This lecture was prepared for BTEC Business Studies Level 4, but can also be useful for other business studies students, Sales Managers, Sales Team Leaders and Supervisors
Some tips for quick-bites in fundamentals of successful marketing implementation. Download it freely and spread around. Share knowledge and tips, it makes your life merrier! :) Cheers!
Building sustainable leadership is a top concern for most organizations. Frontline managers have a particularly broad leadership responsibility, but 60% of them receive no training for their leadership roles. In this webinar, business, leadership, and learning experts explain the importance of developing frontline leaders and how high-engagement learning can efficiently develop critical leadership capabilities for first-time and incumbent managers. Speakers also explore how new technologies help make leadership training more personalized, social, collaborative and experiential—turning any work setting into a learning space. Real-world examples illustrate how leaders can integrate their new skills into current work tasks to improve speed to proficiency and impact.
Audience Takeaways:
Importance of frontline manager development for solving today’s business challenges
Role of leadership development at each organizational level in driving business strategy
How to facilitate the transition from peer to first-time leader and key considerations at that stage
How high engagement learning can accelerate leadership development, particularly for first-time managers
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Sales and Relationship Management
Sales is part of every job today, internal and external. This curriculum will orient you on sales and relationship management, a very important aspect of business – one that going forward, will help you in your career. This serves as an introduction to sales, relationship management and the importance of both in banking and services.
Instructor: Xavier Jenkins
Hours: 3.0
Level: Core
Type: Online Video Course
Live Discussion: Yes
Language: ENG
Some tips for quick-bites in fundamentals of successful marketing implementation. Download it freely and spread around. Share knowledge and tips, it makes your life merrier! :) Cheers!
Building sustainable leadership is a top concern for most organizations. Frontline managers have a particularly broad leadership responsibility, but 60% of them receive no training for their leadership roles. In this webinar, business, leadership, and learning experts explain the importance of developing frontline leaders and how high-engagement learning can efficiently develop critical leadership capabilities for first-time and incumbent managers. Speakers also explore how new technologies help make leadership training more personalized, social, collaborative and experiential—turning any work setting into a learning space. Real-world examples illustrate how leaders can integrate their new skills into current work tasks to improve speed to proficiency and impact.
Audience Takeaways:
Importance of frontline manager development for solving today’s business challenges
Role of leadership development at each organizational level in driving business strategy
How to facilitate the transition from peer to first-time leader and key considerations at that stage
How high engagement learning can accelerate leadership development, particularly for first-time managers
The Importance of Sales and Relationship Management in any BusinessXavier Jenkins
Sales and Relationship Management
Sales is part of every job today, internal and external. This curriculum will orient you on sales and relationship management, a very important aspect of business – one that going forward, will help you in your career. This serves as an introduction to sales, relationship management and the importance of both in banking and services.
Instructor: Xavier Jenkins
Hours: 3.0
Level: Core
Type: Online Video Course
Live Discussion: Yes
Language: ENG
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Your Website
Search Engine Optimization (SEO)
Email Marketing
Event Marketing
Social Media
Creating a Marketing Calendar
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Recruiting, retaining, and managing the sales force; and managing the sales effort is the major function of any business. Sales is the only revenue generating operation and it needs to be carefully studied and understood to maximise results in today's globally competitive, Triple Bottom Line, world
Developing a Strategic Marketing Plan - 20140425 SBDTCJason Miller
Effective marketing involves strategy and planning. Creating a strategic marketing plan for your business can help ensure that your budget is allocated appropriately and that your message targets the right people in the right place at the right time.
"Without a plan there's no attack. Without attack, there's no victory." Ack Ack (Curtis Armstrong), One Crazy Summer.
How to Create a Marketing Plan for Financial Advisors and Grow Your Business ...Claire Akin, MBA
Are you ready to make this year your best year ever? Get started by joining us for an exclusive workshop webinar to create your marketing plan! We'll review six steps to get started with your marketing plan including:
Your Website
Search Engine Optimization (SEO)
Email Marketing
Event Marketing
Social Media
Creating a Marketing Calendar
You'll walk away with a concrete action plan to increase new leads and referrals this year and beyond!
How to Write a Marketing Plan: A Comprehensive Guide with TemplatesVital Design
Since we are a digital marketing agency, this marketing plan discussion will focus heavily on
digital marketing (what we call “inbound marketing”) — but the strategies and concepts discussed
can be expanded to encompass your entire marketing department.
Presentation for NRPA Revenue Development and Management School (Year 2). Participants walk away with a one-page marketing plan for one of their programs, facilities, or services in this interactive session.
We welcome you to learn about WOW Culture. And how WOW Culture in a business creates the most productive and innovative work environment!
facebook.com/wowculture
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"Do you Know Rahat Kazmi"? I created this Digital Profile of mine and now you can use this example to create your own Digital Profile or Digital CV.
