Distribution Logistics Management V2
We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: 9971223030
The document provides an overview of customer relationship management (CRM). It discusses the importance of maintaining good relationships with customers in today's competitive business environment. The goals of CRM are to convert prospects into first-time customers, repeat customers, clients, advocates, and ultimately partners. Implementing CRM requires identifying customers, differentiating them, interacting with them, and customizing offerings. The textile industry stands to benefit from CRM given its business-to-business model and need for customization and quality control. Introducing CRM requires steps like identifying and differentiating customers and tailoring interactions and offerings to individual needs.
The document provides an overview of customer relationship management (CRM) with a focus on its application in the textile industry. It discusses how CRM aims to develop long-term relationships with customers by converting prospects to repeat customers and clients. The document also outlines the objectives, benefits and importance of CRM, as well as how to introduce CRM in a company through identifying, differentiating, interacting with, and customizing behavior for customers. It analyzes CRM practices in a textile company and concludes that CRM can increase sales and customer satisfaction if implemented properly.
The document discusses customer relationship management (CRM) and its importance for companies. It provides an overview of CRM, including its aims to develop long-term customer relationships and convert customers into advocates and partners. The document also discusses how to introduce CRM in companies, including identifying customers, differentiating them, interacting with customers, and customizing behavior. It analyzes the relevance of CRM for the textile industry and identifies objectives of CRM like studying current practices and their impact on profitability.
Viveks Ltd is a leading consumer electronics and home appliances retailer in India with 53 stores across Bangalore and Chennai. Founded in 1965, the company operates three retail brands - Viveks, Jainsons, and Premier - and has grown its annual turnover to Rs. 350 crores. Viveks Ltd employs 1000 people and offers a wide range of products from air conditioners to washing machines. The company has received several awards for its store design and merchandising.
Satisfaction level and parameters considered by dealer’s with reference to Sy...Utkarsh Amaravat
This research paper examines the satisfaction levels of dealers for Symphony air coolers in four cities in India and the factors that influence their satisfaction. A survey of 100 dealers in Baroda, Anand, Nadiad, and Ahmadabad finds significant differences in satisfaction levels between locations. The study also finds differences in advertising exposure between locations for most media except FM radio. However, there is no significant relationship found between dealer location and advertising exposure. Key findings indicate dealers want better margins, after-sales support, and more marketing materials from Symphony. The study provides suggestions for Symphony to improve dealer relationships and customer service.
This document provides an overview of a project report on Customer Relationship Management (CRM) conducted at Sri Futuristic Solutions in Vijayawada, India. It discusses the importance of CRM in maintaining long-term relationships with customers. The objectives of the CRM study are to examine current CRM practices, understand the impact of CRM on profitability, identify factors affecting CRM, and analyze the role of information technology in CRM. Primary and secondary data were collected through surveys. Sri Futuristic Solutions is introduced as a company providing web design, software development, and education consultancy services with a goal of delivering high quality solutions.
The document provides an overview of Customer Relationship Management (CRM). It discusses what CRM is, how it helps develop long-term relationships with customers and convert them through various stages of loyalty. The techniques include identifying prospects, converting them to customers, repeat customers, clients, advocates and partners. CRM aims to increase lifetime customer value. It also discusses how to introduce CRM in companies and the role of information technology.
The document provides an overview of customer relationship management (CRM). It discusses the importance of maintaining good relationships with customers in today's competitive business environment. The goals of CRM are to convert prospects into first-time customers, repeat customers, clients, advocates, and ultimately partners. Implementing CRM requires identifying customers, differentiating them, interacting with them, and customizing offerings. The textile industry stands to benefit from CRM given its business-to-business model and need for customization and quality control. Introducing CRM requires steps like identifying and differentiating customers and tailoring interactions and offerings to individual needs.
The document provides an overview of customer relationship management (CRM) with a focus on its application in the textile industry. It discusses how CRM aims to develop long-term relationships with customers by converting prospects to repeat customers and clients. The document also outlines the objectives, benefits and importance of CRM, as well as how to introduce CRM in a company through identifying, differentiating, interacting with, and customizing behavior for customers. It analyzes CRM practices in a textile company and concludes that CRM can increase sales and customer satisfaction if implemented properly.
