Marketing intro Husham Elhag
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Marketing involves facilitating exchanges between organizations and consumers. It includes internal marketing to motivate employees, external marketing to attract potential customers, and interactive marketing where customers help build a brand's image through two-way communication. Common barriers to successful marketing implementation include resistance to change, lack of communication between departments, and poor customer service. A marketing plan should include benchmarking, market research, pricing, tools, timing, and budgeting.
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Marketing introduction
Marketing involves facilitating exchanges between organizations and consumers. It includes internal marketing to motivate employees, external marketing to attract potential customers, and interactive marketing where customers help shape the brand image. Successful implementation requires overcoming barriers like resistance to change, poor communication between departments, and lack of understanding or awareness of marketing strategies.
Sales training: program, execution and evaluation
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
Commercial Excellence - Selling Skills
For any company, how effectively it sells to its customers is a key determinant of top line growth and profitability. Raw Management Solutions can help companies sell more, more often to more customers by developing your sales team's essential selling skills..this presentation describes our approach
Sales force management
This document provides information on sales force management and sales training. It discusses the meaning and definition of recruitment, characteristics of recruitment, and the process of recruiting salesmen including determining the nature, number, and sources of salesmen. It also covers the meaning of selection, its importance, who selects salesmen, principles and methods used in selection, and selection tests. Finally, it discusses the meaning and objectives of sales training, its importance, types of training, contents of a good training scheme, and planning a sales training program in terms of its aim, content, method of execution, and evaluation.
Unit 2 personal selling ppt
Personal selling involves a salesperson convincing a customer to purchase a product through face-to-face interaction. There are several theories that describe the personal selling process, including the AIDAS model, buying formula theory, and right set of circumstances theory. The SPIN selling model involves asking situation, problem, implication, and need-payoff questions to move the customer through identifying their problem and how the seller's product or service addresses it. Relationship selling focuses on building long-term customer loyalty, while transactional selling prioritizes individual sales. Value-added selling emphasizes additional benefits to increase the product's value proposition. Sales forecasting is important for production planning and budgeting and can involve qualitative methods like executive opinion or quantitative methods
PPT on Personal selling
This PPT gives a brief outlook of the process of personnel selling and its various stages. For any queries feel free to contact at prateekckc@yahoo.co.in
How to Plan an Effective Annual Sales Meeting
In this presentation you'll learn a helpful acronym to help you remember five objectives to consider for planning an effective annual sales meeting.
Buyer Consulting & sales Negotiations
This program provides training for Korean sales representatives to improve their skills and confidence when dealing with sales calls and business meetings. The program includes role plays, case studies and mock meetings to practice real sales scenarios. Participants will also learn standard marketing techniques and give presentations on their company's competitive advantages. Individual feedback and analysis will be provided by the business trainer to help each person strengthen their skills.
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Marketing introduction
Marketing involves facilitating exchanges between organizations and consumers. It includes internal marketing to motivate employees, external marketing to attract potential customers, and interactive marketing where customers help shape the brand image. Successful implementation requires overcoming barriers like resistance to change, poor communication between departments, and lack of understanding or awareness of marketing strategies.
Sales training: program, execution and evaluation
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
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For any company, how effectively it sells to its customers is a key determinant of top line growth and profitability. Raw Management Solutions can help companies sell more, more often to more customers by developing your sales team's essential selling skills..this presentation describes our approach
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Unit 2 personal selling ppt
Personal selling involves a salesperson convincing a customer to purchase a product through face-to-face interaction. There are several theories that describe the personal selling process, including the AIDAS model, buying formula theory, and right set of circumstances theory. The SPIN selling model involves asking situation, problem, implication, and need-payoff questions to move the customer through identifying their problem and how the seller's product or service addresses it. Relationship selling focuses on building long-term customer loyalty, while transactional selling prioritizes individual sales. Value-added selling emphasizes additional benefits to increase the product's value proposition. Sales forecasting is important for production planning and budgeting and can involve qualitative methods like executive opinion or quantitative methods
PPT on Personal selling
This PPT gives a brief outlook of the process of personnel selling and its various stages. For any queries feel free to contact at prateekckc@yahoo.co.in
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In this presentation you'll learn a helpful acronym to help you remember five objectives to consider for planning an effective annual sales meeting.
