth strategies and roadmaps, and bring new products and services to market. InnovationPoint uses a managed innovation process with strategic foresight, customer insights, and alignment with clients' technologies and capabilities to generate sustainable growth. They provide services in areas like opportunity identification, product innovation, organizational change, and training to build clients' innovation capabilities.
Portfolio Analysis - BCG tools for analyzing opportunities
The Boston Consulting Group's Growth-Share Matrix analyzes business units based on their relative market share and the market growth rate. It sorts units into four categories: Stars (high share in a high growth market), Cash Cows (high share in a low growth market), Question Marks (low share in a high growth market), and Dogs (low share in a low growth market). The matrix is used to determine whether a unit should be built up, maintained, harvested, or divested. However, the matrix relies on some assumptions and has limitations, such as oversimplifying factors like profitability, cash usage, and growth opportunities.
Sales lesson for start ups intro
The document discusses challenges faced by startups and provides sales lessons. It notes that startups face challenges in devising strategies, getting first customers, sustaining business, and connecting with customers for feedback. Resources are also limited. The key lessons are to keep the customer in focus, collaborate with partners, create regular revenue streams, hire experienced sales resources, use social media effectively, and consider outsourcing sales to lower costs and gain expertise.
GEC model - strategic implementation
In consulting engagements with General Electric in the 1970's, McKinsey & Company developed a nine-cell portfolio matrix as a tool for screening GE's large portfolio of strategic business units (SBU).
12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy MatrixRajesh Satpathy, Regional College of Management (RCM), Bhubaneswar
The Shell Directional Policy Matrix (SDPM) is a refinement of the Boston Consulting Group Matrix that Shell uses to evaluate its strategic business units. The SDPM places each SBU on a grid based on the profitability prospects of its business sector on the horizontal axis and the SBU's competitive capabilities on the vertical axis. Each quadrant of the matrix indicates a different strategic recommendation, such as divesting SBUs in sectors with weak prospects and low competitive positioning, or focusing major resources on market leadership SBUs. The SDPM provides Shell a systematic framework to assess SBUs and guide strategic resource allocation decisions.Growth Profit Plan
The document discusses strategies for achieving profitable growth in an uncertain economy. It identifies challenges such as a sluggish economic environment and conservative customer behavior. It recommends focusing on quick, high-value solutions, specific and targeted promotion, identifying customer needs, and creating innovative solutions. The document also discusses leveraging career experiences to help address strategic challenges and drive profitable growth initiatives.
Alice Cann Integrating employability
This document discusses integrating employability skills into information literacy sessions at Brunel University London. It describes how the subject librarian worked with the Business School to incorporate market research and financial data seminars into an introductory management course. Students research companies in small groups, using databases to find specified information and present their findings. This active learning approach helps students develop critical thinking, data analysis, and presentation skills valued by employers. Feedback was positive, though the librarian found it challenging to relinquish control. Future plans include making lectures more practical and promoting additional training to help students showcase skills to potential employers.
Types of strategy
There are several types of business strategies:
Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Business Portfolio Analysis
Business portfolio analysis is a technique that analyzes a company's different business units or products in the same way an investment portfolio is analyzed. It uses tools like the BCG matrix and GE nine-cell matrix to evaluate business units based on factors such as market share and market growth. This helps companies allocate resources more effectively by identifying strong business units in attractive markets that should receive more investment, and weak units in unattractive markets that may need to be improved or divested. While portfolio analysis provides a systematic approach and encourages strategic evaluation, the analyses can oversimplify strategies and produce static snapshots that may not account for changing market conditions.
Ateneo 7 balanced scorecard
The document discusses strategy evaluation and performance measurement. It explains that strategy evaluation involves examining strategy, comparing actual to expected results, and taking corrective actions. An effective evaluation system is important to alert management to problems and avoid bad decisions. The balanced scorecard and strategy maps are introduced as performance measurement tools. The balanced scorecard measures objectives across financial, customer, internal process, and learning/growth perspectives. Strategy maps link objectives across these perspectives to illustrate the strategy. An example of Mobil's strategy map is provided to show how it improved performance.
