This toolkit has the essentials of sales planning and customer relations, which will help you develop a sales plan, sell more, build relationships and make a profit.
Entrepreneurial marketing presentation by barry ardley for fill the gap marke...Fill the Gap Marketing Ltd
Do your marketing differently. Thanks to Barry Ardley from the University of Lincoln for this presentation at the Fill the Gap Marketing Academy, March 2014.
Escalate Solutions - Definitive Definition of Entrepreneurial MarketingEscalate Solutions
Entrepreneurial marketing techniques aren't just for start-ups any more. Learn the distinguishing traits of true entrepreneurs, and how to leverage them to grow your organization in 2017.
Entrepreneurial Marketing - MITPortugal Program May 2013Frank Days
One of my business school classmates asked me to guest lecture on entrepreneurial marketing and share my experiences as a tech startup CMO. I tried to tailor it to the fact that most were early stage startups with limited resources.
Entrepreneurial Marketing & Strategic Growth; A Presentation to the CU Busine...Escalate Solutions
This post features slides recently presented during Escalate Solutions CEO Kimberly Arnold’s guest lecture at the Entrepreneurial Marketing course at the CU Business School Jake Jabs Center for Entrepreneurship. The two hour discussion focused on the structures and phases of strategic planning with a particular focus on how the process is modified specific to entrepreneurial environments.
Entrepreneurial marketing presentation by barry ardley for fill the gap marke...Fill the Gap Marketing Ltd
Do your marketing differently. Thanks to Barry Ardley from the University of Lincoln for this presentation at the Fill the Gap Marketing Academy, March 2014.
Escalate Solutions - Definitive Definition of Entrepreneurial MarketingEscalate Solutions
Entrepreneurial marketing techniques aren't just for start-ups any more. Learn the distinguishing traits of true entrepreneurs, and how to leverage them to grow your organization in 2017.
Entrepreneurial Marketing - MITPortugal Program May 2013Frank Days
One of my business school classmates asked me to guest lecture on entrepreneurial marketing and share my experiences as a tech startup CMO. I tried to tailor it to the fact that most were early stage startups with limited resources.
Entrepreneurial Marketing & Strategic Growth; A Presentation to the CU Busine...Escalate Solutions
This post features slides recently presented during Escalate Solutions CEO Kimberly Arnold’s guest lecture at the Entrepreneurial Marketing course at the CU Business School Jake Jabs Center for Entrepreneurship. The two hour discussion focused on the structures and phases of strategic planning with a particular focus on how the process is modified specific to entrepreneurial environments.
Managing Marketing Communications for Francesca'sAkanksha Jain
This plan deals with an in-depth analysis of Francesca's present marketing efforts, and suggests pointers to help make the marketing communication efforts more integrated. Topics covered are:
1. Background/Situation Analysis
2. Customer Groups
3. Program Objectives
4. Channels & Contact Points
5. Content & Message Strategy
6. Measurement and ROI
7. Budgeting & Organization Considerations
TopRight is a strategic marketing consulting firm founded in 2006 by consultants from top firms (Mckinsey, Booz & Company) and former Chief Marketing Officers and senior marketing practitioners.
Basics of entrepreneurial marketing - what makes it different from traditional marketing? What are the most important challenges entrepreneurs face in marketing their products and services? From a webinar for Evisors.
www.trinityp3.com
Earlier this year I was invited to guest lecture at the EMBA course at the Sydney Business Sydney Business School, University of Wollongong. The topic title was marketing today and I was interested to know how this group of business executives and tomorrow’s leaders defined marketing.
As Chair of the Australian Marketing Institute, I was surprised at the range of definitions often raised in discussions with members of the institute and the diversity of opinions even on the board.
A Google search of definitions of marketing lead me to this collection of definitions by Heidi Cohen, http://heidicohen.com/marketing-definition/ that are quite comprehensive and I picked through these to identify particular themes on marketing definitions that I used as stimulus for the participants in the EMBA course.
Please don’t get me wrong, I am not suggesting any of these are wrong, I am more interested in the diversity of views on what is the definition of marketing and one that as a profession we are able to rally around if there is any chance to have marketing recognised as a profession in the same way that we recognise lawyers, architects, doctors, accountants and the like.