The document discusses customer relationship management (CRM) and its importance for companies. It provides an overview of CRM, including its aims to develop long-term customer relationships and convert customers into advocates and partners. The document also discusses how to introduce CRM in companies, including identifying customers, differentiating them, interacting with customers, and customizing behavior. It analyzes the relevance of CRM for the textile industry and identifies objectives of CRM like studying current practices and their impact on profitability.
Viveks Ltd is a leading consumer electronics and home appliances retailer in India with 53 stores across Bangalore and Chennai. Founded in 1965, the company operates three retail brands - Viveks, Jainsons, and Premier - and has grown its annual turnover to Rs. 350 crores. Viveks Ltd employs 1000 people and offers a wide range of products from air conditioners to washing machines. The company has received several awards for its store design and merchandising.
Satisfaction level and parameters considered by dealer’s with reference to Sy...Utkarsh Amaravat
This research paper examines the satisfaction levels of dealers for Symphony air coolers in four cities in India and the factors that influence their satisfaction. A survey of 100 dealers in Baroda, Anand, Nadiad, and Ahmadabad finds significant differences in satisfaction levels between locations. The study also finds differences in advertising exposure between locations for most media except FM radio. However, there is no significant relationship found between dealer location and advertising exposure. Key findings indicate dealers want better margins, after-sales support, and more marketing materials from Symphony. The study provides suggestions for Symphony to improve dealer relationships and customer service.
This document provides an overview of a project report on Customer Relationship Management (CRM) conducted at Sri Futuristic Solutions in Vijayawada, India. It discusses the importance of CRM in maintaining long-term relationships with customers. The objectives of the CRM study are to examine current CRM practices, understand the impact of CRM on profitability, identify factors affecting CRM, and analyze the role of information technology in CRM. Primary and secondary data were collected through surveys. Sri Futuristic Solutions is introduced as a company providing web design, software development, and education consultancy services with a goal of delivering high quality solutions.
The document provides an overview of Customer Relationship Management (CRM). It discusses what CRM is, how it helps develop long-term relationships with customers and convert them through various stages of loyalty. The techniques include identifying prospects, converting them to customers, repeat customers, clients, advocates and partners. CRM aims to increase lifetime customer value. It also discusses how to introduce CRM in companies and the role of information technology.
Questback "Employee engagement and customer experience surveys – two sides of...Questback UK
It’s a well-known fact that if employers look after their employees, their employees will look after the customers. There is a clear link between the two, yet nearly two thirds (64%) of UK companies are failing to integrate feedback across the two areas.
The recent Questback Enterprise Feedback Study found that those that are integrating Customer Experience (CX) and Employee Engagement (EE) feedback are seeing major benefits. 83% reported an improved customer experience and 75% felt it motivated employees.
This document discusses how learning and development (L&D) professionals can help sales organizations increase their win rates by 24% by focusing on pipeline quality rather than just quantity. It identifies three main causes of pipeline and forecasting problems: 1) sales managers focusing on opportunity quantity over quality, 2) unbalanced pipeline processes that neglect the customer perspective, and 3) low adoption of sales training by field teams. The document provides strategies for L&D professionals to address these issues by implementing a "Funnel Filter" approach to critically evaluate each opportunity, balancing the sales process to prioritize customer needs, and ensuring effective training adoption through structured practice, coaching, accountability and support. Implementing these changes can create a more realistic sales funnel and
Considering a CRM for your Professional Services Business?
Looking for ways to use your CRM more effectively as a Sales Leader?
Want tips on how to align marketing and sales processes?
Then we think you'll dig this presentation.
Proven Strategies From the World's Top Sales ProfessionalsJohn Crowley
The document discusses proven social selling strategies from top sales professionals. It highlights the importance of focusing on relationships, demonstrating thought leadership, and using data-driven efficiency. Interviews with sales executives provide insights on how to lead with relationships on LinkedIn, identify prospects, and measure social selling performance.
