The document outlines a proposed strategy for J.C. Penney to address key performance issues by focusing on their customers, restructuring their organization with a horizontal management structure, and differentiating themselves through innovations like a "town center and boutique" store model along with unique product and service offerings. The strategy also discusses leadership, culture, partnerships, and a marketing mix to position J.C. Penney as superior in customer experience compared to competitors.
Saleem Rabbani is a sales and marketing professional with over 13 years of experience seeking a managerial position. He has a master's degree in strategic marketing and has progressed in his career through various sales and business development roles. His experience includes achieving top sales positions for Mercedes Benz commercial vehicles and developing new business opportunities. He is skilled in areas like strategic planning, market research, customer service, and staff management.
An Overview ________________________________________
A Highly accomplished Sales & Marketing Manager with over 15 years of distinguished career donning pivotal roles predominantly in the areas of market intelligence, sales & business development, Key account management and promotional activities. Deftness in handling overall activities of Key accounts and providing enterprise level solution.
Rich experience of sales industry managing and driving sales & achieving desired targets with overall responsibility of promotional activities. Exploring marketing avenues to effectively build consumer preferences & drive volumes for clients.
Strong credentials in rolling innovative strategies to transform business units to globally competitive business ventures; equipped with outstanding communication and motivational abilities to facilitate attainment of strategic goals and bottom line objectives.
Capable of utilizing understanding of the industry dynamics with knowledge of organizing and conducting advertising campaigns as well as promotional events with expertise in increasing the profitability. Gained exposure in brand building and enhancing product visibility using all forms of communication.
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
CORE COMPETENCIES
________________________________________
Adept in managing entire life cycle in introduction / development of new product portfolios including multi-vendor positioning, visibility plans and market & consumer feedback, etc.; extremely effective in understanding client requirements and placing plans for go to sales and market activities.
Strong business acumen with expertise in implementing sales & business development procedures, marketing strategies along with service plans and guidelines; efficient in ensuring customer/client satisfaction through effective customer communication plans
Comprehensive experience in developing relationships with key corporate accounts, high net-worth clients to understand their requirements; excellent in suggesting the most viable products/service as well as cu
This document provides a summary of Sandeep Vats's professional experience and qualifications. He has over 22 years of experience in senior management roles leading business operations, strategic planning, brand development, and new business development. Some of his responsibilities have included establishing budgets, identifying revenue streams, managing key accounts, and spearheading retail operations. He has represented several major brands in industries such as food, consumer durables, and telecommunications.
This curriculum vitae summarizes the career of Razi Ahmad Ansari. He has over 23 years of experience in sales, marketing, and business development across India and the Middle East. His experience includes roles as a Whole Sale Manager, Area Manager, Territory Manager, and Senior Manager of Sales and Marketing for various multinational companies in industries like FMCG, food, and automotive. He possesses strong communication, leadership, and relationship management skills.
Aashwini Kumar has over 14 years of experience in sales, marketing, business development, and account management in the medical disposables industry. He is aiming to leverage his expertise in profit center operations, sales and marketing, channel management, and key account management to further his career with a reputed medical organization. He holds an MBA in Marketing and has worked in senior roles with Sangam Health Care Products and B|Braun Medical India managing sales teams, developing new business, and achieving targets.
This document provides a summary of Surjeet Singh Marwah's professional experience and qualifications. He has over 16 years of experience in strategic leadership, business planning, sales management, business development, and team management. Currently, he works as an independent consultant focusing on sales management, business development, and channel management. Previously, he held roles such as Assistant Sales Manager and Senior Executive of Sales and Marketing in Oman and India. He has an MBA from Symbiosis Institute of Business Management and is an alumnus of IIM Calcutta.
This document contains a summary of a marketing professional's experience and qualifications. They have over 22 years of experience in marketing, business development, brand management, and customer relationship management across various industries. Their experience includes roles as Marketing Manager, General Manager of Marketing, Loyalty Program Manager, and Assistant Marketing Manager. They have a proven track record of achieving sales targets, growing customer bases, developing marketing strategies and plans, managing teams, and other responsibilities.
K.V. Triyambkeshwar is seeking a senior level position in business development, channel management, or sales. He has over 15 years of experience in strategy, business development, sales, distribution, and channel management in the FMCG food and beverages industry. He is skilled in marketing, product launches, brand positioning, and developing channel partners. His experience includes roles in sales, business development, channel management, and team leadership with several companies. He holds an MBA in marketing and degrees in economics and political science.
Saleem Rabbani is a sales and marketing professional with over 13 years of experience seeking a managerial position. He has a master's degree in strategic marketing and has progressed in his career through various sales and business development roles. His experience includes achieving top sales positions for Mercedes Benz commercial vehicles and developing new business opportunities. He is skilled in areas like strategic planning, market research, customer service, and staff management.
An Overview ________________________________________
A Highly accomplished Sales & Marketing Manager with over 15 years of distinguished career donning pivotal roles predominantly in the areas of market intelligence, sales & business development, Key account management and promotional activities. Deftness in handling overall activities of Key accounts and providing enterprise level solution.
Rich experience of sales industry managing and driving sales & achieving desired targets with overall responsibility of promotional activities. Exploring marketing avenues to effectively build consumer preferences & drive volumes for clients.
Strong credentials in rolling innovative strategies to transform business units to globally competitive business ventures; equipped with outstanding communication and motivational abilities to facilitate attainment of strategic goals and bottom line objectives.
Capable of utilizing understanding of the industry dynamics with knowledge of organizing and conducting advertising campaigns as well as promotional events with expertise in increasing the profitability. Gained exposure in brand building and enhancing product visibility using all forms of communication.
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
CORE COMPETENCIES
________________________________________
Adept in managing entire life cycle in introduction / development of new product portfolios including multi-vendor positioning, visibility plans and market & consumer feedback, etc.; extremely effective in understanding client requirements and placing plans for go to sales and market activities.
Strong business acumen with expertise in implementing sales & business development procedures, marketing strategies along with service plans and guidelines; efficient in ensuring customer/client satisfaction through effective customer communication plans
Comprehensive experience in developing relationships with key corporate accounts, high net-worth clients to understand their requirements; excellent in suggesting the most viable products/service as well as cu
This document provides a summary of Sandeep Vats's professional experience and qualifications. He has over 22 years of experience in senior management roles leading business operations, strategic planning, brand development, and new business development. Some of his responsibilities have included establishing budgets, identifying revenue streams, managing key accounts, and spearheading retail operations. He has represented several major brands in industries such as food, consumer durables, and telecommunications.
This curriculum vitae summarizes the career of Razi Ahmad Ansari. He has over 23 years of experience in sales, marketing, and business development across India and the Middle East. His experience includes roles as a Whole Sale Manager, Area Manager, Territory Manager, and Senior Manager of Sales and Marketing for various multinational companies in industries like FMCG, food, and automotive. He possesses strong communication, leadership, and relationship management skills.
Aashwini Kumar has over 14 years of experience in sales, marketing, business development, and account management in the medical disposables industry. He is aiming to leverage his expertise in profit center operations, sales and marketing, channel management, and key account management to further his career with a reputed medical organization. He holds an MBA in Marketing and has worked in senior roles with Sangam Health Care Products and B|Braun Medical India managing sales teams, developing new business, and achieving targets.
This document provides a summary of Surjeet Singh Marwah's professional experience and qualifications. He has over 16 years of experience in strategic leadership, business planning, sales management, business development, and team management. Currently, he works as an independent consultant focusing on sales management, business development, and channel management. Previously, he held roles such as Assistant Sales Manager and Senior Executive of Sales and Marketing in Oman and India. He has an MBA from Symbiosis Institute of Business Management and is an alumnus of IIM Calcutta.
This document contains a summary of a marketing professional's experience and qualifications. They have over 22 years of experience in marketing, business development, brand management, and customer relationship management across various industries. Their experience includes roles as Marketing Manager, General Manager of Marketing, Loyalty Program Manager, and Assistant Marketing Manager. They have a proven track record of achieving sales targets, growing customer bases, developing marketing strategies and plans, managing teams, and other responsibilities.
K.V. Triyambkeshwar is seeking a senior level position in business development, channel management, or sales. He has over 15 years of experience in strategy, business development, sales, distribution, and channel management in the FMCG food and beverages industry. He is skilled in marketing, product launches, brand positioning, and developing channel partners. His experience includes roles in sales, business development, channel management, and team leadership with several companies. He holds an MBA in marketing and degrees in economics and political science.
- Neha Goel is an experienced sales and operations professional seeking a senior role. She has over 11 years of experience managing business operations, sales, revenue, and client relationships.
- She is currently the Sales Head at Amagi Media Labs in Delhi, where she increased revenue by 400% and successfully expanded the client base.
- Prior to this, she held sales leadership roles at Reliance Broadcast Ltd and hospitality roles at The Leela Kempinski and The Lalit Suri Group, where she consistently grew sales and acquired new clients.