Perhaps agreement on defining the profession of marketing will be a step in the right direction to answer Mark Ritson’s recent question “Shouldn't an expert in marketing be trained in marketing?”
Here are some of the definitions collated by Heidi Cohen for your consideration. But more importantly I would like to hear your definition by leaving a comment at the bottom. Mine is here too. Right at the end.
Marketing communication - Mapping Philip Kotler to Digitaljaydeep chakraborty
Philip Kotler had defined marketing communication long back. How relevant is it in the digital era? See how the basic theories of marketing communication map to digital strategy.
There's more to marketing than advertising, sales or social media. These are tools of communication. Where marketing really starts is with creating a product and/or service people want to buy. It just makes promoting it a whole lot easier.
-- What we mean by business and revenue model
-- Customer segmentation and how to build customer profiles
-- Market research techniques and low-cost resources for finding key data and opportunities
-- The value of product/service “packaging” for both you and your customer
-- Key marketing concepts like, positioning, messaging, branding and so much more
A brand is simply a person’s emotional connection to a product, service, or company. We will discuss how to forge this relationship through design and personal experience with your brand. The session will include a general overview of the principles of marketing and branding, and delve deeper into topics such as brand strategy, research and positioning, design elements and naming, as well as brand extensions. Logos and naming are the two most basic elements of any brand, and we will discuss them at length.
Managing Marketing Communications for Francesca'sAkanksha Jain
This plan deals with an in-depth analysis of Francesca's present marketing efforts, and suggests pointers to help make the marketing communication efforts more integrated. Topics covered are:
1. Background/Situation Analysis
2. Customer Groups
3. Program Objectives
4. Channels & Contact Points
5. Content & Message Strategy
6. Measurement and ROI
7. Budgeting & Organization Considerations
TopRight is a strategic marketing consulting firm founded in 2006 by consultants from top firms (Mckinsey, Booz & Company) and former Chief Marketing Officers and senior marketing practitioners.
Basics of entrepreneurial marketing - what makes it different from traditional marketing? What are the most important challenges entrepreneurs face in marketing their products and services? From a webinar for Evisors.
www.trinityp3.com
Earlier this year I was invited to guest lecture at the EMBA course at the Sydney Business Sydney Business School, University of Wollongong. The topic title was marketing today and I was interested to know how this group of business executives and tomorrow’s leaders defined marketing.
As Chair of the Australian Marketing Institute, I was surprised at the range of definitions often raised in discussions with members of the institute and the diversity of opinions even on the board.
A Google search of definitions of marketing lead me to this collection of definitions by Heidi Cohen, http://heidicohen.com/marketing-definition/ that are quite comprehensive and I picked through these to identify particular themes on marketing definitions that I used as stimulus for the participants in the EMBA course.
Please don’t get me wrong, I am not suggesting any of these are wrong, I am more interested in the diversity of views on what is the definition of marketing and one that as a profession we are able to rally around if there is any chance to have marketing recognised as a profession in the same way that we recognise lawyers, architects, doctors, accountants and the like.
Perhaps agreement on defining the profession of marketing will be a step in the right direction to answer Mark Ritson’s recent question “Shouldn't an expert in marketing be trained in marketing?”
Here are some of the definitions collated by Heidi Cohen for your consideration. But more importantly I would like to hear your definition by leaving a comment at the bottom. Mine is here too. Right at the end.
Marketing communication - Mapping Philip Kotler to Digitaljaydeep chakraborty
Philip Kotler had defined marketing communication long back. How relevant is it in the digital era? See how the basic theories of marketing communication map to digital strategy.
There's more to marketing than advertising, sales or social media. These are tools of communication. Where marketing really starts is with creating a product and/or service people want to buy. It just makes promoting it a whole lot easier.
-- What we mean by business and revenue model
-- Customer segmentation and how to build customer profiles
-- Market research techniques and low-cost resources for finding key data and opportunities
-- The value of product/service “packaging” for both you and your customer
-- Key marketing concepts like, positioning, messaging, branding and so much more
A brand is simply a person’s emotional connection to a product, service, or company. We will discuss how to forge this relationship through design and personal experience with your brand. The session will include a general overview of the principles of marketing and branding, and delve deeper into topics such as brand strategy, research and positioning, design elements and naming, as well as brand extensions. Logos and naming are the two most basic elements of any brand, and we will discuss them at length.