#DigitalProfile #DigitalCV #RahatKazmi #DoYouKnowRahatKazmi
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If this tutorial has been helpful, please Like our pages to support us and don't forget to share this with others.
UK Corporate Governance Reform, Theory and New Stewardship Code, Lecture by ...Rahat Kazmi
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The above lecture was produced to teach MBA students in London a few years ago and now distributed free online to benefit everyone. I hope you will follow me on Slide Share and Twitter, Like my Pages on Facebook and I will keep providing you more lectures, Tips and ideas to increase your knowledge.
195 Accounting Principles Questions and Answers for Accounting Exams and Job ...Rahat Kazmi
These 195 Answers have been put together to most popular Interview Questions. These questions can also be useful for Exams but I would recommend further reading. Please note that the Answers are based on US GAAP, but I have seen these are very similar to UK GAAP. If you like my efforts, please follow me to receive more documents like this in the future.
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The Most Common 42 Accounts Payable Interview Questions: Please review these with Answers. If it helped you in anyway, please Like our pages and recommend us to your Network.
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This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture.
Hope it was beneficial to you.
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This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture.
Hope it was beneficial to you.
Leadership & change management, Lecture 3, by Rahat KazmiRahat Kazmi
This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture.
Hope it was beneficial to you.
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Rahat Kazmi is a successful training consultant in the UK who can prepare training materials and deliver training in any topic within Finance, Business, Management or even Systems' Training.
Hope you enjoy it!!
Please do leave your feedback. If you would like a copy of this in ppt, you can make a small donation of £1 by Paypal and it will be sent to you.
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2. Organize Around Customers
ã Historical
ã Product-centered
ã Expertise in features and functions
ã Today
ã Customer-centered
ã Expertise in business issues
ã Sales resources deployed to provide
best service to best customers
Source: HR Chally Group (2007), The Chally World Class Excellence
Research Report: The Route to the Summit. Dayton, OH: HR Chally Group.
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3. ã Identify purposes of sales organization
ã Understand different horizontal
organizational structures of a sales
force.
ã Outline major issues in key account
and team selling.
ã Discuss key vertical structure issues in
sales organizations.
ã Identify important issues in starting a
new sales force from the ground up.
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4. Purposes of Sales Organization
ã Divide and arrange activities so the
firm can benefit from specialization
of labor
ã Provide for stability and continuity
in firm’s selling efforts
ã Provide for coordination of activities
assigned to sales force and to
departments in the firm
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5. Division and Specialization of Labor
ã Increase productivity - specialists
can become proficient at assigned
tasks
ã Divide required selling activities to
gain maximum benefits within the
sales force
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6. Division and Specialization of Labor
ã Line organization
ã Vertical
ã Chain of command runs from chief sales
executive down through levels of
subordinates
ã Each subordinate responsible to one person
VP Sales
Director of UK. Sales
Regional Mgr. for
England
District Mgr. for
Wandsworth
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7. Division and Specialization of Labor
ã Line and staff organization
ã Vertical (most common)
ã Several sales management activities assigned
to separate specialists
VP Sales
Director of
Sales Training
Director of
Distributor
Relations
Director of
Sales
Promotion
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8. Stability and Continuity
ã Organize activities without
regard to talents of current
employees
ã People can be trained to fill
positions
ã Same activities will be carried
out even if designated
individuals receive promotions
or leave
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9. Sales Organization Structure
ã Horizontal – divides selling
activities among sales force
ã Vertical – assigns authority for
specific sales management
activities
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10. Which Sales Structure Should
You Have?
ã https://www.youtube.com/watch?v=fmqN
AwAjz-g
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11. Horizontal Structure Options
Outside Agents
Company Sales Force
Geographic
Co-Marketing
Product
Nat’l Key
Accounts
Market/
Customer Type
Team Selling
Selling
Function
Selling
Centers
Matrix
Organizations
OR
Telemarketing
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12. Outsourcing the Sales Force
ã Types of agents
ã Manufacturer’s representatives
ã Sell part of the output of their principals
ã Take neither ownership nor physical
possession of goods
ã Cover specific territory and specialize in
limited range of complementary products
ã Selling agents
ã Do not take title or possession of the
goods they sell
ã Compensated by commissions
ã Broad authority to modify prices and terms
of sale
ã Actively shape manufacturer’s promotional
and sales programs
Horizontal
Structure
Options
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13. Six C’s of finding
the right rep
Horizontal
Structure
Options
Source: Dan Hanover, “Independents Day,” Sales & Marketing
Management, April 2000, pp. 65–68.