Raunak Agarwal is seeking a role in sales, marketing, business development, public relations, or client services. He has nearly 5 years of experience managing business development through sales, marketing, product promotions and launches, brand management, and client relationship management. He is proficient in sales and marketing, certification, faculty training, business development, product promotion, brand management, client relationship management, and team management. He holds a BBA and has worked as a marketing manager and business development manager for jewelry companies.
Sachin Oberoi is seeking a mid-level position in strategy, sales, marketing, or business development in North India. He has over 6 years of experience in these areas. Currently he is an Assistant Manager at Safexpress Pvt Ltd handling key accounts. He is proficient in customer relationship management, key account management, revenue collection, and business development. Previously he worked at Flex Ltd in Dubai as Executive Officer of International Sales and Marketing. He has a PGDM in Marketing and Retail from IMS Noida and a BIM from MLN College.
This document contains a summary of K Venkat Triyambkeshwar's professional experience and qualifications. He has over 15 years of experience in sales, marketing, business development and channel management in the FMCG industry. Currently working as a Corporate Manager of Sales for Sanzyme (P)LTD, he has previously held roles like Business Development Manager and Executive Sales at other companies like Parle Agro Pvt. Ltd., Danone Foods and Beverages India Pvt. Ltd., and Hindustan Coca Cola Beverages Private Limited. He has an MBA in Marketing and degrees in Economics and Political Science.
This document provides a summary of an individual with over 32 years of experience in sales and operations within the building materials industry in India and the Middle East. It outlines his roles leading sales teams and managing business operations for various companies, and highlights his skills in areas such as business development, sales management, strategy, and customer relationships.
K.V. Triyambkeshwar has over 15 years of experience in sales, marketing, business development, and channel management in the FMCG food and beverages industry. He has a proven track record of developing strategies to meet sales targets and launching new products successfully. Currently working as a corporate manager of sales at Sanzyme, he is looking to take on a new role utilizing his expertise in sales, marketing, team management, and client relationship building.
Hisham Numan has over 26 years of experience in the automotive sector in Saudi Arabia, holding various leadership roles including business development manager, marketing and customer service manager, regional sales manager, and branch manager. He is seeking a new leadership role where he can utilize his skills in strategic planning, business development, marketing, sales management, and customer relationship management. His expertise includes launching new automotive dealerships, growing market share and revenues, and managing multi-brand operations.
Waseem Mukarram is an Indian national seeking a position with a team-oriented organization. He has over 7 years of experience in B2B sales, most recently as a Senior Territory Manager for Ricoh India Ltd. He holds an MBA in Marketing and a BSc in Statistics. Mukarram has a proven track record of developing client relationships, executing sales strategies, and achieving sales targets. His career highlights include opening key accounts and developing sustainable business with clients in various industries.
Amy Calliss is seeking an executive management position and offers over 15 years of experience in sales, marketing, business development, and leadership roles. She has a proven track record of exceeding sales targets and growing businesses. Her experience spans roles at Nikon, Lust Have It, Dateline Imports, Sony, and Harvey Norman. She holds an MBA and various sales and management qualifications. Her skills include strategic planning, client relationships, marketing, negotiations, team leadership, and achieving results.
Prakash Ranjan has over 12 years of experience in sales, marketing, business development, and customer relationship management. He is currently an Area Sales Manager at Star India Pvt. Ltd. where he manages a team that handles sales in Thane and Raigarh. Previously, he held key account manager roles at HCL Infosystems Limited and sales supervisor roles at Asian Paints Limited. He is seeking a challenging role in business development, client servicing, or sales and marketing where he can utilize his proven skills in managing, planning, and organizing.
The document is a resume for Chandrasekhar Dhara summarizing his professional experience and qualifications. It outlines over 20 years of experience in sales, business development, channel management and key account management for automotive and lubricant companies. Key responsibilities included developing distribution networks, identifying market trends, managing sales operations and achieving targets. His most recent role was Sales Manager at Wurth India Pvt Ltd from 2003 to 2015 where he was responsible for sales, marketing operations and strategies.
Kiran Kumar has over 4 years of experience in sales, marketing, business development, and distribution management. He is seeking a role in sales, marketing, or key account management. He has expertise in business development, key account management, sales, marketing, and distribution management. His experience includes roles at Dabur India, Unicharm India, and Piramal Healthcare.
Amit Nag has over 14 years of experience in sales and marketing in the automotive, insurance, and banking industries. He is currently a Territory Manager for a group insurance company, where he formulates and implements sales strategies to drive business growth. Previously, he held roles such as Senior Corporate Sales Manager and Branch Head for HDFC Life Insurance, where he exceeded sales targets and won numerous awards. He has a track record of developing high-performing sales teams and establishing new markets.
Anurag Mathur is submitting his resume for the position of Area Sales Manager. He has over 11 years of experience in sales and marketing roles across various industries. His skills include business development, strategic planning, client relationship management, and team leadership. Currently he is an Area Sales Manager at Supermax Personal Care, where he manages a team of five sales officers. Previously he held sales roles at Hindustan Unilever Limited, Max Life Insurance, and ICICI Prudential Life Insurance. He is seeking an opportunity to contribute to organizational growth and profitability through his technical and leadership abilities.
John Ubando is a retail manager with over 20 years of experience managing multiple retail stores. He has a proven track record of increasing sales and profitability through excellent customer service and effective management. Ubando is skilled in recruiting, developing employees, and motivating teams to achieve high performance levels. His experience includes positions as an Associate Manager and Customer Experience Manager at Banana Republic stores, where he consistently delivered strong business results and upheld high quality retail standards.
Asif Hussain is seeking a marketing role and has over 10 years of experience in marketing management, sales, business development, and customer relations in the power sector. He has a proven track record of developing marketing strategies, securing new clients, managing sales teams, and ensuring customer satisfaction. His strengths include strategic planning, market analysis, tendering, relationship building, and achieving organizational goals.
Rajan Rupani is seeking a senior level position in business development, sales, or customer relationship management in Mumbai. He has over 14 years of experience in sales, marketing, and business growth roles. Currently he is the Head of Sales and Marketing at Barcom Industries, a packaging company. He has expertise in developing relationships, branding, strategic planning, and managing business development teams. Rupani has an MBA in marketing and seeks to leverage his experience in revenue growth, market analysis, and new business development.
Prakash Ranjan has over 12 years of experience in sales, marketing, business development, channel management, and customer relationship management. He is seeking a challenging role using his proven skills in managing, planning, and organizing. He has a track record of success developing effective teams and meeting sales targets. His areas of expertise include new business development, relationship management, promotional activities, and team management. Currently he is an Area Sales Manager at Star India Pvt. Ltd. where he is responsible for revenue, collections, market share, and managing distributor relationships.
Beyond Sales: The New KPI's Of Marketing ROIDaniel Newman
In Marketing, the job starts and ends with the goal of creating customers. However, in a world gone social where mobile, big data and 24x7 availability of technology rule the roost, brands need a new method for measuring their marketing return on investment (ROI).
Revenue and sales are at the core, but for marketers to truly measure their impact they also need to consider things like customer retention, satisfaction and employee engagement in their evaluation.
Welcome to a new world of marketing, where new KPI's drive the initiatives of the marketing organization.
Rebranding your business may necessitate a comprehensive and strategic effort, but it is oftentimes essential for continued success in the contemporary business environment. Whether you’re facing shifting customer preferences or expanding into new markets, a well-executed rebrand can help solidify your brand identity and improve overall market positioning.
In this presentation, we’ll explore various reasons why businesses may choose to undergo a complete or partial rebrand, including mergers and acquisitions, outdated visuals and design elements, reputation management concerns, as well as target audience clarity issues. We’ll also provide valuable insights on how to approach each of these challenges effectively during the rebranding process.
Download our FREE EBOOK to help you decide if now is the time to bring in the big guns (an agency) or roll up your sleeves and DIY for a bit longer: https://bit.ly/3N6CW0i
The document discusses marketing strategy and its importance for businesses. It explains that a marketing strategy provides an in-depth view of a company's strengths, weaknesses, and long-term goals, and how to implement ideas to improve customer base. The primary internal objective for any business is to create and increase profitability to enhance shareholder value. An effective strategy balances interests of stakeholders like employees, customers, suppliers, and shareholders. It also guides resource allocation to help the organization meet its goals.
- Neha Goel is an experienced sales and operations professional seeking a senior role. She has over 11 years of experience managing business operations, sales, revenue, and client relationships.
- She is currently the Sales Head at Amagi Media Labs in Delhi, where she increased revenue by 400% and successfully expanded the client base.
- Prior to this, she held sales leadership roles at Reliance Broadcast Ltd and hospitality roles at The Leela Kempinski and The Lalit Suri Group, where she consistently grew sales and acquired new clients.