Technology is changing customer relations rapidly. You see that technology is becoming invisible, technology is creating new experiences for customers, technology is democratizing the world and technology is making customer relations more transparant than ever. These evolutions have a big impact on doing business. In this presentation, I give guidelines for your customer strategy in the day after tomorrow. How to create a future proof customer strategy? It is build on 5 pillars: mobile first, data expertise, platform thinking, boundless experiences and customer collaboration.
Customer Relationship Management - Case Study [Mercedes Benz]Jas Singh Bhasin
Historically, Mercedes-Benz was sold in the UK through a franchised network of some 138 dealerships.
Each of these was autonomous, with the exception of three dealerships owned by the distributor Daimler Chrysler UK (DCUK).
DaimlerChrysler had relatively little control over relationships between dealers and customers. Dealers managed their own relationships including customer research, data base management, acquisition and retention processes.
This presentation describes the challenges faced by the company initially and how did they overcome those challenges.
50 Customer Service Quotes You Need to Hang In Your OfficeDesk
Customer service is tough in any industry. However, companies and organizations that produce incredible service to every customer have a clear competitive advantage. To remind you of the amazing opportunities that powerful customer service holds, here is a compilation of insightful words of wisdom from the best in the business.
Curious about Desk.com? Download this free kit to get started: http://bit.ly/FreeCustomerServiceKit
Sales is all about listening to people and prescribing a solution. In every job you'll come across sales moments, whether you're selling yourself in a job interview or selling products to customers - it's an essential skill in all career paths. This course is available now so you can start your sales career and your sales potential in just a few minutes - if you're already working in sales, or looking for a lucrative and enjoyable future career, this class is a valuable skill that you definitely need to master.
Juan Sebastian Garcia is been teaching Sales skills to different companies and sales teams for over 20 years. He's taught all over the world, as well as online, and has an entertaining and practical teaching style. This course covers everything you need to know about Sales Fundamentals: from preparing and planning, relationship building, objection handling techniques, and closing the deal at a brilliant price. This training is the first step to start developing your sales skills as a sales professional.
Sales Fundamentals overview includes:
What is Sales?
What is Marketing?
Planning your sales skills
Building a rapport and relationship
Handling objections
Understand how to organizing your sales
Simple tricks to start calling customers
Time Management in Sales
Also if you want to learn advanced selling techniques. Check out our Target Account Selling Class : https://www.udemy.com/course/target-account-selling/
SocialXpand | To Boost The Chance for New ContractsSocialXpand
SocialXpand boost the reviews on link and enhance chance for new contracts via digital marketing for work. By Digital and social marketing we can also take care of false complaints on links.
During which you will be familiarized with the fundamentals you need to know as a successful electronic marketer prior to starting the execution of electronic advertising campaigns.
Instructor:
Main Topics:
What a digital marketer should know before starting?
What Is Digital Marketing?
What Is Traditional Marketing?
Digital Marketing Vs Traditional Marketing
Markets / Audiences
Audience, Segment & Persona!
Customers Types
Challenges we face with customers
Marketing Funnel
The selling techniques
Leads /Potential Customers
Stages through which customs pass
E-Commerce
User Experience
Information required for the digital marketer
AB Testing
Digital Marketing Channels
Important terms for each digital marketer
Some of the tools which are necessary for digital marketing
Requirements for Tools Integration
Digital Marketing Stages
Digital Marketing Strategy
Digital Marketing Process
Performance Tracking & Analytics
Optimization Process
Optimization Goals
Anas Ali, CDM
Business & Marketing Program Co-founder @ OmniPlanDigital Marketing Manager @ Allympiapass for 6 countries
6 years experience in digital marketing
Co-founder of:
cavvu.com
arabinno.com
life-drop.com
kadohat.com
LinkedIn: https://linkedin.com/in/anasismail/
I gave this presentation on February 16, 2016, at the Decatur Morgan County Entrepreneurial Center. It covers market analysis competitive analysis, the importance of target markets, pricing strategies, and positioning in the marketplace.