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This program provides training for Korean sales representatives to improve their skills and confidence when dealing with sales calls and business meetings. The program includes role plays, case studies and mock meetings to practice real sales scenarios. Participants will also learn standard marketing techniques and give presentations on their company's competitive advantages. Individual feedback and analysis will be provided by the business trainer to help each person strengthen their skills.
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Personal Selling
Personal selling involves face-to-face communication to inform, persuade, or remind individuals or groups to take action for a sponsoring organization. The purpose of sales personnel is to increase business, help the business remain competitive, and provide information and services to customers. Sales staff are the first point of contact and aim to provide excellent customer care to increase revenue. They also gather customer feedback to help the organization meet customer needs and wants.
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The document discusses 5 common issues with sales training and recommended solutions:
1) Sales training apathy - lack of buy-in from salespeople and executives. Solutions include leadership support and change management.
2) Wrong sales training mix - not aligning training to sales process and buyer needs. Solutions include focusing on skills and coaching.
3) Lack of sales development system - reactive approach not addressing skills gaps. Solutions include competency-based learning programs.
4) Poor measurement techniques - not tracking outcomes of training and coaching. Solutions include measuring outputs and behavior change.
5) The wrong content - one-size-fits-all approach. Solutions include customizing based on needs and understanding organizational maturity.
SUSL - Sales Traning ppt
The document discusses sales training, including defining sales training, the sales training process, assessing needs, setting objectives, evaluating alternatives, designing programs, performing training, and following up. It describes assessing needs through audits, testing, observation, and surveys. Objectives may include increasing sales or profits, improving knowledge, and developing future managers. Alternatives for training include who conducts it, location, and methods/media. Training is then performed, followed by evaluation. Ethics training should also be provided to help salespeople handle difficult situations.
Chapter 2The personal selling process
The document outlines the 8 steps in the personal selling process: 1) Prospecting, 2) Preapproach, 3) Approach, 4) Need assessment, 5) Presentation, 6) Meeting objections, 7) Gaining commitment, and 8) Follow-up. It provides details on each step, including how salespeople generate and qualify leads, research customers, plan presentations, do needs assessments using different question types, present products, respond to objections, gain commitment, and follow-up after sales. The personal selling process aims to inform customers about products and encourage purchase through face-to-face interactions.
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Question 2 What are the keys to effective internal marketing? (Chapter 21) ...
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Pre approach / Pre planning in Selling Process
The document discusses different strategies for developing an effective sales presentation in the pre-approach stage of the customer relationship selling process. It describes four main presentation structures - memorized, formula, need-satisfaction, and problem-solution - and provides details on when each structure is most appropriate based on factors like the product, customer familiarity, and sales situation. The goal is to strategically plan the presentation content and approach depending on the specific customer's needs in order to best position the product as a solution and create a mutually beneficial agreement.
Sales training
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
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This document discusses key aspects of training, motivating, compensating, and leading a salesforce. It covers sales training processes including assessing needs, designing programs, and evaluation. It also discusses theories and tools for motivating salespeople, such as Maslow's hierarchy and compensation plans. Regarding leadership, it outlines styles like transformational and transactional, as well as skills needed. Finally, it addresses supervising salespeople using direct and indirect methods.
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The document discusses motivation of salespeople. It defines motivation and notes that motivation can be used to stimulate salespeople to improve efficiency and maintain high morale. Motivation is important because salespeople face obstacles like long hours, competition, and pressure from customers. Motivation can be achieved through financial incentives like higher salary or commission, as well as non-financial incentives like recognition and leadership. The objectives of a motivation program include encouraging salespeople and satisfying their needs.
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Personal selling involves face-to-face communication to inform, persuade, or remind individuals or groups to take action for a sponsoring organization. The purpose of sales personnel is to increase business, help the business remain competitive, and provide information and services to customers. Sales staff are the first point of contact and aim to provide excellent customer care to increase revenue. They also gather customer feedback to help the organization meet customer needs and wants.
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The document discusses 5 common issues with sales training and recommended solutions:
1) Sales training apathy - lack of buy-in from salespeople and executives. Solutions include leadership support and change management.
2) Wrong sales training mix - not aligning training to sales process and buyer needs. Solutions include focusing on skills and coaching.
3) Lack of sales development system - reactive approach not addressing skills gaps. Solutions include competency-based learning programs.
4) Poor measurement techniques - not tracking outcomes of training and coaching. Solutions include measuring outputs and behavior change.