The document provides advice from sales leaders on using social selling strategies effectively. It discusses how sales executives can lead with a focus on relationships by using LinkedIn to build credibility, identify where buyers are in the sales cycle, and encourage collaboration and alignment between sales and marketing teams through consistent messaging. The sales leaders emphasize focusing relationships over quantity, using metrics like the Social Selling Index to measure performance, and sharing quality content to position themselves as thought leaders in their industry.
Social Selling - Proven Strategies from the Worlds Best SellersMark Walton
The document provides strategies from top sales professionals on using social media, specifically LinkedIn, for sales. It discusses how social selling can help salespeople lead with a focus on relationships by building credibility through consistent messaging, identifying high and low performers using the Social Selling Index, and encouraging collaboration. Adopting these practices can help sales executives address challenges in managing complexity while driving growth. The document shares tips from industry leaders on effectively using conversations on LinkedIn to discuss value propositions, align sales and marketing messaging, and motivate sales teams to optimize social selling.
It’s no surprise that B2B and B2C marketers have different goals and strategies. In January, we released new research on the overall state of marketing — including businesses of all sizes and types, based on the responses of 5,000+ global marketers.
Now we’re separating B2B from B2C marketers. Today, we present you with data about B2B trends, goals, and obstacles in 2015 with the 2015 State of B2B Marketing.
Using survey responses from 2,100+ B2B marketers, this report takes a look at what B2B marketers are really thinking and dealing with this year.
Garbage In, Garbage Out: Turn Your CRM From Trash to TreasureSean Bradley
The document discusses how most dealerships are not properly utilizing their customer relationship management (CRM) systems. It notes that CRMs are often not set up correctly, staff are not trained on how to use them effectively, and they are not being used to manage customer relationships and maximize sales opportunities. Proper use of a CRM, including customizing it for the dealership and holding staff accountable for tasks, could increase sales by up to 30% according to the information provided. The document advocates for radical changes in how dealerships approach and leverage their CRM.
Innovative B2B sales techniques in the social media industry: the Sales Navig...Carlo Sicoli
ü The document discusses innovative B2B sales techniques on LinkedIn, specifically their Sales Navigator tool. It provides an overview of how B2B sales has evolved through the internet, describes LinkedIn and their solutions, and analyzes Sales Navigator through user interviews and a survey. The author also proposes developing a CRM system within LinkedIn and integrating it with Microsoft Dynamics CRM following LinkedIn's acquisition by Microsoft.
A guide to understand the brand audit. Tips and tricks on how to understand and identify the brand problems and further solve it with a comprehensive action-plan
This document summarizes the results of a survey of over 900 senior-level marketers about how they are redefining success and integrating the customer journey. Key findings include:
- 86% of marketers agree that creating a cohesive customer journey across channels is important. However, only 40% use the term "customer journey".
- Companies with fully integrated customer data were most effective at creating a cohesive customer journey (97% effective).
- Mobile technologies like apps, SMS, and push notifications were highly effective but over 50% of B2B marketers do not plan to use mobile in their strategies.
- Collaboration, marketing analytics, CRM tools, and content management were rated as most important and
Best Practices of World-Class Sales Organizations and their performance against Key Performance Metrics; Data for specific industry segments is available; call or eMail Medio Waldt, 610 659 3489, medio.waldt@millerheimangroup.com
Building a Living & Breathing Marketing Strategy for Small BusinessesGODigitalMarketing
With more than 3 billion people on the Internet, digital marketing is one of the fastest, easiest and most effective ways to reach consumers today. Marketing is a living and breathing strategy that requires continual nurturing and optimization and is vital for small businesses to grow and flourish.
View our SlideShare & explore:
• What types of digital marketing and content work best to drive website visits, phone calls, appointments, leads and offline sales for local businesses
• How to make the best use of online marketing, data-driven research, product videos and educational events to justify your marketing spend and guide planning
• The ins and outs of building a fluid marketing strategy, including goal setting, ideation, program execution, potential costs, distribution channels and timing
• Why it’s critical to analyze data, test multiple variations and apply lessons from post-campaign data to optimize for future success
This document discusses the results of a survey of over 900 senior-level marketers about the state of marketing leadership. Some key findings include:
- Most marketers see creating a cohesive customer journey across channels as critical, though fewer companies actually use the term "customer journey".