Raunak Agarwal is seeking a role in sales, marketing, business development, public relations, or client services. He has nearly 5 years of experience managing business development through sales, marketing, product promotions and launches, brand management, and client relationship management. He is proficient in sales and marketing, certification, faculty training, business development, product promotion, brand management, client relationship management, and team management. He holds a BBA and has worked as a marketing manager and business development manager for jewelry companies.
Sachin Oberoi is seeking a mid-level position in strategy, sales, marketing, or business development in North India. He has over 6 years of experience in these areas. Currently he is an Assistant Manager at Safexpress Pvt Ltd handling key accounts. He is proficient in customer relationship management, key account management, revenue collection, and business development. Previously he worked at Flex Ltd in Dubai as Executive Officer of International Sales and Marketing. He has a PGDM in Marketing and Retail from IMS Noida and a BIM from MLN College.
This document contains a summary of K Venkat Triyambkeshwar's professional experience and qualifications. He has over 15 years of experience in sales, marketing, business development and channel management in the FMCG industry. Currently working as a Corporate Manager of Sales for Sanzyme (P)LTD, he has previously held roles like Business Development Manager and Executive Sales at other companies like Parle Agro Pvt. Ltd., Danone Foods and Beverages India Pvt. Ltd., and Hindustan Coca Cola Beverages Private Limited. He has an MBA in Marketing and degrees in Economics and Political Science.
This document provides a summary of an individual with over 32 years of experience in sales and operations within the building materials industry in India and the Middle East. It outlines his roles leading sales teams and managing business operations for various companies, and highlights his skills in areas such as business development, sales management, strategy, and customer relationships.
K.V. Triyambkeshwar has over 15 years of experience in sales, marketing, business development, and channel management in the FMCG food and beverages industry. He has a proven track record of developing strategies to meet sales targets and launching new products successfully. Currently working as a corporate manager of sales at Sanzyme, he is looking to take on a new role utilizing his expertise in sales, marketing, team management, and client relationship building.
Hisham Numan has over 26 years of experience in the automotive sector in Saudi Arabia, holding various leadership roles including business development manager, marketing and customer service manager, regional sales manager, and branch manager. He is seeking a new leadership role where he can utilize his skills in strategic planning, business development, marketing, sales management, and customer relationship management. His expertise includes launching new automotive dealerships, growing market share and revenues, and managing multi-brand operations.
Waseem Mukarram is an Indian national seeking a position with a team-oriented organization. He has over 7 years of experience in B2B sales, most recently as a Senior Territory Manager for Ricoh India Ltd. He holds an MBA in Marketing and a BSc in Statistics. Mukarram has a proven track record of developing client relationships, executing sales strategies, and achieving sales targets. His career highlights include opening key accounts and developing sustainable business with clients in various industries.
Amy Calliss is seeking an executive management position and offers over 15 years of experience in sales, marketing, business development, and leadership roles. She has a proven track record of exceeding sales targets and growing businesses. Her experience spans roles at Nikon, Lust Have It, Dateline Imports, Sony, and Harvey Norman. She holds an MBA and various sales and management qualifications. Her skills include strategic planning, client relationships, marketing, negotiations, team leadership, and achieving results.
Prakash Ranjan has over 12 years of experience in sales, marketing, business development, and customer relationship management. He is currently an Area Sales Manager at Star India Pvt. Ltd. where he manages a team that handles sales in Thane and Raigarh. Previously, he held key account manager roles at HCL Infosystems Limited and sales supervisor roles at Asian Paints Limited. He is seeking a challenging role in business development, client servicing, or sales and marketing where he can utilize his proven skills in managing, planning, and organizing.
The document is a resume for Chandrasekhar Dhara summarizing his professional experience and qualifications. It outlines over 20 years of experience in sales, business development, channel management and key account management for automotive and lubricant companies. Key responsibilities included developing distribution networks, identifying market trends, managing sales operations and achieving targets. His most recent role was Sales Manager at Wurth India Pvt Ltd from 2003 to 2015 where he was responsible for sales, marketing operations and strategies.
Kiran Kumar has over 4 years of experience in sales, marketing, business development, and distribution management. He is seeking a role in sales, marketing, or key account management. He has expertise in business development, key account management, sales, marketing, and distribution management. His experience includes roles at Dabur India, Unicharm India, and Piramal Healthcare.
Amit Nag has over 14 years of experience in sales and marketing in the automotive, insurance, and banking industries. He is currently a Territory Manager for a group insurance company, where he formulates and implements sales strategies to drive business growth. Previously, he held roles such as Senior Corporate Sales Manager and Branch Head for HDFC Life Insurance, where he exceeded sales targets and won numerous awards. He has a track record of developing high-performing sales teams and establishing new markets.
Anurag Mathur is submitting his resume for the position of Area Sales Manager. He has over 11 years of experience in sales and marketing roles across various industries. His skills include business development, strategic planning, client relationship management, and team leadership. Currently he is an Area Sales Manager at Supermax Personal Care, where he manages a team of five sales officers. Previously he held sales roles at Hindustan Unilever Limited, Max Life Insurance, and ICICI Prudential Life Insurance. He is seeking an opportunity to contribute to organizational growth and profitability through his technical and leadership abilities.
John Ubando is a retail manager with over 20 years of experience managing multiple retail stores. He has a proven track record of increasing sales and profitability through excellent customer service and effective management. Ubando is skilled in recruiting, developing employees, and motivating teams to achieve high performance levels. His experience includes positions as an Associate Manager and Customer Experience Manager at Banana Republic stores, where he consistently delivered strong business results and upheld high quality retail standards.
Asif Hussain is seeking a marketing role and has over 10 years of experience in marketing management, sales, business development, and customer relations in the power sector. He has a proven track record of developing marketing strategies, securing new clients, managing sales teams, and ensuring customer satisfaction. His strengths include strategic planning, market analysis, tendering, relationship building, and achieving organizational goals.
Rajan Rupani is seeking a senior level position in business development, sales, or customer relationship management in Mumbai. He has over 14 years of experience in sales, marketing, and business growth roles. Currently he is the Head of Sales and Marketing at Barcom Industries, a packaging company. He has expertise in developing relationships, branding, strategic planning, and managing business development teams. Rupani has an MBA in marketing and seeks to leverage his experience in revenue growth, market analysis, and new business development.
Prakash Ranjan has over 12 years of experience in sales, marketing, business development, channel management, and customer relationship management. He is seeking a challenging role using his proven skills in managing, planning, and organizing. He has a track record of success developing effective teams and meeting sales targets. His areas of expertise include new business development, relationship management, promotional activities, and team management. Currently he is an Area Sales Manager at Star India Pvt. Ltd. where he is responsible for revenue, collections, market share, and managing distributor relationships.
Beyond Sales: The New KPI's Of Marketing ROIDaniel Newman
In Marketing, the job starts and ends with the goal of creating customers. However, in a world gone social where mobile, big data and 24x7 availability of technology rule the roost, brands need a new method for measuring their marketing return on investment (ROI).
Revenue and sales are at the core, but for marketers to truly measure their impact they also need to consider things like customer retention, satisfaction and employee engagement in their evaluation.
Welcome to a new world of marketing, where new KPI's drive the initiatives of the marketing organization.
Rebranding your business may necessitate a comprehensive and strategic effort, but it is oftentimes essential for continued success in the contemporary business environment. Whether you’re facing shifting customer preferences or expanding into new markets, a well-executed rebrand can help solidify your brand identity and improve overall market positioning.
In this presentation, we’ll explore various reasons why businesses may choose to undergo a complete or partial rebrand, including mergers and acquisitions, outdated visuals and design elements, reputation management concerns, as well as target audience clarity issues. We’ll also provide valuable insights on how to approach each of these challenges effectively during the rebranding process.
Download our FREE EBOOK to help you decide if now is the time to bring in the big guns (an agency) or roll up your sleeves and DIY for a bit longer: https://bit.ly/3N6CW0i
The document discusses marketing strategy and its importance for businesses. It explains that a marketing strategy provides an in-depth view of a company's strengths, weaknesses, and long-term goals, and how to implement ideas to improve customer base. The primary internal objective for any business is to create and increase profitability to enhance shareholder value. An effective strategy balances interests of stakeholders like employees, customers, suppliers, and shareholders. It also guides resource allocation to help the organization meet its goals.
This document summarizes an article about the evolution of strategic sales organizations in business-to-business marketing. It outlines pressures from customers for higher service, relationship investments, and risk management capabilities that are driving changes. A framework is proposed for the strategic sales organization with imperatives around involvement in strategy, customer intelligence, integration across functions, internal marketing, and infrastructure development. An example is given of Procter & Gamble's Customer Business Development organizations that take a collaborative approach across functions to develop customer strategies. The conclusion discusses the strategic role of sales organizations in developing both business and marketing strategies.