5) The wrong content - one-size-fits-all approach. Solutions include customizing based on needs and understanding organizational maturity.
SUSL - Sales Traning ppt
The document discusses sales training, including defining sales training, the sales training process, assessing needs, setting objectives, evaluating alternatives, designing programs, performing training, and following up. It describes assessing needs through audits, testing, observation, and surveys. Objectives may include increasing sales or profits, improving knowledge, and developing future managers. Alternatives for training include who conducts it, location, and methods/media. Training is then performed, followed by evaluation. Ethics training should also be provided to help salespeople handle difficult situations.
Chapter 2The personal selling process
The document outlines the 8 steps in the personal selling process: 1) Prospecting, 2) Preapproach, 3) Approach, 4) Need assessment, 5) Presentation, 6) Meeting objections, 7) Gaining commitment, and 8) Follow-up. It provides details on each step, including how salespeople generate and qualify leads, research customers, plan presentations, do needs assessments using different question types, present products, respond to objections, gain commitment, and follow-up after sales. The personal selling process aims to inform customers about products and encourage purchase through face-to-face interactions.
Personal Selling & Dm
The document discusses personal selling, direct marketing, and sales force management. It defines personal selling as a two-way communication process that is more effective than advertising in complex sales. It also outlines the six major steps of sales force management: strategy and structure, size, recruiting, training, compensation, and supervision. Additionally, it defines direct marketing as developing direct connections with targeted consumers for immediate response and long-term relationships, and discusses some major forms like databases and integrated direct marketing.
Skills of the s sales manager
This document outlines the key skills needed for a successful sales manager, including communication skills, organization skills, time management, analytical and problem-solving abilities, team building, initiative, motivating others, and leadership. It discusses the importance of listening, negotiating, prioritizing work, identifying and solving problems, setting clear goals, engaging the team in decision-making, showing initiative, and providing motivation and recognition. The document also describes different leadership styles for sales managers, such as autocratic, transactional, charismatic, and transformational leadership.
Question 2 What are the keys to effective internal marketing? (Chapter 21) ...
The keys to effective internal marketing are organizing the marketing department appropriately, building relationships with other departments, and creating a creative marketing organization. There are several ways to organize the marketing department, including functionally, geographically, through product/brand management, or with a market management structure. The marketing vice president must work through persuasion rather than authority to coordinate activities across departments and serve customers. Finally, transforming into a truly customer-driven company requires developing a company-wide passion for customers, organizing around customer segments, and understanding customers through research.
Pre approach / Pre planning in Selling Process
The document discusses different strategies for developing an effective sales presentation in the pre-approach stage of the customer relationship selling process. It describes four main presentation structures - memorized, formula, need-satisfaction, and problem-solution - and provides details on when each structure is most appropriate based on factors like the product, customer familiarity, and sales situation. The goal is to strategically plan the presentation content and approach depending on the specific customer's needs in order to best position the product as a solution and create a mutually beneficial agreement.
Sales training
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
Internal Marketing: The Missing Link in Strategy Implementation
The document discusses internal marketing and its importance in strategy implementation. It defines internal marketing as aligning, motivating, and empowering employees to deliver a positive customer experience. It provides examples of good internal marketing from companies like Disney and Southwest Airlines that treat employees as internal customers. The document includes an internal marketing mini-audit for organizations to assess their internal marketing efforts and a conclusion that emphasizes using internal marketing to improve external marketing and treating employees as customers.
The effective sales executives
This document discusses the roles and responsibilities of effective sales executives. It outlines that sales executives must analyze information, apply judgment to find solutions, and predict outcomes to choose the best alternative. It also describes the positions of sales manager and district sales manager, including their objectives, duties, and performance criteria. The document emphasizes that sales executives must define their roles, select and train subordinates, utilize time efficiently, and maintain good relations with top management.
Six steps on personal selling
The document outlines the six steps of personal selling: 1) prospecting and qualifying potential customers, 2) preparing for the sales approach by researching the customer's needs, 3) presenting and demonstrating the product or service, 4) overcoming any objections raised by the customer, 5) closing the sale by agreeing on terms, and 6) following up to ensure customer satisfaction and retention as well as finding new customers. Each step is described in one to two paragraphs providing details on activities involved in prospecting, preparing, presenting, handling objections, closing, and following up with customers.