Bcg&ge
This document discusses various tools and frameworks for analyzing international markets and selecting markets for expansion, including the BCG matrix, GE matrix, and analyzing market attractiveness and business strength. The BCG and GE matrices map markets based on growth rate and relative market share/position to determine strategies such as invest, build, protect, harvest. Additional factors for assessing market attractiveness and business strength are also provided, along with corresponding strategies for different market profiles.
What's hot (17)
"Change" is the New Normal – Building a Sustainable Strategic Sourcing Program
"Change" is the New Normal – Building a Sustainable Strategic Sourcing Program
Portfolio Analysis - BCG tools for analyzing opportunities
Portfolio Analysis - BCG tools for analyzing opportunities
12A Strategic Product Management - Shell's Directional Policy Matrix
12A Strategic Product Management - Shell's Directional Policy Matrix
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.
What SBO's Need to Know About Marketing
This white paper addresses common questions that small and midsize businesses have about marketing. It surveys leaders from small advertising agencies on topics like measuring marketing ROI, leveraging social media, agency compensation, marketing budgets, and skills needed. The executives provide insights on setting goals for each campaign, tying marketing activities to sales data, using tools like Google Analytics, and defining success metrics upfront to best measure ROI for specific business objectives.
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.
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.
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.
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.
Methods and Problems of Setting Sales Quotas
The document discusses sales quotas, which are sales goals set for sales representatives or divisions. It describes different methods for setting quotas, such as based on historical sales, market potential, or specific account opportunities. Setting quotas effectively helps motivate sales efforts while avoiding unrealistic targets. The document also covers challenges in administering quotas and provides tips for setting quotas realistically and communicating goals clearly to sales representatives.
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.
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.
Viewers also liked (20)
Similar to 8
Marketing management chapter 1
The document provides an overview of marketing strategies and the role of the marketing manager. It discusses key concepts like the marketing concept, developing a value proposition, competitive advantages, product positioning, and how marketing strategies should be tailored based on a product's stage in the life cycle. The focus is on understanding the elements of a complete marketing strategy and how the job of a marketing manager involves implementing strategies to meet business objectives.
Marketing plan- NET DOWNLORD
The document provides guidance on how to write an effective marketing plan in 3 stages:
1) Research and planning to understand customers and opportunities.
2) Developing objectives and strategies to exploit opportunities identified in stage 1.
3) Determining actions, measurements, and controls to implement strategies and track success.
The plan should be a written document that provides direction and is referred to throughout the year.
Business model theory part 1
The document provides an overview of business model components and strategies for direct and indirect sales channels. It discusses:
- The key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities and costs.
- Factors to consider for direct and indirect sales channels such as costs, target customers, partnerships, and balancing coverage between the two. Direct sales are suggested for high potential customers while indirect channels can help reach new customers.
- Examples of companies that use different balance of direct and indirect sales, such as Apple's mix of retail stores and partners, and Coca Cola relying entirely on indirect channels.
Sdm 2.1
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Chapter 07
This document discusses sales objectives and quotas, including their importance, types of quotas, methods for setting quotas, and the selling by objectives (SBO) process. Objectives and quotas provide salespeople with goals and direction, while SBO unites the sales force by having managers and salespeople jointly set objectives. Types of quotas include sales volume, profit, expense, and activity quotas. Organizations consider forecasts, past performance, and executive judgment when setting quotas.
Sales ops in life sciences
The document discusses initiatives taken by a life sciences company to improve its commercial operations and sales performance. It outlines seven initiatives taken by the company's sales operations team, which included developing KPI dashboards, standardizing sales processes, optimizing order to revenue conversion, fostering data-driven discussions, implementing a CRM system, and monitoring sales performance. The achievements of these initiatives included a better understanding of the sales cycle, an optimized order to revenue cycle, establishment of a more metrics-driven and insights-based organization, and improved forecasting and strategy deployment.
Marketing strategy
This document provides an overview of developing marketing strategies and plans. It discusses how marketing affects customer value and different levels of strategic planning within an organization. A marketing plan typically includes a situation analysis, marketing strategy, financial projections, and implementation controls. The document outlines the key steps in a strategic marketing planning process, including performing a situational analysis to understand the current performance and market conditions, developing a marketing strategy and objectives based on the situational analysis, and creating a performance plan to show how the strategy and objectives will be achieved. It emphasizes that a thorough situational analysis is critical to understand any performance issues and inform the marketing strategy.