Entrepreneurships Examples' Lessons from Industry Leaders.pdf46adnanshahzad
In today's fast-paced world, the journey of entrepreneurship is both a challenging and rewarding one, offering valuable lessons at every turn. From innovative business models to groundbreaking strategies, entrepreneurship examples abound, inspiring a new generation of leaders to step forward. The significance of learning from these examples cannot be overstated as they provide a blueprint for success, encompassing areas such as innovation, adaptability, and determination. Whether it's the stories of famous entrepreneurs who started from scratch or small business ideas that grew into major brands, there's a wealth of knowledge to be gained in exploring these journeys. Entrepreneurships Examples': Lessons from Industry Leaders
In this article, we'll delve into key areas critical to entrepreneurial success, including establishing a solid business plan, building a strong brand identity, mastering effective marketing strategies, fostering a positive company culture, and managing finances efficiently. Our journey will explore how successful entrepreneurs leverage budgeting, digital marketing, technology, and leadership skills to drive their businesses forward. We'll also uncover the importance of customer acquisition, maintaining customer loyalty, and the role of innovation in staying ahead. By aligning our exploration with examples of entrepreneurship that underline growth hacking, talent management, and adaptability, we equip ourselves with the tools needed for effective business development and achieving operational efficiency.Establishing a Solid Business Plan
You will have produced an execution plan with important milestones for your venture and defined your business model before you construct your financial plan and finance roadmap. You should also compile a list of important business assumptions.
Defining Your Business Goals
Setting clear, actionable business goals is crucial. Your goals should be time-bound, relevant, quantifiable, detailed, and reasonable. These goals will guide your strategic planning and help you monitor your progress. It's important to set both short-term and long-term goals, prioritizing them based on their importance to the overall vision of your business.
Conducting Market Research
Market research is essential to understand your target audience, the competitive landscape, and market dynamics. This research should include both primary data from direct customer interactions and secondary data from industry reports and competitor analysis. Effective market research helps in setting a pricing strategy and improving product offerings.
marketing for dummies / introduction to marketing / what is marketingskyrocketskyrocket
MARKETING for dummies. This presentation will explain in detail in a way anyone, person, institution or organization will comprehend. These subjects will be explained:
WHAT IS MARKETING
MARKETING PROCESS
ROLES OF MARKETING
MARKETING ORGANIZATION STRUCTURE(MOS)
Marketing can be known as a management process responsible for IDENTIFYING, ANTICIPATING and SATISFYING customer requirements profitably.
And more will all be explained in this presentation, don’t forget to like if you enjoyed the presentation and visit our website for more info at www.skyrocket.ezyro.com. Enjoy!
J.C. Penney needs to revitalize its strategy and culture to return to profitability. It should shift to a flatter organizational structure that emphasizes employee satisfaction and consistent leadership. A new mission statement focusing on supporting family values through quality products at reasonable prices is proposed. The company also needs a new "dominant selling idea" of "Shop JCP: Take Home Happiness" to better connect with customers and promote an image of happiness. Implementing a flatter, faster, and more flexible corporate structure based in Plano, Texas could help achieve these goals and restore customer and employee loyalty.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
How to hire a perfect Channel Sales ManagerHireQuotient
1.Define the Role:
Clearly outline the responsibilities and expectations of the Channel Sales Manager within your organization. Consider the specific industry, products, and market you operate in.
2.Create a Job Description:
Write a detailed job description that includes the role's responsibilities, qualifications, expectations, and reporting structure. Be sure to specify whether it's a full-time, part-time, or contract position.
3.Identify Desired Qualifications:
Determine the qualifications you're seeking, including educational background, years of experience, specific industry knowledge, and the type of channel sales expertise required.
4.Utilize Job Posting Platforms:
Post the job opening on various job search websites, industry-specific job boards, and social networks such as LinkedIn. Make sure the job description is clear and compelling.
5.Screen Resumes and Applications:
Review the received resumes and applications to shortlist candidates who meet the basic qualifications outlined in the job description.
6.Conduct Initial Interviews:
Conduct initial phone or video interviews to assess the candidates' qualifications, experience, and suitability for the role. Ensure they have the necessary skills and expertise.
7.Technical Assessment and Sales Simulation:
Consider conducting a technical assessment or sales simulation exercise to evaluate the candidates' technical and sales capabilities.
8.Behavioral Interview:
In-person or video interviews are essential to assess the candidates' interpersonal skills, leadership abilities, and cultural fit within the organization.
9.Reference Checks:
Contact the candidate's references to verify their work history, qualifications, and performance in previous roles.
10.Onboarding and Training:
Provide a comprehensive onboarding process to help the new Channel Sales Manager understand the company's products, culture, and strategic objectives.
11.Continuous Feedback and Evaluation:
Regularly provide feedback and evaluate the performance of the Channel Sales Manager to ensure they meet sales targets and align with the company's objectives.
To read the full article, visit
https://www.hirequotient.com/how-to-hire/channel-sales-manager
Corantor is a hi-tech global company with a traditionally low profile. Until recently, if you asked anyone if he knew the corantor brand name, the like hood was that he would say yes. However, he might not have known what Corantor provides in the way of its total product range, and might have associated the brand name and company with traditional technology.
The "Let's Make Things Better" global brand campaign has raised the corantor profile, and provided it with a more focused and distinctive personality.
From your point of view, what did corantor do to build its strong Brand and be well known by every one?
Not every product is a Brand. And your company has a lot of products to sell. Tell a success story from inside your company about turning, building, re-launching a brand what are the steps that were used towards this brand, or launch a new brand in to the market. And mention from your point of view and with understanding of the branding cycle what is/are the thing(s) that your company were missing that made this brand failing in the market, and what was the problem, and how did your company do to re-brand or re-launch it and made it a successful brand and be able to compete successfully in the market.
The debate about which to brand first the company or its brands, from your point of view supported by examples which comes first and why.
Also, tell us about your company and its Brands.
What did your company do to brand itself and what did it do to brand its products, and what are the positive things and negative things for branding itself first and if branding its products first.
1. Allen Questrom joined JC Penney in 2000 as CEO to rescue the struggling department store chain.
2. He focused on improving the supply chain, revamping the brand image, closing unprofitable operations, and regaining lost customers.
3. By 2004, Questrom helped achieve significant growth and profitability increases through initiatives like focusing on middle-income customers, competitive pricing, and centralizing buying decisions.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
This document discusses rebranding and provides steps for a successful brand launch. It explains that rebranding may be necessary due to changes in direction, competitive pressure, or evolution. Some key steps include reviewing the marketplace and target audience, defining the brand position, discovering what makes the brand different, and creating consistent branding imagery and messaging focused on a single target to build a positive brand image and increase sales.
Strat-Edgy provides strategic consulting services to small and medium enterprises. They offer solutions across business functions including marketing, finance, operations, and human resources. Their team of experienced consultants develops customized strategies and solutions to address clients' specific business challenges and goals. Strat-Edgy also offers proprietary methodologies and specialized services such as international expansion support, legal advisory, and knowledge process outsourcing.
Seven Steps for Revitalizing Your BrandR. Jay Olson
If the time has come to re-energize your brand, follow this proven framework to get your CEO and executive team behind you to mobiliize your initiative, and ensure your company's investment drives profitable long-term growth and asset valuation.
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docxwlynn1
Running head: MANAGING DONUT FRANCHISES 1
MANAGING DONUT FRANCHISES 2
Managing Donuts
Joyce Crow
Ashford University
MGT 330 Management for Organization
Jill Heaney
May 10, 2020
District Manager of Five Dunkin’ Donut Franchises
Introduction
As the new District Manager, I intend to build and structure the foundation of workers for all the five Dunkin' Donuts establishments. My goal is to increase the fiscal profits for every unit to establish extra legacies to the company's brand. The paper analyzes the following categories of Dunkin' Donuts: job design including job analysis, job description and job specification, and organizational design. Workers job designs will be assessed with the use of a divisional structure for Bakers, Crewmembers, and managers. Inside of Dunkin' Donuts will be analyzed to decide the needs for recruiting and selecting applicants. Also, the essay discusses the training and performance appraisals for the value of significance to the franchise.
Job Design
Job design refers to the process of organizing duties and roles into a productive unit of work. The job design will include job analysis, job description and job specification. Job design occurs when managers decide the duties to be completed, the people who will do them and the selection approach to be adopted in choosing workers (Reilly, Minnick, & Baack, 2011). Below, I have used job analysis, job description, and job specification to discuss the job design of the five new establishments.
Job Analysis
The process of assigning tasks will be undertaken by the HR department and the departmental managers. I will be adapting the extermination model of job analysis. Every branch will have 5 to 8 workers per shift, with one being a manager, one may be a shift leader and the rest will include crewmembers and bakers. They will be in charge of food handling, housekeeping and sales. Each worker's qualification will include preparing donuts, coffee, frozen meals, and working on the cash register.