- Bigger companies are more likely to have adopted a customer journey focus, but small businesses rate themselves as more effective at creating one.
- Integrating customer data across systems is seen as important for effectively mapping the customer journey, though only 17% of companies have fully integrated data.
Talent Brand ROI Webcast: Metrics To Measure Talent Brand SuccessLinkedIn
Join LinkedIn's Talent Brand experts for a live webcast: 'Talent Brand ROI: Metrics Speak Louder Than Words', and learn how to demonstrate the impact of your talent brand including four key metrics to measure ROI and talent brand success.
LSA17: Best Practices for Local Advertiser Retention (Green Banana, Boostabil...Localogy
The document provides best practices for advertiser retention based on research conducted with small and medium sized businesses. The research found that the top reasons advertisers cancelled were poor results, poor customer service, and high costs. Additional findings indicated that customers cared more about customer experience than the product or sales. The company analyzed the findings and implemented solutions like improved communication of success milestones, personalized customer service, and entry-level pricing packages. As a result, the company saw a reduction in churn, happier employees and clients, improved brand, and a more energetic company culture.
0601027 analysis of customer relationship managementSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
LSA19: The Science Behind Increasing Customer RetentionLocalogy
The document discusses strategies for increasing customer retention rates based on analysis of data from 200,000 small and medium-sized businesses over 3 years. Key findings include: 1) SMBs that purchase more products and services from a channel partner have higher retention rates. 2) Bundling new products with existing offerings increases retention by 49%. 3) Highly engaged SMBs that interact once per day have a 95% retention rate over 3 years, 151% higher than rarely engaged SMBs. Providing marketing services also increases retention significantly. Focusing on specific industry verticals leads to a 34% increase in retention rates compared to generalists.
Questback "Employee engagement and customer experience surveys – two sides of...Questback UK
It’s a well-known fact that if employers look after their employees, their employees will look after the customers. There is a clear link between the two, yet nearly two thirds (64%) of UK companies are failing to integrate feedback across the two areas.
The recent Questback Enterprise Feedback Study found that those that are integrating Customer Experience (CX) and Employee Engagement (EE) feedback are seeing major benefits. 83% reported an improved customer experience and 75% felt it motivated employees.
This document discusses how learning and development (L&D) professionals can help sales organizations increase their win rates by 24% by focusing on pipeline quality rather than just quantity. It identifies three main causes of pipeline and forecasting problems: 1) sales managers focusing on opportunity quantity over quality, 2) unbalanced pipeline processes that neglect the customer perspective, and 3) low adoption of sales training by field teams. The document provides strategies for L&D professionals to address these issues by implementing a "Funnel Filter" approach to critically evaluate each opportunity, balancing the sales process to prioritize customer needs, and ensuring effective training adoption through structured practice, coaching, accountability and support. Implementing these changes can create a more realistic sales funnel and
Considering a CRM for your Professional Services Business?
Looking for ways to use your CRM more effectively as a Sales Leader?
Want tips on how to align marketing and sales processes?
Then we think you'll dig this presentation.
Proven Strategies From the World's Top Sales ProfessionalsJohn Crowley
The document discusses proven social selling strategies from top sales professionals. It highlights the importance of focusing on relationships, demonstrating thought leadership, and using data-driven efficiency. Interviews with sales executives provide insights on how to lead with relationships on LinkedIn, identify prospects, and measure social selling performance.
The document provides advice from sales leaders on using social selling strategies effectively. It discusses how sales executives can lead with a focus on relationships by using LinkedIn to build credibility, identify where buyers are in the sales cycle, and encourage collaboration and alignment between sales and marketing teams through consistent messaging. The sales leaders emphasize focusing relationships over quantity, using metrics like the Social Selling Index to measure performance, and sharing quality content to position themselves as thought leaders in their industry.