This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
This presentation, put together by KPMG, features the Financial Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca.
Worksheets and handouts accompanying this presentation can be found at www.enterprisingnonprofits.ca/learning-toolkits/3a-financial-analysis
This presentation features the Risk Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
This slideshow by enp features almost 140 social enterprises (i.e., businesses owned by non-profit organizations) in British Columbia.
Enterprising Non-Profits (enp) is a collaborative program that promotes and supports social enterprise development and growth as a means to build strong non-profits and healthier communities.
To learn more about enp, go to www.enterprisingnonprofits.ca
Enterprising Non-Profits hosts learning events for social enterprises (i.e., businesses owned by non-profit organizations).
This PowerPoint presentation is of the slides used at an event on March 16, 2011, on Financial Tools presented by Rebecca Pearson (Vancity Capital) and Emily Beam (Street Youth Job Action).
For information on Enterprising Non-Profits, check out www.enterprisingprofits.ca
The following slide presentation is from the Spring 2011 series of “Introduction to Social Enterprise” workshops by Enterprising Non-Profits (enp). Enp offers these workshops throughout British Columbia (Canada) every spring and fall.
The workshop presentation defines social enterprise, provides examples of social enterprises in British Columbia, describes the business development path, and explains enp’s granting program and grant application process.
For more information on enp, go to www.enterprisingnonprofits.ca
"Not-For-Profits Making Profits: Legal Structures for Social Enterprises" was a presentation by Margaret Mason and Michael Blatchford (Bull, Housser & Tupper, LLP) at an event hosted by Enterprising Non-Profits (enp) on January 19, 2011, in Vancouver, BC.
Social enterprises are defined as businesses owned or operated by a non-profit organization. There are different legal structures that social enterprises can operate under, and the possibility of new ones in the future (like BC's proposed Community Interest Corporations, or CIC's).
Enterprising Non-Profits (enp) is a program that supports Social Enterprises. Its website(www.enterprisingnonprofits.ca) provides extensive resources for social enterprises across Canada.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...
Enp presentation customer_relations_and_sales_v4
1. Sales and Customer Relations
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis 1
2. Social Enterprise Sales and Customer
Relations Toolkit
Putting sales and customer service in a social
enterprise model
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
3. This toolkit has the essentials of
sales planning and customer
relations, which will help you
develop a sales plan, sell more,
build relationships and make a
profit.
Presented by ENP and Octopus Strategies
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
4. A social enterprise must sell, make a
profit and have customers who believe
in their cause and products – all while
doing good.
Otherwise, it’s just a good hobby!
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
6. Social enterprise and sales
o A social enterprise uses business as the primary means of achieving its
social mission or purpose.
o Selling in a competitive marketplace is central to a social enterprise.
o This is unlike non-profits, whose market activity is not the primary means of
achieving their mission.
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
7. Different ways of selling
o Direct Selling: when products/services are sold directly to customers. It
helps to build relationships with customers: Direct communication creates
opportunities to understand the needs, opinions and experiences of the
customer.
o Selling Wholesale: when not selling directly to consumer, but through a
supplier. Supply relationships, prices and choosing the right wholesaler are
crucial here.
o Online (or Tele) Sales: when sold online or over the phone.
It’s cost efficient and a good way of selling to repeat customers.
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
8. How to sell more
A good sales person will:
o Sell with enthusiasm, for what your social enterprise is offering and
accomplishing.
o Communicate your belief in the product/service to potential customers.
o Follow a sales plan, phased over time, that explains sales targets, how
sales will be made and to whom.
o Understand your customer because meeting their needs and expectations
is the foundation for any small business.
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
9. 5 ways to increase revenue
o Cut your costs
o Sell more
o Change your product mix
o Increase your prices
o Combine one or more of these elements
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
10. Both social enterprises and non-profits
work to create a positive social or
environmental impact.
But the models are very different.
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
11. Sales is not fundraising:
What’s the difference?
• ...Positioning
Fundraising Sales
o Potential funders?
o Frequency of
funds?
o Donor
engagement?
o Funder
reporting/control?
o Deserving?
o Demand?
o Pricing?
o Communications?
o Distribution?
o Partners?
o Customers?