Job Description
For job descriptions, the current Dunkin' Donuts models will be appropriate for the Crewmembers, Bakers, and Management (https://www.peopleanswers.com/pa/testSplashPageEntry.do?splashURL=portalDunkinDonuts1&src=825452). Most roles at the organization are entry-level positions, which need filling customer orders through preparing drinks and baked food. Applicants will need to show their readiness to take directions and interact with the clients regularly.
Job Specification
Bakers, Crewmembers, and Shift Leaders – These are the entry-level spots that will need minimal requirements. Basic requirements include at least a High School Diploma (GED or equivalent), inclination to take direction and intermingle with clients, and interpersonal working capabilities. These roles are trainable on the job. The position of shift leader will be achievable by an existing baker or crewmember .
I am a Senior Executive with over 15 years in executive-level sales leadership roles and a track record of delivering significant profitable and sustainable growth. Known as both an excellent strategist and tactician, I am particularly strong in translating the company mission into actionable strategies that drive multimillion-dollar sales, build client loyalty, and grow market and wallet share.
Highlights of my background include:
* Consistent track record of expert negotiations. As an articulate, persuasive communicator and engaging presenter, I have negotiated multimillion-dollar contracts with clients, customers, channel partners, and resellers.
* National and regional territory development and management. I have repeatedly secured key Fortune 1000 client accounts, increased product distribution, and expanded the company footprint in territories of 12 to 50 states.
* Superior sales force development and leadership skills. My ability to recruit, develop, mentor, and coach top talent has resulted in high performance, motivated teams of geographically dispersed sales professionals who meet and exceed expectations in all areas
Connie Laarendi has over 30 years of experience in retail management, most recently as District Manager for Joyce Leslie Inc. from 1993 to 2016 overseeing multiple store locations. She has a proven track record of exceeding sales goals through strategic planning, visual merchandising, customer service initiatives, and talent development. Her skills include team leadership, operations management, loss prevention, and analytics.
This job posting is for a Senior Manager of Marketing position located in Benicia, CA. The position reports to the SVP of Marketing and is responsible for leading marketing efforts to drive traffic to Cycle Gear stores and online retail, developing Cycle Gear's racing and safety programs, and executing an integrated marketing strategy. Duties include developing marketing strategies, managing budgets, collaborating with other departments, and leading a marketing team. The ideal candidate has 8+ years of marketing experience in retail, a track record of executing content programs and measuring ROI, and experience with brand management.
2. Key Performance Issues:
In order to succeed, J.C. Penney must address the underlying issues found within the
brand or industry that prevent it from developing a sustainable competitive advantage. These key
performance issues (KPIs) are:
- How do we address the discount obsession that we have created?
- How do we strategically respond to the shrinking middle class?
- How do we establish employee buy-in after such extensive and difficult leadership
changes?
- How do we reposition ourselves and become a preferred brand for our customers?
- What do we want our brand to be?
- How do we add value along the customer’s journey?
- How do we create more market space within the Department Store industry?
- How do we fix the operational effectiveness of J.C. Penney?
- How do we differentiate ourselves within this declining and saturated market?
- How do we maintain profitability in the midst of restructuring?
Vision: J.C. Penney aims to be the largest provider of retail goods and services to the
middle class families of America. J.C. Penney strives to lead sales in the department store
industry for middle class families by a margin of 20% over the next competitor and be able to
successfully market to families with superior private brands and unique and valuable services.
J.C. Penney wants customers to position J.C. Penney as reputable quality with reasonable prices
lowered by enticing promotions, as well as the largest supplier of services and the overall
greatest customer purchasing experience.
3. Culture: J.C. Penney must create a culture that focuses on the customer while still
providing value to the employees and other stakeholders. J.C. Penney must make its history a
proud and established theme within its culture, reminding employees and customers of their
founding principles and continuing values. On a related note, J.C. Penney must ensure that a
code of ethics and core beliefs for the company are agreed upon by the company and
communicated often. Once these are fully established, J.C. Penney should evaluate all
prospective employees on the basis of how well they exemplify these values and fit into the
culture. Furthermore, all of J.C. Penney’s actions should be in accordance with their stated
values and they should partake in opportunities, internally and externally, that demonstrate these
values. J.C. Penney should have clear expectations for their company in work environment,
quality of work, and company representation. J.C. Penney must also hire leaders that not only
exceed and enforce these expectations, but also work to create leadership internally to better
advance the purposes of the company and overall success. J.C. Penney must also possess a clear
system of accountability that measures success through key metrics for the company and
encourages employees to commit to company causes through goals, benchmarks, and consistent
reporting. J.C. Penney must clearly communicate its strategy to employees and ask for their
opinions on matters, involving them in the decision process. By communicating to employees
that they too are stakeholders in the company, they are more likely to support their leaders and
also take personal ownership of the company. This would essentially solve the buy-in problem
found within J.C. Penney and unify the company throughout all levels under one vision and
strategy.
Structure: To ensure communication, culture and financial success, J.C. Penney must
continue to transition into a horizontal management structure, dividing leadership and allowing
4. more employees to take on additional responsibilities and invest in the company. A horizontal
structure will boost employee morale due to increased responsibility and ownership within the
company. This horizontal structure would also increase service speed and quality, something J.C.
Penney will need to remain competitive. To succeed in this restructuring, J.C. Penney must
create a culture that fosters teamwork, reduce management levels to a minimum for the
corporation and adopt a structure that is divided by customer segment. This would entail an
overall CEO, then Target Market Managers who oversees stores for each specific target market,
provide direction for what products to have for the customer segment, how to market them, and
how to relate to customers. The remainder of employees would work as teams and report directly
to their target market managers. At most, J.C. Penney should have 3 levels of management: CEO
and Target Market Managers, Department Heads, and then general employees (Reference
Appendix 1). This will keep the structure more horizontal, despite the size of the organization.
J.C. Penney must reassign major responsibilities for the corporation to the managerial
position for which they best apply. The CEO should be in constant communication with the
Board of Directors as well as each Target Market Manager. His responsibility is to be the liaison
for Target Market Managers to the Board of Directors, and be the face of the company, as well as
to determine if all specified strategies also match the overall corporate strategy. Target Market
Managers must communicate with department heads and piece together a strategy for their
specific customer base that appeals to them and adds value. The department heads will report
financial metrics and marketing mixes, as well as distribution plans to the Target Market
Managers, who will then establish fit within the company’s processes and create a clear and
cohesive strategy that matches the overall corporate vision. Department heads will gather
5. information as “team leaders” of their department and organize it then communicate it to the
Target Market Managers.
J.C. Penney would also benefit by reimagining their store space and creating the “town
center and boutique” model prescribed by Johnson. This would be structuring the store by
updating the general floor space and placing items with major promotions and sales along with
checkout and services in the center of the store. Along the perimeter of the store, J.C. Penney
should place boutiques that are small areas of floor space customized to brilliantly display a
certain product or brand. These would include J.C. Penney’s most profitable partnerships and
brands such as Disney and Sephora. This new model would attract customers, differentiate J.C.
Penney from competitors, and increase overall customer experience.
Secondary Practices:
Leadership: J.C. Penney must aim to obtain leaders that do not hesitate to take risks,
understand the company, competitors, and market space, and are efficient communicators and
motivators. By accumulating leadership with these characteristics in all levels of the corporation,
J.C. Penney can better develop a strategy and sustain and maintain it. Success in this industry
requires advanced innovation and exemplary fit with strategy. J.C. Penney should hire leadership
primarily within the retail industry, who can transition easily and quickly to the department store
industry and understand the trends, opportunities and threats. Leadership must be effective in its
efforts to communicate and have operated in a horizontal organizational structure. Furthermore,
all leaders should have an understanding and appreciation for J.C. Penney’s brand and culture.
These leaders must also be trustworthy and cooperative, coordinating all ideas and execution
throughout the company. Lastly, leaders should be value-driven and customer focused, never
veering from an understanding that the success of the company relies upon the fulfillment of
6. needs for the customer. Whether this leader is CEO, Target Market Manager, or department
head, these qualities are necessary to aid in the success of J.C. Penney.
Talent: The talent found within J.C. Penney will not exclusively come from those in
leadership positions. It is also important the J.C. Penney seeks talented low level employees to
employ. These employees must represent J.C. Penney often directly to the customer, and
influence the customers’ perception of the brand. For this reason, employees should at all levels
should be capable and competent, while also representing J.C. Penney’s values. Furthermore,
talented employees, even at a low level, can attribute to the company’s ability to innovate, add
value for the customer, and appeal to the customer. These ideas can then be communicated and
put into action. Lastly, talented lower level employees can increase the rate of promoting from
within and help minimize the needed transition process for people taking over new positions.