Territory
This document discusses the management of sales territories. It defines a sales territory as a group of present and potential customers assigned to a salesperson, team, branch, dealer, or other marketing organization for a given period of time. Managing sales territories effectively has several advantages, such as ensuring better market coverage, utilizing the salesforce efficiently, controlling costs, and optimizing salespeople's time. The document outlines factors that influence modifying territories and different shapes territories can take. It also discusses strategic planning matrices to analyze opportunity levels and allocate resources accordingly.
ShahzadCV
Shahzad Haider Khan is a sales management professional with over 12 years of experience in electronics sales in Pakistan and the UK. He has a proven track record of developing new business and motivating teams to exceed targets. His most recent roles include Business Development Manager at British Gas in the UK and Sales Executive at Unipart Group. He holds an MBA from Coventry University. His skills include project management, communication, problem solving, strategy development, and data analysis. He is seeking a new professional sales challenge that utilizes his strong business development and relationship building experience.
Marketing Management Series 03
The document provides an overview of strategic marketing planning and the components of an effective marketing plan. It discusses that a marketing plan is an action document that provides detailed formulation of actions to carry out a marketing program. The key components of a marketing plan include an executive summary, situation analysis using SWOT, marketing goals and objectives, marketing strategy, and plans for implementation and evaluation. An effective plan is comprehensive, flexible, consistent, and logical.
Chapter 2 Developing Marketing Strategies and Plans
This document discusses key concepts in developing marketing strategies and plans. It covers value delivery processes, the value chain, core business processes, core competencies, holistic marketing, marketing plans, levels of marketing plans, corporate headquarters planning activities including defining mission and assessing growth opportunities, strategic business units, Porter's generic strategies, and categories of marketing alliances. The document provides definitions and explanations of these marketing concepts.
Chapter 4 Management of Sales Territories and Quotas
Management of Sales Territories and Quotas
Major Reasons / Benefits Of Sales Territories
Procedure for Designing Sales Territories
Sales Quotas
Type of Sales Quotas
Bmgt 411 week_1
The document provides an overview of key aspects of developing a marketing plan. It discusses that marketing planning is important given changes in consumers. An effective marketing plan involves analyzing the internal and external environment, understanding target markets and customers, developing segmentation and positioning strategies, setting objectives and strategies, creating marketing programs, and planning metrics to monitor and control the plan. The document outlines the typical contents and steps in a marketing planning process.
Salesand distribution
Sales is the completion of a commercial activity where products or services are sold in exchange for money or compensation. Marketing improves the selling environment and plays an important role in sales by promoting interactions between potential customers and companies. Sales management involves planning, staffing, training, leading, and controlling resources to effectively achieve organizational sales goals. Personal selling involves developing long-term client relationships through negotiating product benefits that meet specific client needs using fewer resources than other marketing tools. Effective sales processes include prospecting, preparation, initial contacts, presentations, objection handling, negotiation, closure, and follow-up.
Module 5 marketing Strategies and plans.pptx
Marketing Strategies and plans,Marketing Strategies and plans,Marketing Strategies and plans,Marketing Strategies and plans
Ch4 management of sales territories and quotas
The document summarizes methods for designing sales territories and setting sales quotas. It discusses procedures for designing territories using build-up and breakdown methods to equalize workload or sales potential across territories. Quotas can be set using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, or to fit compensation plans. Combination quotas are also used to control multiple performance metrics.
Ch4 090721090522-phpapp01
The document summarizes methods for designing sales territories and setting sales quotas. It discusses procedures for designing territories using build-up and breakdown methods to equalize workload or sales potential across territories. Quotas can be set using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, or to fit compensation plans. Combination quotas are also used to control multiple performance metrics.
Ch4: Management of Sales Territories and Quotas
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
SaaS Direct Sales Model
The document discusses key aspects of building a successful sales organization for a SaaS company. It covers the shift from traditional on-premise software sales models to the SaaS model with more frequent customer touchpoints. Successful SaaS sales requires continually refining processes, systems, skills, and structure. The sales strategy should have a vision aligned with goals and markets. Different customer segments require tailored sales models with the appropriate roles. Setting goals and quotas for sales territories is important for driving attainment. Customer success and account management play separate but important post-sale roles in ensuring ongoing customer value and opportunities.