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
12. o Many social enterprises mistakenly assume that they can
get away with a lower service level because their
customers appreciate that they’re a worthy cause.
o However, a good cause cannot make up for bad service or
an inferior product.
Working for a worthy cause
does not guarantee business:
The Four P’s
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
13. A social enterprise can achieve its
mission if it makes a profit. The more it
earns, the more it can support its work
and social impact.
A smart sales plan is key here.
Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business
Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
14. Market segmentation
Resource development and allocation
Advertising strategy
Marginal cost analysis
14
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A robust sales plan has the following four key
elements:
Each will be discussed in detail in the following slides.
15. Market segmentation
A market segment is a group of customers, users or supporters. They
have similar needs. Each segment is different from the other and
needs tailored treatment and a customized communication plan.
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16. Market segmentation
The market can be segmented based on the following parameters:
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Geographic Demographic Behavioural
Psychographi
c
“Customers
within X
kilometres of
your
organization”
“Customers
within X
kilometres of
your
organization”
“Male Indo-
Canadian
university
students”
“Male Indo-
Canadian
university
students”
“Customers
wanting
value for
money”
“Customers
wanting
value for
money”
“Customers
who prefer
to buy fair
trade food”
“Customers
who prefer
to buy fair
trade food”
Customer
location
Region
Urban/rural
Income
groups
Age
Gender
Occupation
Socio-
economic
group
Rate of
usage
Benefits
sought
Loyalty
status
Readiness
to purchase
Personality
Lifestyles
Attitudes
Class
17. Social Enterprise Sales and Marketing Toolkit
Exercise #1: Customer profiling worksheet
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Demographics Psychographics Behaviours
Age Conservative Price
Gender Liberal Quality
Profession Conformist Brand name recognition
Education level Experimental Customer service
Income Environment friendly Discounts and sales
Marital status Socially conscious Attractiveness of packaging
No. of children Fashion forward Convenience of store location
Geographic location Family oriented Guarantees/warranties
18. Who is your customer?
Once you have identified your market, understand your customer.
Think specifically about the relationship that you want to have with
your customers. How do you want them to perceive your social
enterprise? Understanding who they are, their needs, expectations; can
help you communicate well and sell more.
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19. Answering the following questions will help you know your customer:
oDo you know who your existing customers are?
oWhere do they live or work?
oWhy do they use your product/service? What needs does it meet? Is there a
particular benefit that your product delivers?
oHow do they use your product/service?
o Are your customers satisfied?
o How do you communicate with them? Do they share their feedback with
you?
Social Enterprise Sales and Customer Relations
toolkit
Exercise #2: Know your customer
20. Resource development and
allocation
Based on your organization’s profile, you need to decide the
resource commitment to the sales plan, staff, material assets
and finances. Questions that you have to answer:
o Will people need training?
o Will you need a bank overdraft?
o Will there be a need for an internal reorganization?
o Will you need to use external consultants?
o Will extra production, sales or administrative staff be required?
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21. Advertising strategy
Advertising strategy determines how you reach your customers
and what the message will be.
It depends on:
o Brand positioning
o Brand proposition
o Brand strategy
o Creative
o Media planning
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22. Advertising strategy
Your business goals determine where you should advertise. Different
mediums reach and impact the market differently. For example, radio
generates interest in your product/service but it’s reach is narrow. In
contrast, television grows the market broadly.
Please refer to our presentation ‘Medium and Message’, a part of the
Marketing toolkit, to understand how different mediums reach different
audiences.
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23. Marginal cost analysis (MCA)
MCA consists simply of a calculation of what extra sales are generated at what
cost in terms of the advertising budget and wage costs. You have to assess
how much extra income is generated and the degree to which this generates a
gross profit or ’margin’.
It is not necessary for a marketing drive to generate a profit since it may have
other purposes: to increase market recognition prior to introducing a new
product or to clear a warehouse of stockpile, for instance. But the ’marginal
cost’ or ’marginal benefit’ of the marketing drive (i.e., what is lost or gained
compared to the situation now) must be calculated.