While J.C. Penney needs to acquire talented employees, they also require talented brands to
succeed. J.C. Penney has already benefitted from several talented partnerships (see partnership
section below). In looking for products to expand their product offering, J.C. Penney should
continue to acquire relationships with brands that are talented marketers and already have high
established brand equity, favorable customer positioning, and superior quality.
Innovation: In order to support their dominant selling idea (see following section), J.C.
Penney must innovate in the forms of store layout, customer convenience, and product and
service offerings. J.C. Penney must use these innovations to differentiate themselves from the
competition and create a superior customer experience, since changing the industry’s pricing
strategy would be dangerous and difficult. With a new store layout, J.C. Penney can draw in
customers and offer a different experience than typical department stores, using unique boutiques
and updated retail space that help customers interact more with the store and products. Shopping
7. at J.C. Penney will feel more like exploring a town center, rather than browsing through boring
and homogenous departments. J.C. Penney can increase customer retention and stimulate
customers to purchase more through innovations in customer convenience. This would include
integrating a new form of checkout (see Marketing Mix) that allows customers to conveniently
shop in all departments and services with only one checkout. Furthermore, J.C. Penney would
enhance their current mobile application to better facilitate online shopping and encourage
shoppers to purchase more. Lastly, J.C. Penney must differentiate and add value through their
product and service offerings. J.C. Penney can innovate in this area by adding more services, to
make customers’ experiences easier, more productive and enjoyable.
Partnerships: Partnerships are essential to J.C. Penney’s success because they bring in
customers even when J.C. Penney struggled to do so on its own. This is due to the individual
brand equity and reputable products that partners of J.C. Penney such as Disney and Sephora
have. J.C. Penney should continue to maintain these relationships and attempt to expand the
product offerings of the most successful brands with the promise of boutique style store space in
each J.C. Penney. J.C. Penney must also scout other brands and attempt to obtain products that
target and provide value to their key target markets (mainly middle class families and young
professionals). With this period of restructuring, J.C. Penney has an opportunity to offer brands a
partnership in a completely new and innovative store design, and can accommodate specific
needs that brands might request. In a different vein, J.C. Penney should also look for companies
to pair with in philanthropic and ESG causes. Associating with a charity or another charitable
organization could automatically improve J.C. Penney’s brand equity and positioning within
customer’s minds, while also reinforcing company values and encouraging employees.
Dominant Selling Idea:
8. J.C. Penney must continue to build upon its rich history, targeting middle class families
and offering them unique products through their profitable partnerships at reasonable prices
supplemented with consistent annual promotions. They must renovate stores progressively to
move towards a boutique and town center model, while also updating the general floor space to
keep stores looking attractive and desirable. This paired with an extension of services to include
childcare, food carts, personal stylists, and spa services will help to transform the J.C. Penney
experience into a fun family event, rather than a necessary trip or unwanted chore.
Name: J.C. Penney must choose the identity that they want to maintain and market to
customers from now on, either “jcp” or “J.C. Penney.” J.C. Penney should refer to themselves
exclusively as J.C. Penney. This name has a rich history and positive connotations in the
customers’ minds. “jcp” may be used by customers as a short hand for the brand, but the title was
used during Ullman’s tenure and has a negative association with the “fair and square” pricing
model and discontinuation of key brands. J.C. Penney should continue to use “jcp” strictly as the
name for a specific line of their private brand products. Beyond this, in all communication with
the customer, the name “J.C. Penney” should be used.
Tag Line: A possible tag line for J.C. Penney following the realization of their DSI could
be “More pretty for your Penney.” This tag line utilizes the name of the company within the tag
line so that when it is seen, there is no doubt about what company it refers to. Furthermore, it
plays off of the common phrases “more bang for your buck,” reinforcing the idea of attractive
prices, and “costs a pretty penny,” reinforcing quality and status. It touches on the new
aesthetically pleasing store design and improved product offering through the word “pretty.”
Lastly, the phrase is simple, memorable, and pleasing. All messaging should emphasize new
product and service offerings to attempt to attract new customers and simultaneously increase
9. perception of brand quality. It is important to continue the advertising of sales and promotions to
retain customers who are highly motivated by these sales. Messaging also needs to focus on the
new and updated sales space without decreasing the attractiveness of the sales space not in
boutique form. Lastly, messaging must portray the superior customer shopping experience that is
to be had at J.C. Penney. Buzzwords like “convenience”, “exclusively”, “savings”, and
referencing of popular brands like St. John’s Bay, should be used in messaging to appeal to key
target markets and grab the attention of the audience.
Key Visuals: J.C. Penney should continue to utilize patriotic imagery due to their rich
American history and the positive connotation consumers have with American symbols;
however, J.C. Penney should discontinue the use of the “jcp” American square logo and replace
all store logos with the simple J.C. Penney logo in red font. J.C. Penney must display images of
families enjoying shopping experiences, as well as integrate products and services into the same
advertisement. J.C. Penney should attempt to create campaigns using the image of their founder
integrated with the new store’s identity in order to try and reinforce the idea of progress yet with
the same values in place. The
Position against Competition: J.C. Penney needs to take a position against competitors
that place them superior in terms of customer purchasing experience with average product
breadth and product quality, but superlative service offerings and a unique product mix. It is too
difficult to compete on price in the industry, so J.C. Penney can be content to sit at the industry
average level with Macy’s and Sears. It is also not plausible for J.C. Penney to derive their
competitive advantage in product breadth or quality, instead they should take the position of
having a more unique and specialized product mix, mainly through their private brands and
partnerships. J.C. Penney already has the most services and with a planned expansion, this will
10. certainly assert J.C. Penney as superlative in the industry for service offerings. The industry
competitors are all very similar in store structure and shopping experience, J.C. Penney must
take advantage of this and aim to position themselves as the leader in these areas as well, through
their boutique and town center structure, service offerings, and consumer convenience
innovations.
Marketing Mix Strategy: (include innovations)
Customer Solution Strategy: J.C. Penney must use a mix of consumer convenience
solutions, innovative store design that increases customer experience, unique product offerings,
superior service offerings and sales promotions to add value to the customer. Customers will be
able to shop at J.C. Penney and find not only unique products from their favorite brands like Liz
Claibourne, Disney, and Sephora, as well as J.C. Penney private labels that pair style and
reasonable quality at obtainable prices, but J.C. Penney will also extend their line of services to
include in-store personal stylists, spa, food-carts, and child-care. These services will then satisfy
a whole new list of needs that shoppers have, including what to do with their kids, what and
where to eat, and what outfit to choose. These services are convenient for shoppers and they also
contribute to the “town-center and boutique model” that J.C. Penney will progressively convert
their stores to. This model is meant to better display products in an attractive way, differentiate
from competitors, and improve to shoppers’ experience. The most popular and well-known
products for each department will receive small boutique space around the perimeter of the store,
while other products (particularly those on sale), the service center, and the customer service and
checkout counters will encompass the center of the store. Shopping at these “boutiques” will
provide customers with a perception of luxury and wealth, and the newly renovated general floor
space will still be attractive to customers due to the renovations, as well as the promotions that
11. will occur within these spaces. J.C. Penney will also provide one large and central check out area
(like Walmart and Target), rather than individual checkouts at each department. Customers can
keep a “tab” through the use of J.C. Penney “IDs” paired with their J.C. Penney mobile
application or the recording of a J.C. Penney Credit card. This would allow a whole family of
shoppers to partake in services and shop and only have to pay once throughout the whole trip,
settling the account at the front checkout, and closing their tab before they leave. J.C. Penney
must continue to compete online and through mobile applications. J.C. Penney has a strong
mobile application and should continue to add features, including shopping recommendations on
customer behavior and a service scheduler, as well as advertise the app in store, incentivizing
customers to use it. J.C. Penney also should maintain their pricing strategy, as it is difficult to
compete in the industry without promotions; however, it should decrease the number of
promotions progressively and increase the customer reward programs, so while prices may be
lower at Macy’s for a comparable product, customers could still receive a better deal at J.C.
Penney by using customer rewards.
Access Strategy: J.C. Penney will provide its customer solution to customers through its
store and online presence. While J.C. Penney stores are currently located in indoor malls, these
are dying, so J.C. Penney should progressively transition into moving stores into outdoor strip
malls. Many customers hate going to indoor malls due to perception of high traffic, but outdoor
malls and outlet malls are still growing in popularity. J.C. Penney can take advantage of this by
closing low performing stores, and if and when the resources are available, opening new stores in
outdoor and outlet malls, where their target markets shop. J.C. Penney should progressively close
at least the bottom 10 – 15 poorest performing stores to provide capital for restructuring and the
renovation of other stores. J.C. Penney’s stores will take on the “boutique and town center”
12. model discussed in the previous section. This will provide customers with attractive sales space
to view their favorite products and help them to feel more luxurious and entertained, as if they
were stepping into a different store with a unique image for every boutique. However, the rest of
the store will be updated to still be aesthetically pleasing and this space will contain the majority
of sales and promotions to minimize the loss of sales that may occur from customers enjoying
the boutiques. J.C. Penney must maintain their online presence and mobile shopping presence
and continue to innovate through adding convenience features for customers and increasing
reward systems to incentivize customers to use these applications.