Social Selling - Proven Strategies from the Worlds Best SellersMark Walton
The document provides strategies from top sales professionals on using social media, specifically LinkedIn, for sales. It discusses how social selling can help salespeople lead with a focus on relationships by building credibility through consistent messaging, identifying high and low performers using the Social Selling Index, and encouraging collaboration. Adopting these practices can help sales executives address challenges in managing complexity while driving growth. The document shares tips from industry leaders on effectively using conversations on LinkedIn to discuss value propositions, align sales and marketing messaging, and motivate sales teams to optimize social selling.
It’s no surprise that B2B and B2C marketers have different goals and strategies. In January, we released new research on the overall state of marketing — including businesses of all sizes and types, based on the responses of 5,000+ global marketers.
Now we’re separating B2B from B2C marketers. Today, we present you with data about B2B trends, goals, and obstacles in 2015 with the 2015 State of B2B Marketing.
Using survey responses from 2,100+ B2B marketers, this report takes a look at what B2B marketers are really thinking and dealing with this year.
Garbage In, Garbage Out: Turn Your CRM From Trash to TreasureSean Bradley
The document discusses how most dealerships are not properly utilizing their customer relationship management (CRM) systems. It notes that CRMs are often not set up correctly, staff are not trained on how to use them effectively, and they are not being used to manage customer relationships and maximize sales opportunities. Proper use of a CRM, including customizing it for the dealership and holding staff accountable for tasks, could increase sales by up to 30% according to the information provided. The document advocates for radical changes in how dealerships approach and leverage their CRM.
Innovative B2B sales techniques in the social media industry: the Sales Navig...Carlo Sicoli
ü The document discusses innovative B2B sales techniques on LinkedIn, specifically their Sales Navigator tool. It provides an overview of how B2B sales has evolved through the internet, describes LinkedIn and their solutions, and analyzes Sales Navigator through user interviews and a survey. The author also proposes developing a CRM system within LinkedIn and integrating it with Microsoft Dynamics CRM following LinkedIn's acquisition by Microsoft.
A guide to understand the brand audit. Tips and tricks on how to understand and identify the brand problems and further solve it with a comprehensive action-plan
This document summarizes the results of a survey of over 900 senior-level marketers about how they are redefining success and integrating the customer journey. Key findings include:
- 86% of marketers agree that creating a cohesive customer journey across channels is important. However, only 40% use the term "customer journey".
- Companies with fully integrated customer data were most effective at creating a cohesive customer journey (97% effective).
- Mobile technologies like apps, SMS, and push notifications were highly effective but over 50% of B2B marketers do not plan to use mobile in their strategies.
- Collaboration, marketing analytics, CRM tools, and content management were rated as most important and
Best Practices of World-Class Sales Organizations and their performance against Key Performance Metrics; Data for specific industry segments is available; call or eMail Medio Waldt, 610 659 3489, medio.waldt@millerheimangroup.com
Building a Living & Breathing Marketing Strategy for Small BusinessesGODigitalMarketing
With more than 3 billion people on the Internet, digital marketing is one of the fastest, easiest and most effective ways to reach consumers today. Marketing is a living and breathing strategy that requires continual nurturing and optimization and is vital for small businesses to grow and flourish.
View our SlideShare & explore:
• What types of digital marketing and content work best to drive website visits, phone calls, appointments, leads and offline sales for local businesses
• How to make the best use of online marketing, data-driven research, product videos and educational events to justify your marketing spend and guide planning
• The ins and outs of building a fluid marketing strategy, including goal setting, ideation, program execution, potential costs, distribution channels and timing
• Why it’s critical to analyze data, test multiple variations and apply lessons from post-campaign data to optimize for future success
This document discusses the results of a survey of over 900 senior-level marketers about the state of marketing leadership. Some key findings include:
- Most marketers see creating a cohesive customer journey across channels as critical, though fewer companies actually use the term "customer journey".
- Bigger companies are more likely to have adopted a customer journey focus, but small businesses rate themselves as more effective at creating one.