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24. New product
Market
Cost-plus pricing
24
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There are three broad pricing strategies:
Each will be discussed in detail in the upcoming slides.
25. Pricing strategies
Different factors determine how you price your product or
service:
o New product: You could either take advantage of demand for a new
product/service (Price Skimming) or set a fairly low price to gain market
share (Penetration Pricing).
o Market: This is important too. You need to understand your market, the
competitors and how it affects your product/service.
o Cost-plus pricing: Most businesses use the total of their overhead costs and
add a margin to fix prices (after all, you can’t operate at a loss).
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26. Prices and the market
In a competitive market, the price of your product or service also
depends on the competition. The following parameters will help you
determine the pricing strategy:
o How does your product perform?
o What is its quality? How does it look?
o How is it packaged and presented?
o How does it compare to the competition?
If your product or service quality is better than your competitors, then charge a
higher price.
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27. Remember:
Pricing strategies can change
people’s behaviour. More
expensive is sometimes perceived
as better quality, which can help
the reputation of your organization.
Meanwhile, low prices could
persuade people to buy more from
you.
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28. Market segmentation
Marketing mix
Marketing objectives
Research
Plan
28
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It’s important to do your homework well before you
reach your customers. Here is what you need to
consider:
The following slides will explain this in greater detail.
29. Market segmentation
This concept has been explained earlier. Please refer to slides 15 and
16.
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30. Marketing mix
The four Ps: product (or service), price, place and promotion inform
how to market your organization.
The concept of marketing mix has been dealt with in great detail in the Social
Enterprise Marketing Toolkit.
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31. Marketing objectives
A well defined set of measurable and quantifiable marketing objectives
is essential before you move out in to the market with a marketing
plan. You must know what you wish to achieve - more customers, users,
sales/visits, loyalty, increased support, higher prices or more profits/resources.
Your marketing plan will be governed by your objectives.
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32. Research
Let’s face it - you are not the only one in the market. Competition is
real. Understanding market dynamics and knowing what’s current is
essential to any business.
You must look at both the external situation (demand, supply, trends,
legislative or technical change, attitudes amongst other factors) and
internal issues (ability to deliver, effect of marketing, costs and
organizational change needed).
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33. The Marketing Plan
The outcomes of market segmentation, marketing mix, objectives and
research, lead to a marketing plan.
To implement one, you will need to assign responsibilities, allocate
resources, set a timetable, organize systems for monitoring and report
back.
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34. Develop a Sales Plan
Your Sales Plan will be determined by the features of product or service
you want to sell, its price, the skills of your sales team, your
distribution network, key partners, your customer service and retention
strategy.
As a start-up, you must think through if you will sell directly to
your customers on your own or will you outsource it and sell through
partners.
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35. Your Sales Team
Your sales team is the face of your social enterprise. It’s the link
between your organization and customers. As you build a team,
remember your sales team must:
o Know your customer as well as you do
o Be passionate about your product/service
o Never commit to something they can’t deliver
o Develop an emotional connect with your customers. A phone call over an
email can make the difference.
o Never belittle your competition
o Always follow through
o Focus on goals rather than individual sales target
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36. Train your Sales Team
Right coaching will make your sales team effective and efficient. A good training
programme must:
o Help them learn to engage the customer better
o Develop their questioning and listening skills. This often leads to sales rather than a good
pitch
o Make them independent. This will make them feel confident and hence more effective
o Help the team build trust and rapport with the prospects
o Prepare the team to handle objections and prepare appropriate responses to overcome
them
o Develop their skills to spot buying signals and to ask for business
o Cultivate the principles of customer service in their behaviour and follow up after the sale
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37. What your sales team should do
Qualify customers: The salesperson who asks the right questions to the right people,
at the right time, at the right place, will have many qualified prospects.
o Who:
- Who has a need for your product/service?
- Who has the money to buy it?
- Who has the most urgent need for it?
- Who has the influence over the prospect?
o Where:
- Where does your prospect live, work, socialize?
- Where can you find a suitable mailing list to reach them?
- Where will you go to contact new prospects?
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38. What your sales team should do
o What:
- What will the prospect find most beneficial about your product/service?
- What questions can you ask that will get the prospect to talk about his needs?