Value Strategy: J.C. Penney’s pricing strategy must be competitive with the rest of the
industry, which means they have to maintain a strategy that utilizes couponing and sales
promotion, because they do not have the resources and ability to innovate the market on price.
Therefore, J.C. Penney should continue promotion and couponing but reduce the frequency of
widespread sales in order to ensure they aren’t depending on pricing strategy to succeed. Instead,
J.C. Penney should focus on communicating and increasing the use of their rewards program and
increase the frequency and amount of rewards so that customers can receive prices through the
use of earned rewards despite the decrease in sales and promotions. Customers are motivated by
sales pricing, but the increase of rewards can provide them with similar prices at reduced costs
for J.C. Penney, and simultaneously further engage customers with the brand. J.C. Penney’s new
store model will also affect the pricing strategy, as they should initially promote boutique
products to draw attention and create a customer base, then reduce promotions for these high
demand products and focus on increasing sales of other brands through the use of promotion.
Engagement Strategy: J.C. Penney must improve and offer focused communication in
their messaging efforts. This includes better communicating the values of J.C. Penney and their
13. philanthropic and ESG interests, in an effort to restore any lost brand equity from the Johnson
era. J.C. Penney must focus the majority of its advertising on the completely revitalized customer
experience that will result from new store structures, customer convenience innovations and
services, and retaining and adding key brands. In educating customers on these changes, J.C.
Penney must continue to include messaging regarding promotions over all channels of
communication. Furthermore, J.C. Penney should start a “My J.C. Penney” advertising campaign
after the launch of newly structured stores to improve brand equity and show what customers
honestly like about the new J.C. Penney and how they are making every trip into their own
enjoyable experience. J.C. Penney should improve their social media presence specifically to
attract younger customers, both children who can influence the family to shop at J.C. Penney,
and young adults and professionals. J.C. Penney’s product advertising should revolve around
marketing unique products (private brands and partnerships). This can be accomplished by
posting promotions and contests specifically on Facebook and Twitter, and collaborating with
the social media messaging of partner brands to reach a larger audience. Overall, J.C. Penney
needs to focus on the customer and what value they can gleam from shopping at J.C. Penney.
Forgetting the needs and views of the customer (as Johnson did) is extremely detrimental.
Most Valuable Target Market:
J.C. Penney’s most valuable target market is upper-middle class American families,
labeled “Trendy Families.” This segment most has an above average amount of disposable
income, children between the ages of 10 and 15, and most likely live in suburban areas. These
families are very subject to trends and value style highly. However, they are thrilled by finding
deals and are attracted by promotions. Lastly, they demand convenience and only shop at stores
that accommodate the whole family’s needs in order to save time.
14. Customer Solution Components: Trendy Families focus on value, style, breadth of
product offering, and convenience. When Trendy Families are at a J.C. Penney location they will
enjoy the boutique style structure because it satisfies their psychological need for status through
the more expensive environment it creates. However, the structure still allows for deals and
promotions to be present, satisfying the need for value. J.C. Penney should emphasize their
unique product offering and partnerships that attract kids, such as Disney, because children have
a significant effect on their parents purchasing decisions. Furthermore, J.C. Penney should target
Trendy Families with their services and create services designed to specifically serve them.
Families already are the target market for J.C. Penney’s portraits and haircut services, and they
would also benefit from childcare services and food cart offerings as they look for a convenient
way to grab food, or a chance to shop without their children. Trendy Families will especially
benefit from the time-saving convenience features implemented into stores, such as centralized
checkout and the new tab system that allows families to place their services and items from
various departments onto a tab that they pay right before leaving the store. Therefore, J.C.
Penney must provide these checkout options in stores in order to improve family shopping
experience and convenience.
Access Components: J.C. Penney should focus on providing a quality online shopping
experience with features that maximize the convenience of shopping. The J.C. Penney website
will allow families to ensure that their needed products are available at J.C. Penney before
reaching the store, let them to purchase products from the comfort of their home, reserve
products or order them for in-store pickup. As mentioned in the previous section, Trendy
Families will also benefit from the new store structure and each member of the family will have
15. an enriched shopping experience, whether due to the convenience of the centralized check out,
the placement of on-sale brands, or the exciting unique boutiques.
Value Components: Like most everyone, Trendy Families will also value the
continuation of the promotion and couponing pricing strategy. Despite the above average amount
of disposable income, Trendy Families must satisfy the needs of, on average, four different
people and stick to a reasonable budget. So, it is essential that J.C. Penney maintains the pricing
strategy in order to attract this family audience. J.C. Penney must also offer promotions that
center around their lifecycle such as “Back to School” sales where they can receive discounts on
needed clothing and items for their children as they return to school. J.C. Penney’s rewards
program will also be a key factor for Trendy Families, who will benefit from rewards more than
other segments due to the number of purchases they make throughout the year. With four or
more consumers to purchase in the family, rewards can accumulate quickly and result in larger
savings for the family.
Engagement Components: J.C. Penney’s messaging to families will most heavily
differentiate from the company’s overall marketing mix. To attract families, J.C. Penney should
advertise during children’s television shows as well as prime time “family appropriate”
programs. If J.C. Penney can captivate the audience of the children in the family there is a high
likelihood that the children can then motivate their family to partake in the J.C. Penney shopping
experience. Furthermore, J.C. Penney should implement strategies to increase the number of
customers who offer post-purchase reviews, in order to improve the quality and reliability of
customer reviews online. Families often use customer reviews to evaluate products before trying
them for themselves at the store. J.C. Penney should also search out opportunities to sponsor
events in which the majority of the audience will be families. Lastly, J.C. Penney should
16. collaborate with partners to reach a larger audience in their advertising and benefit from their
brand equity.
Most Potential for Growth:
The target market with the highest potential for growth for J.C. Penney are referred to as
“Young Professionals.” These are consumers with an undergraduate or graduate level of
education, who are entering the workforce for their first full time salaried jobs, ages 22 - 30.
They do not possess a large amount of disposable income but have middle class status and
moderate to high earning potentials. Most Young Professionals do not have kids and search for
good quality and style without hefty price tags.
Customer Solution Components: In order to attract Young Professionals and capitalize
on the market’s potential, J.C. Penney must determine which part of their product mix is most
valuable to the target. J.C. Penney should focus on advertising their less popular private and
national brands and providing them at enticing prices. Young Professionals want quality
products at great values, they do not need to possess the top name brands in order to satisfy their
needs, as long as the product is functional, at a good price, and fits their style. For this reason,
J.C. Penney must update the general floor space and keep it attractive to customers so that
customers are not deterred away from the products. While, Young Professionals will not be too
concerned with the fancy boutiques of the new J.C. Penney model, some subgroups from the
segment will appreciate particular brands and partners. For instance, J.C. Penney will want to
strengthen their relationship with Sephora and increase product lines in order to capture the
business of female Young Professionals. Young Professionals are also transitioning in their
needs as they move from college to the workforce. This means they are looking for help in
17. deciding what clothing, home goods, and other products to purchase. J.C. Penney should provide
in-store personal stylists and interior design specialists to accommodate these needs.
Access Components: As a younger generation, J.C. Penney must strengthen and
innovate their internet and mobile presence in order to fit the needs and lifestyles of the Young
Professionals segment. Young Professionals have been raised on computers and use the internet
as a form of shopping more than they physically shop at stores. J.C. Penney must innovate by
adding features that Young Professionals value, to both the website and smartphone application.
These could include a J.C. Penney service scheduler, a recommendations page based upon past
purchases, and a more comprehensive product catalog that can be filtered by criteria such as
price, quality, occasion, average review, brand, size, and other characteristics. J.C. Penney
should also undertake the transition towards strip malls in order to better capture this target
market.
Value Components: J.C. Penney should continue to provide sales and promotions in
order to attract this market, as Young Professionals are very selective in how they use their little
disposable income and will not hesitate to purchase from a different retailer if the price is not
attractive or reasonable. In particular, J.C. Penney should consider the stage of life these
consumers are in, and offer sales that offer reduced prices on related items such as blazers and
dress shoes, as Young Professionals attempt to expand their selection of work clothes. J.C.
Penney should offer special incentives to Young Professionals through the J.C. Penney rewards
program on the mobile app. Through the profiles of the mobile application, J.C. Penney could
determine Young Professionals based upon age and offer them discounts on products and brands
that they enjoy. Young Professionals know how to utilize technology extensively and would
18. shop much more frequently if they received promotions and incentives on their phone that were
convenient to sort through and use.