- Integrating customer data across systems is seen as important for effectively mapping the customer journey, though only 17% of companies have fully integrated data.
Talent Brand ROI Webcast: Metrics To Measure Talent Brand SuccessLinkedIn
Join LinkedIn's Talent Brand experts for a live webcast: 'Talent Brand ROI: Metrics Speak Louder Than Words', and learn how to demonstrate the impact of your talent brand including four key metrics to measure ROI and talent brand success.
LSA17: Best Practices for Local Advertiser Retention (Green Banana, Boostabil...Localogy
The document provides best practices for advertiser retention based on research conducted with small and medium sized businesses. The research found that the top reasons advertisers cancelled were poor results, poor customer service, and high costs. Additional findings indicated that customers cared more about customer experience than the product or sales. The company analyzed the findings and implemented solutions like improved communication of success milestones, personalized customer service, and entry-level pricing packages. As a result, the company saw a reduction in churn, happier employees and clients, improved brand, and a more energetic company culture.
0601027 analysis of customer relationship managementSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
LSA19: The Science Behind Increasing Customer RetentionLocalogy
The document discusses strategies for increasing customer retention rates based on analysis of data from 200,000 small and medium-sized businesses over 3 years. Key findings include: 1) SMBs that purchase more products and services from a channel partner have higher retention rates. 2) Bundling new products with existing offerings increases retention by 49%. 3) Highly engaged SMBs that interact once per day have a 95% retention rate over 3 years, 151% higher than rarely engaged SMBs. Providing marketing services also increases retention significantly. Focusing on specific industry verticals leads to a 34% increase in retention rates compared to generalists.
Similar to Distribution Logistics Management V2 (20)
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Distribution Logistics Management V2
1. We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost
solution or Email: amitymbaassignment@gmail.com Call: 9971223030
Assignment A (Answer any 3 questions)
1. Define Sales Management. What are the objectives of Sales management?
2. Explain the AIDAS Theory of Selling with the help of suitable examples.
3. What is the purpose of a Sales Organization? What are the steps you will
take for setting up of a Sales Organization? Explain with the help of suitable
example.
4. What are the different sources of Sales Force Recruits? Illustrate with
the help of suitable examples.
5. Write short notes on:
a. Requirements of a Good Sales Compensation Plan
b. Quantitative Performance Standard
c. The emergence of global retailing
d. Planning Sales Training Programs
6. Explain Merchandise Planning and Control with the help of suitable
examples.
7. What is wholesaling? Explain the different marketing functions performed
by wholesaler-distributors for manufacturers with the help of suitable examples.
8. Describe Physical Distribution Concept. What is Physical Distribution
Cycle? Give your answer with the help of suitable examples.
Case Study
HIRING THE RIGHT PERSON
Andrew Pharmaceutical Limited was engaged in formulations and some bulk drugs
and had its factory and head office in Bangalore. The company has grown at
thirty per cent for the last three years and had a turnover of Rs. 26 c(ores
last year. The company employed 25 managerial and 150 non-managerial staff at
their factory located at Bangalore. A, sales force oI 65 sales representatives
was managed by 16 district sales managers, further reporting to five regional
managers of regional offices located in Delhi, Mumbai, Calcutta, Hyderabad and
Indore.
However, a sudden rise in the number of sales force created problems regarding
monitoring, coordination and administration of sales representatives, stockists
and dealers. A need was felt to revamp the system as the marketing director was
unable to handle the overall marketing function. It was felt that the general
management cadre must be introduced to take charge so that the marketing
director will be free to concentrate on the strategic and development activities.
A high level meeting of directors discussed the issues and a decision was taken
to introduce general manager-marketing, and personnel department was asked to
initiate the process and one Mr. Ravi Saxena was chosen for the new position.
2. Mr. Ravi Saxena had a decade of managerial experience in marketing and product
development though his direct sales experience was negligible. However his
planning and execution skills were good and thus he was considered the best
option for developing systems of market information, dealer and representative
relations etc. His profile, as briefed io him by Marketing Director, Chandra
Mohan, included management of sales and distribution and product development.