1. Compatible lines
2. Compatible territories
3. Compatible customers
4. Credibility of the rep
5. Capabilities
6. Credits
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14. Outsourcing Considerations
ã Economic Criteria
ã Control
ã Transactions costs
ã Strategic Flexibility
Horizontal
Structure
Options
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15. Geographic Organization
ã Simplest and most common
method
ã Individual salespeople assigned
to separate geographic
territories
ã Responsible for performing all
activities necessary to sell all
products
Horizontal
Structure
Options
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16. ã Does not
provide
benefits
associated with
specialization
of labor
Geographic Organization
Horizontal
Structure
Options
ã Lowest costs
ã Travel time and
expenses
minimized
ã Sales
administration
and overhead
costs kept low
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18. ã Duplication of effort
Product Organization
Horizontal
Structure
Options
ã Salespeople master
effective selling
methods for single
or related products
ã Closer alignment of
sales and
production
ã Sales management
controls allocation
of selling effort
across the line
Separate sales force for each product (or category) in
the line
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19. Sales force organized by product typeHorizontal
Structure
Options
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20. ã Possible higher
selling and
administrative costs
ã Duplication of effort
Customer Type/Market Organization
Horizontal
Structure
Options
ã Better
understanding of
customer needs
ã Increased
familiarity with
certain businesses
ã Increased control
over allocation of
selling effort
Natural extension of marketing concept and strategy
of market segmentation
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21. Sales force organized
by customer type
Horizontal
Structure
Options
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22. ã Customer
objections to switch
to maintenance
salesperson
ã Feelings of rivalry
between the sales
force
Selling Function Organization
Horizontal
Structure
Options
ã Skills matched to
sales function
ã Developmental
salespeople often a
successful
alternative
Salespeople specialize in performing different
selling functions – e.g. prospecting and developing
new accounts versus maintaining and servicing
existing customers
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23. Telemarketing
ã Form of organization by selling
function
ã Qualifying potential new accounts
ã Servicing existing accounts quickly
ã Seeking repeat purchases from
existing accounts that cannot be
covered efficiently in person
ã Providing quick communication of
newsworthy developmentsHorizontal
Structure
Options
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25. Database Capabilities and
Telemarketing
Horizontal
Structure
Options
Source: Ken Spralling, “Centex Houses RanksHighest in Customer Satisfaction in 10
major: U.S. Markets, According to Independent Study,” www.investors.com, September
14, 2005; Alicia Orr, “Predicting a Need,” Target Marketing, February 2001, pp. 62–64.
Database
Database
Analysis
Software
Telemarketing
Customized
Direct
Mail
Collects/provides
information
Formulates prospecting solutions –
matches homeowners against other
data to qualify customers, predict
interest; generates prospect
universe
Prequalifies prospects, can
transfer to salesperson to close
sale
Follows-up with prospects not
ready to buy, provides response
vehicles (web address, toll-free #)
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26. National and Key Accounts
ã Separate corporate division/sales
force
ã Deliver high-level customer service
to attract and maintain large and
important customers
ã Key account sales execs
ã Business managers capable of
managing key accounts
ã Customize products and services
ã Plan and implement key account
business plans
Horizontal
Structure
Options
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27. Team Selling
ã Integrates functional specialists
with customer relationship
specialists
ã ID team structure that meets
customer needs
ã Benefits
ã Customer questions answered faster
ã Customers can speak directly with
desired specialistHorizontal
Structure
Options
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28. Other Team Selling Structures
ã Selling center brings together
individuals from around the
organization to help salesperson
ã Matrix organization employs direct-
reporting salespeople who support
internal consultants with specialized
expertise
ã Multi level selling – sales team
consists of personnel from various
managerial levels who call on their
counterparts in the buying
organization
Horizontal
Structure
Options
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29. Co-Marketing Alliances
ã Develop marketing and sales
programs to sell integrated
systems directly to the ultimate
customer
Horizontal
Structure
Options
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30. Logistical Alliances and
Computerized Ordering
ã Customer point of view -
ã Convenient
ã Flexible
ã Less time consuming
ã How will computerized reorder
systems change the role of the
sales force?
Horizontal
Structure
Options
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31. Vertical Structure Issues
Span of Control
Managerial Levels
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32. ã Reduced one-
to-one
communication
due to larger #
of subordinates
ã Managements
may be less
effective,
negating cost
savings
Larger Span of Control
ã Greater
control/
responsiveness
due to fewer
management
layers
ã Lower admin
costs
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33. Span of Control
ã Reduce span of control when:
ã Sales task is complex
ã Profit impact of each
salesperson’s performance is
high
ã Salespeople are well paid and
professional
ã Also, at higher levels in the
organization
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34. Managerial Decision Levels
ã How much, where should the
managerial authority lie?
ã Hiring, firing, evaluation
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35. Managerial Decision Levels
Importance of decision = Managerial decision level
Sales force pay = Managerial decision level
Complex selling tasks = Managerial decision level
4-35
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36. Managerial Selling
Responsibilities
ã Managers often active in sales
to key accounts
ã Organizations value their
selling skills
ã Managers value commissions,
contact with marketplace
ã Drawback – some managers
neglect managerial
responsibilities
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37. 4.6
Line and staff sales organization
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