Engagement Components: Once again, in order to engage and education Young
Professionals, J.C. Penney must utilize online and mobile technology and be innovative in their
messaging. J.C. Penney should advertise and post promotions, sweepstakes, and contests on
Facebook and Twitter. Young Professionals use these forms of communication almost constantly
both for work and leisure, and would simultaneously learn of J.C. Penney’s offerings as well as
receive motivation to visit their store, website, or social media page. In J.C. Penney’s product
messaging, they must advertise using people that Young Professionals can relate to, being
around the same age. Young Professionals have a need for products that apply specifically to
them in their stage of life (out of school, independent, but not necessarily married and having
kids). If Young Professionals see men and women their age in stylish outfits advertised at
reasonable outfits, they will immediately consider J.C. Penney as an option and probably
research the product offering. As previously mentioned, Young Professionals also value the
rewards system. Therefore, J.C. Penney should also channel messaging through this medium,
syncing rewards with the mobile application to offer specific promotions on recently viewed
items or related items.
Business Model:
New Model: A new business model that could be an asset to the growth and profitability
of J.C. Penney would resemble the company “Trunk Club,” which is now owned by Nordstrom.
J.C. Penney could offer free personal stylist consultation to customers, customers would then
meet with the stylist and define their ideal clothing style and sizes. The stylist would then
assemble outfits that match the customers taste in style as well as the location’s climate and
19. season. These outfits would then be shipped to the customer. The service would be called
“Penney Packages,” have variable pricing to match the approximate worth of the clothing
purchased, and customers would select at what interval they would like to receive an outfit
(monthly, every 3 months, semiannually, annually, etc.). Clothing of all types could be
purchased through this method, dress clothes, casual wear, even pajamas. This would also
provide J.C. Penney another method of distributing rewards points and another channel for
customers to use reward points.
Target Customers: This model would target multiple customer segments. Due to its
variable pricing and frequency, Penney Packages could be purchased by groups in the middle
class or higher. The idea would mainly target Young Professionals and middle class single
adults. Young Professionals and single adults consider style to be very important as it affects
their professional and dating lives. Young Professionals would also appreciate help in selecting
new clothing for their professional lives. Both groups would also appreciate the convenience and
of the purchasing method and its customization to their taste and attributes.
Fit: This model fits well with the DSI prescribed for J.C. Penney, because it
simultaneously innovates, provides a service to customers, and increases perceived product
quality and breadth. Furthermore, Penney Packages contributes to the customer experience, both
inside the store and out as customers interact with personal stylists in the store and then receive
the product in a convenient and exciting form. Penney Packages do not conflict with any of the
history of values of J.C. Penney, and they J.C. Penney could also offer coupons or sales on the
packages to be consistent in pricing strategy.
Budget and Resource Allocation:
20. Resources: The restructuring of J.C. Penney will take substantial financial resources
including liquid cash, real estate, and talent. To convert every store to the “boutique and town
center” model will require substantial amounts of money, not only will these boutiques have to
be designed and set up around the perimeter of storefronts, but the entire building must be
updated to match the quality and atmosphere that the boutiques create. Furthermore, checkout
will have to be repositioned and the addition of services will result in the addition of service
stations and purchase of equipment such as massage tables for the spa and play equipment for the
childcare center. It will also take money to replace store signs that currently still display the fair
square jcp logo. If J.C. Penney wants to relocate to strip malls, they must also find available real
estate within a strip mall to do so, or find clear land to build upon and start a strip mall with J.C.
Penney as the center. J.C. Penney also will need talent in order to complete this restructuring.
This talent is needed in leadership positions, skilled service providers, and general employees.
J.C. Penney does not currently have much of these resources due to its poor financial success
over recent years. This is an issue, but if the risk is not taken or J.C. Penney waits for an
alternative that is less costly, it will continue to lose market share and have poor profit returns.
So, J.C. Penney must obtain the necessary resources to complete this strategy and compete
within the industry.
Funding Growth: While this process will be progressive and the store redesign will be
tested before it is widely implemented, the J.C. Penney still must obtain vast resources to
complete this vision. In order to do so, J.C. Penney will first close down the top ten
underperforming stores. J.C. Penney will also save money through decreasing the number and
cost of promotions. J.C. Penney will still have to borrow money, however. In order to counteract
this debt, J.C. Penney can sell stock and attempt to balance the debt-to-equity level. If these
21. steps are not sufficient, other options could include selling off private brands that are
underperforming or not beneficial to J.C. Penney in the new strategic context.
Estimated Return on Investment: It will take multiple years to implement the strategy
fully across the corporation as a whole. Following this period, if the strategy is successful and
communicated well, the Return on Investment should be around 7.6% by the year 2019. This
would be about a 17% increase since 2013, with an average growth of 3.4% per year, and return
the ROI almost back to its rate in 2008.
Assessing Strategy:
Financial Metrics: In assessing the strategy’s success throughout the years J.C. Penney
should reference all financial metrics but in particular: Gross Profit Margin, Return on Assets,
Current Ratio, Inventory Management, and Debt-to-Equity Ratio. Expectations for these ratios
vary. The Gross Profit Margin will demonstrate the profitability of J.C. Penney and is expected
to drop slightly in the first year of restructuring, but continuously increase about 3 to 3.5%
annually for the following five years. Gross Profit Margin depends on revenue, so after the initial
company transition, revenue will increase as customers learn of the new value and experience of
J.C. Penney. If Gross Profit Margin falls, it indicates decreased revenues or increased cost of
goods sold, and J.C. Penney must adapt, altering marketing strategies in an attempt to attract
customers. Return on Assets, as a metric of management effectiveness, will indicate to J.C.
Penney how well management is managing the company. This metric should also increase due to
the estimated increase in revenue. However, if the metric falls it indicates a decrease in sales or
an increase in assets. In terms of liquidity, J.C. Penney can utilize the Current Ratio to ascertain
how well they are covering their current liabilities. This ratio made drop with addition of debt for
restructuring but if it drops below around 1.3, J.C. Penney has real reasons for concern and
22. should concentrate on paying off and reducing liabilities or liquefying assets in order to create
more current assets. Inventory Turnover rate indicates the efficiency of J.C. Penney, and this
should not alter much throughout the restructuring process, continuing to hover around 4, as long
as J.C. Penney continues to accurately predict sales trends and adjust accordingly. Lastly, the
Debt-to-Equity ratio indicates how much of J.C. Penney is financed by creditors. This ratio will
increase in the upcoming years as J.C. Penney will initially accumulate more debt during these
structural changes despite efforts to also finance with equity. This metric will become a cause for
concern if it raises above 1.5 despite simultaneous equity financing.
Market-based Metrics: In terms of in process metrics, J.C. Penney can use trust and
loyalty, customer satisfaction, relative price, and response time to problems to indicate the status
of the company in the minds of consumers. J.C. Penney should see an increase and affirmation of
trust and loyalty due to the implementation of this strategy, as customers can see the products
they value as well as the promotions pricing strategy they expect return to J.C. Penney. If these
two metrics do not increase, J.C. Penney would need to conduct surveys and interviews to
understand if customer service is an issue, and analyze messaging to ensure clarity. With new
products, store structure, services, and customer convenience, there is an expectation that
customer satisfaction will also increase substantially. However, if this does not occur the new
structure has most likely been rejected by consumers. Relative price should stay fairly constant
as J.C. Penney plans to decrease the number of promotions slightly, while increasing rewards in
order to remain competitive. If this metric changes unexpectedly, it is important to analyze
competitors as well as J.C. Penney in order to determine if the change was internal or external.
Lastly, response time to problems should decrease due to the increased efficiency of a horizontal
23. organizational structure. If response time does not decrease, the organization or leadership has
failed to communicate properly.
When considering end result market-based metrics, revenue per customer, customer
retention rate, market share, and percent new customers all help indicate J.C. Penney’s success
rate within the market. Revenue per customer is expected to increase, this is partly due to the
store layout that will attract buyers to more products, as well as a specified product offering, and
innovations in online and mobile purchasing platforms. Customer retention rate also is expected
to increase due to some of these same strategic changes, as well as increased trust between
customer and company and a superior customer experience. If either of these metrics drop, it is
an indication that the store’s offerings are not fulfilling a customer need or are still losing out to
competitors. With these strategic changes and Wal-Mart and Target leaving the industry, J.C.
Penney’s market share is also expected to rise. This more competitive strategy will push back on
the competition of Sears and Macy’s. If market share decreases, J.C. Penney must consider
whether the environment and industry changed or if customers are not purchasing more. Lastly,
percent new customers is also expected to increase. This is an anticipated result due to the focus
on J.C. Penney on markets such as Young Professionals, who are often overlooked but have
large growth potential.
24. Appendix
1. Organizational Structure of J.C. Penney
Older
Adult
Young
Professional
CEO Trendy
Families
Low-Income
Families
2. Department Heads
3. Employees
Board of Directors
1. Market Managers and CEO
Legend
Finance
Marketing
Product Development
Distribution