Ravi made a six monthly plan and started the work and initiated an extensive
communication with dealers, stockists and representatives for an effective
market information system. Within six month's time, however, things began to
worsen at the marketing department. The interaction between Marketing Director
and Mr. Ravi Saxena was minimum and often ended in confrontations. Mr. Ravi
Saxena had in the past six months tried unsuccessfully to change some policies
and systems related to payments and training dealers and sales representatives.
Every time he proposed any such change, it was rejected by Chandra on the plea
that the systems had worked well in the past and hence no change is required. On
the other hand Mr. Ravi Saxena felt that he cannot be held responsible for
results, when he has no power or authority to improve the system. As a result of
such a conflict Mr. Ravi Saxena began
to withdraw from making plans, meetings were conducted with customary
interaction amongst two seniors and thus created an environment of confusion and
uncertainty for managers and representatives. M r. Ravi Saxena gradually became
more defensive as the initial work done on market information system also
suffered. In spite of lack of support from Mr. Chandra, Mr. Ravi Saxena made
significant improvements in the area of training for sales staff and product
development. The product launches, promotion and literature improved
considerably in quality and the regular training improved the motivation of
sales staff all around the five regions. The regional managers and sales people,
very subtly began to appreciate his efforts and he enjoyed a good rapport with
his people.
Mr. Chandra Mohan, however, was convinced that delays in decisions and
inadequate control of sales force were becoming major issues and blamed Mr. Ravi
Saxena for this, but he decided not to communicate with Mr. Chandra. As the time
passed, their 'relations worsened.
A regional manager created some troubles in the meantime. Mr. Ravi Saxena
insisted that some action against the manager will put forth the company's stand
but Chandra didn't care. As a result everything went out of control, the
coordination collapsed and fake medicines were recovered from a stockist in a
police raid. Later, an enquiry revealed that the regional manager in connivance
with a rival company had done some activities which led to the fake medicines
racket.
The company suffered a loss of name and its credibility in the market. The
Managing Director, Subhash Jain was anguished and ordered sacking of the
regional manager and also demanded explanation on how things went this far.
Q1: What are the major issues in this case?
Q2: What reasons led to a conflict between Mr. Ravi Saxena and the Marketing
Director Mr. Chandra Mohan? Did these conflicts arise due to unclear policies of
the company?
Q3: How can the conflict in these two positions be minimized? Give your
recommendations.
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3. MCQ’s
Question: 1
….. is not a part of order winners?
A: price
B: quality
C: delivery lead time
D: layout of the factory
Question: 2
……… Is not the element of quality concept?
A: Quality of service
B: quality of people
C: Quality of process
D: storage of materials
Question: 3
A company's channel decisions directly affect every………..
A: marketing decision
B: channel member
C: customer choices
D: employee in the channel
Question: 4
A proprietary items is manufactured / supplied by ……..
A: a manufacturer with in the country
B: many manufactures
C: only one manufacturer
D: a high quality manufacturer
Question: 5
Benchmarking does not helps in
A: Identify the key criteria important to a particular market sector
B: Evaluate importance of each factor
C: Score the companies and sector as a whole to identify the performance gap
D: Defining the shape of the product
Question: 6
Benchmarking does not helps us
A: To know our competitors better
B: Become proactive
C: Improve performance
D: In identification of source of supply
Question: 7
Cash purchasing is usually done for:
A: High value items
B: Items of high consumption during the year.
C: Small value items
4. D: Proprietary items
Question: 8
Comparative statement is necessary for selecting a vendor
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 9
Customer is the destination point in a supply chain
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 10
Deming's 4 step cycle for improvement is: …………
A: Plan, Do, Check, Act
B: Schedule, Do, Act, Check
C: Do, Act, Check, Monitor
D: Plan, control, act, sustain
Question: 11
Distribution channel is not related to:
A: Retailers
B: Wholesalers
C: Manufacturers
D: Recruitment agency
Question: 12
Which is not a part of delivery scheme?