- What information you must gather about your prospect before you meet him?
- What is the single biggest problem the prospect has?
o When:
- When is the best time to contact the prospect?
- When to contact the prospect again if your first efforts were not successful?
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39. What your sales team should do
Closing: One of the most important stages of selling is closing the deal.
Here are some interesting closing techniques:
o Alternative close: Offering limited set of choices
o Bonus close: Offer delighter to clinch the deal
o Empathy close: Empathize with them
o Yes-set close: Get them to say yes and they will keep saying yes
o Save the world close: Buy now and help save the world.
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40. Social Enterprise Sales and Marketing Toolkit
Exercise #3: Sales team
You are as successful as your sales team. Before you build one,
consider:
o How will you recruit and build your sales force? Hiring the right
person can make or break the team.
o How will your sales people sell? What are their skills? How well
do they understand your product or service?
o What is the team reporting structure?
o If the members have authority to negotiate?
o If they solve problems? How do they respond to demanding
situations?
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42. Value is created by building
relationships, addressing customer
needs and focusing on continuous
improvement.
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43. Customer relations
Customer relations for any business means:
o Customer loyalty
o Managing communications and addressing complaints
o Building long-term relationships
o Building a strong reputation
o Linking “Internal” and “external” customers to all stakeholders - staff,
customers, outside vendors, shareholders and others
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44. What social enterprises do
wrong
o Some focus only on social side of their business, at the expense of the
commercial aspect
o Others spend an inordinate amount of time managing relationships with
funders, beneficiaries and stakeholders
o Result: little time is left to run the business
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45. Who is your customer?
To build relationships with your customers, you need to know them
first. Refer to slide 17 for tips on how to better know your customer.
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46. What do your customers think
about?
o Image: Includes first impressions, openness, reputation, positive values and
physical appearance of premises and people
o Products/Services: Are they up to scratch, well priced/good value? How can
they be improved? What new features do customers want?
o Delivery: How do you deliver your products/services? Do you care for your
customers? Are you communicating well with them? How good are you at
customer services?
o Loyalty and attachment: The willingness of customers to continue using
your organization’s products and services, and recommending the
organization and its products or services to others are key to your
organization’s sustainability
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47. How to understand your
customers’ need and
expectations?
The best way to know more about your customers’ needs is to collect
information about them.
Why ask? To improve your product or service, to develop new
products, improve delivery and promotion.
What to ask? Begin with the end in mind. It should have a clear purpose.
What to do with it? Once you have measured how satisfied your
customers are, make use of the results to improve your organization
and the products and services you provide.
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48. How to understand your
customers’ need and
expectations?
Who will you collect information from? Directly from customers
or internally from within the organization.
What information should you collect? The right questions which cover
the facets, concerns and values of most importance to customers.
How will you ask? Request feedback from customers or monitor internal
performance indicators that demonstrate either customer satisfaction
or quality of customer service.
When should you ask? At various, milestone times, throughout the
relationship.
What type of information should you collect? Qualitative, demographic /
psychographic, behavioural and geographic.
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49. Social Enterprise Sales and Marketing Toolkit
Exercise #4: Customer research planning table
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What do
you need
to know
Who do you
need to ask
How will you
use the
information
How will you
seek the
information
When are you
going to find
out
Who is
responsibl
e for
finding out
50. Keeping Customers Happy
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It’s important to understand why your customers have chosen to do
business with you. This will help you retain them over the long run.
Look at the whole customer experience:
o Deliver value, everyday
o Act promptly to fix problems
o Review service at the highest level
51. Build Customer Loyalty
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It is crucial for any organization to have loyal customers. This leads to
repeat purchase, word of mouth advertising and hence reduced
marketing costs. To earn customer loyalty:
o Hire intelligently. Get those who are friendly, naturally good at getting to
know others.
o Be positive and personal towards your customers. Listen to their needs.
Obtain their feedback.
o Prevent a complaint. If one arises, resolve it immediately.
52. What social enterprises can do
o Strive hard to make their customers happy
o Fit their brand and message to the target market
o Develop the right marketing mix
o Negotiate good deals
o Focus on the quality and delivery of products and services they offer
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