Sales digital and direct marketing strategies presentation
Sales, Digital and Direct Marketing Strategies outlines strategies for personal selling, digital marketing, and direct marketing. It discusses determining the role of personal selling in promotional strategies and designing sales organizations. It also covers recruiting, training, and managing salespeople, as well as evaluating performance and making adjustments. The document introduces strategies for digital marketing, including identifying opportunities online and developing a vision for how digital assets can meet business and stakeholder needs. It also discusses objectives and value opportunities and risks of internet marketing.
Similar to 8 (20)
Chapter 2 Developing Marketing Strategies and Plans
Chapter 2 Developing Marketing Strategies and Plans
Chapter 4 Management of Sales Territories and Quotas
Chapter 4 Management of Sales Territories and Quotas
Sales digital and direct marketing strategies presentation
Sales digital and direct marketing strategies presentation
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
Recently uploaded
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar KanvariaAzure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
ANATOMY AND BIOMECHANICS OF HIP JOINT.pdf
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Advanced Java[Extra Concepts, Not Difficult].docx
This is part 2 of my Java Learning Journey. This contains Hashing, ArrayList, LinkedList, Date and Time Classes, Calendar Class and more.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
clinical examination of hip joint (1).pdf
described clinical examination all orthopeadic conditions .
How to Build a Module in Odoo 17 Using the Scaffold Method
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
Natural birth techniques - Mrs.Akanksha Trivedi Rama UniversityAkanksha trivedi rama nursing college kanpur.
Natural birth techniques are various type such as/ water birth , alexender method, hypnosis, bradley method, lamaze method etcHow to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance
Types of Herbal Cosmetics its standardization.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Add Chatter in the odoo 17 ERP Module
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Recently uploaded (20)
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
How to Build a Module in Odoo 17 Using the Scaffold Method
How to Build a Module in Odoo 17 Using the Scaffold Method
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance.pptx
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
8
- 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 8: Management of Sales Quota
- 2. Chapter 8 Management of Sales Quota Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 3. Sales quota • a quota is an expected performance objective • a quota is a sales assignments or goal to be achieved in a specific period of time • it is routinely assigned to the sales units (e.g. departments, divisions, and individuals) • sales units proceed to reach quotas in their respective domains “A sales quota is the sales goal set for a product line, company division, or sales representative. It is primarily a managerial device for defining and stimulating the sales effort.”. … Kotler Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 4. Principles of quota setting • setting of sales quotas is a challenge to the sales manager and should be handled with precision and adequate skill • objectivity to be observed while fixing quotas and should be based on facts and figures drawn from the market • it must be simple to understand both to the manager and the sales people • quotas set above the achievable limit often demotivate and result in high turnover in the organization Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 5. Principles.. contd. • flexible to the prevailing and emerging market conditions • there should be a level of definiteness in the quota set for a salesperson • it should be fixed either in terms of geographic territory, on money value, or on the basis of units of product(s) • a participatory quota setting procedure followed jointly by the sales manager and sales people together serves as a tool of motivation and leads to the realization of the organizational sales goals Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 6. S P E CI FI C M E A S U R A B L E A T T A I N A B L E Copyright © 2011 Oxford University Press R R E A L I S T I C T I M SPECIFIC E SBO… MBO in the Sales domain? Chapter 8: Management of Sales Quota
- 7. Organization of the sales job Defining annual objectives Procedure for setting sales quota Individual Goal setting form Output 1. Volume per month 2. Expenses per month Name Year Your territory Results expected Pessimistic Realistic Results Optimistic 3. Gross margin per month 4. Market share per month 5. Key account coverage per month Conferencing with each sales person Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 8. Types of sales quota • sale volume quota • sales budget quota • sale activity quota • combination quota Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 9. Methods of setting sales quota Quotas are based on… • sales forecasts and potentials • forecast • past sales and experience • executive judgment • sales people judgment • compensation Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota
- 10. Problems in setting sales quota 1. There is a high level of individual difference in every organization 2. A perfect quota is a combination of selling and nonselling activities 3. Often sales people do not give proper attention to the non-selling activities (e.g. searching for prospects, handling customer objections, and creating market for probable entry of new products) Copyright © 2011 Oxford University Press Chapter 8: Management of Sales Quota