A: direct shipment
B: pool point shipping
C: cross docking
D: fabricating
Question: 13
Distribution channel is not required for…
A: Plant and machinery
B: Spare parts
C: Consumables
D: Strategy announcement
Question: 14
Distributor is the destination point in a supply chain
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
5. Question: 15
EDI stands for:
A: Intensive distribution information
B: Electronic Distribution Interchange
C: Electronic Data Interchange
D: Electric Data Interchange
Question: 16
Integration of processes through the supply chain to share valuable information
does not include …..
A: demand signals
B: product development cost
C: inventory
D: potential collaboration
Question: 17
Five phases of benchmarking methodology may be scheduled as
A: Planning-analysis-integration-action-maturity
B: Planning-integration analysis-action-maturity
C: Planning-integration-action-analysis-maturity
D: Planning-analysis-action-integration-maturity
Question: 18
For economic transportation of materials use …….
A: rail services
B: truck service
C: air transport
D: inter-modal transportation method
Question: 19
What is the limitation of e-purchasing?
A: Lower transaction cost
B: leveraging of prices
C: quality check of the item not possible before delivery.
D: Facilitates supplier selection.
Question: 20
In pull strategy, the flow of demand is …..
A: Customer to channel members
B: Producer to customer
C: Retailer to customers
D: Wholesaler to customer
Question: 21
In push strategy, flow of promotion is not linked to ………….
A: Personal selling to channel members
B: Advertising directing to customers
C: Direct marketing to consumers
D: Customer approaching the producer
6. Question: 22
Intermediaries transform the assortment of products made by producers into the
assortment of products wanted by ……..
A: distributers
B: channel members
C: consumers
D: manufacturers
Question: 23
JIT
A: Just In Time
B: Joint Indian Tournment
C: Joint International Teretory
D: Japanese International Team
Question: 24
JIT brings reduction in ……..
A: machinery
B: tools
C: inventory
D: inspection
Question: 25
Large quantity orders are placed for ….
A: Standard items
B: Non-standard items
C: Items where technology changes very fast
D: High value items
Question: 26
Logistics Management is not concerned with ……….
A: Making drawings
B: transportation of materials from supplier to firm
C: storage of materials in warehouse
D: transforming the purchased materials into finished goods
Question: 27
Manufacturer is the destination point in a supply chain
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 28
MIS stands for …..
A: Management Information System
B: Master in Science
C: Master Information System
D: Materials in Stores
7. Question: 29
Mode of transportation of material depends upon ……..
A: manpower employed
B: type of machine in the plant
C: production plans
D: types of material
Question: 30
Negotiations are important in purchasing a costly equipment
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 31
Negotiations between buyer and supplier does not include the ……
A: Technical specifications
B: brand name of various bought out items
C: Commercial terms and conditions
D: R&D projects undergoing
Question: 32
Negotiations between buyer and supplier does not include the ……
A: Price quoted by the vendor
B: discounts
C: delivery schedule
D: design secretes of the product
Question: 33
Ordering standard items takes less time
A: incorrect
B: incorrect to a great extent
C: incorrect to some extent
D: correct
Question: 34
Procurement time is low in the procurement of ………….
A: Standard items
B: Non-standard items
C: Items of perishable nature
D: Items involving security risks
Question: 35
Products that sell for a very small period of time but generate huge sales
volume within a short period are called:
A: Seasonal merchandise
B: Fashion merchandise
C: Fad merchandise
D: Staple merchandise
8. Question: 36
Purchase and operations management are closely linked.
A: Correct
B: Correct to a great extent
C: Correct to some extent
D: Incorrect
Question: 37
Purchase order is an agreement between purchaser and supplier for purchase of an
item
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 38
Purchase requisition is the first step for evaluation of suppliers
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 39
Purchasing department does not handle:
A: order writing
B: evaluating the performance of the suppliers.
C: Planning the quantity to purchase
D: stock taking
Question: 40
Purchasing is necessary for ……
A: inventory costing
B: production planning
C: to arrange the items in time
D: finalize the system arrangement
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