Atlas IEDC Internal Marketing
Atlas CEO Ben Wright presents "Internal Marketing" at the International Economic Development Council's 2013 Marketing and Attraction Conference on October 4, 2013 in Philadelphia PA.
Pricing methods and strategies
This document discusses various pricing strategies that businesses can use to set prices for their products and services. It identifies different types of pricing strategies such as price skimming, market penetration pricing, premium pricing, economy pricing, bundle pricing, value-based pricing, and dynamic pricing. It also discusses pricing methods that businesses use to calculate prices, including cost-oriented pricing which is based on the costs to produce and market a product, and market-oriented pricing which sets prices based on competitor prices.
Internal Marketing - Tips to align staff to your brand values and vision
Internal Marketing communication tips to engage your people with the company brands to improve engagement, brand advocacy and knowledge.
This presentation includes, the goals of internal marketing, tips to improve internal marketing, and how to create a communication campaign.
For more, visit http://www.snapcomms.com/solutions/internal-marketing-communication-solutions
How to Ensure Sales Training Success
In this presentation you will learn about the top requirements that some of our clients routinely point to as the key drivers of sales training success.
Sales Excellence
This document discusses key aspects of a sales excellence framework, including:
1) It outlines what customers value most in B2B relationships according to surveys, including substantiated value, total solutions, and outsourcing non-core functions.
2) It discusses the importance of solution selling and value selling approaches that focus on problem-solving and demonstrating business value from the customer's perspective.
3) It presents a competency framework for sales excellence that includes standards, recognition programs, training, and performance management to develop the necessary sales skills and behaviors.
Training, Motivating, Compensating, and Leading the Salesforce
This document discusses key aspects of training, motivating, compensating, and leading a salesforce. It covers sales training processes including assessing needs, designing programs, and evaluation. It also discusses theories and tools for motivating salespeople, such as Maslow's hierarchy and compensation plans. Regarding leadership, it outlines styles like transformational and transactional, as well as skills needed. Finally, it addresses supervising salespeople using direct and indirect methods.
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Internal Marketing: The Missing Link in Strategy Implementation
Internal Marketing: The Missing Link in Strategy Implementation
Internal Marketing - Tips to align staff to your brand values and vision
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Training, Motivating, Compensating, and Leading the Salesforce
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Presented in this short document is a description of our technology we call “Sparse Observability”. Observability is the estimatability metric (Bagajewicz, 2010) to structurally determine that an unmeasured variable or regressed parameter is either uniquely solvable (observable) or otherwise unsolvable (unobservable) in data reconciliation and regression (DRR) applications. Ultimately, our purpose to use efficient sparse matrix techniques is to solve large industrial DRR flowsheets quickly and accurately.
Most other implementations of observability calculation use dense linear algebra such as reduced row echelon form (RREF), Gauss-Jordan decomposition (Crowe et. al. 1983; Madron 1992), QR factorization which can now be considered as semi-sparse (Swartz, 1989; Sanchez and Romagnoli, 1996), Schur complements, Cholesky factorization (Kelly, 1998a) and singular value decomposition (SVD) (Kelly, 1999). A sparse LU decomposition with complete-pivoting from Albuquerque and Biegler (1996) for dynamic data reconciliation observability computation was used but it is uncertain if complete-pivoting causes extreme “fill-ins” of the lower and upper triangular matrices essentially making them near-dense. There is another sparse observability method using an LP sub-solver found in Kelly and Zyngier (2008) but this requires solving as many LP sub-problems as there are unmeasured variables which can be considered as somewhat inefficient.
IMPL’s sparse observability technique uses the variable classification and nomenclature found in Kelly (1998b) given that if we partition or separate the unmeasured variables into independent (B12) and dependent (B34) sub-matrices then all dependent unmeasured variables by definition are unobservable. If any independent unmeasured variable is a (linear) function of any dependent variable then this independent variable is of course also unobservable because it is dependent on another non-observable variable.
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- 1. Marketing Introduction Prepared by: Husham Elhag Sales Consultant
- 2. Definition • Marketing is the set of human activities directed at facilitating and consummating exchanges. By: Philip Kotler Marketing Management Book
- 6. Internal Marketing motivates and empowers employees at all management levels to deliver a satisfying customer experience. And develops strong internal communication between all. Note: OTS sales should have strong and effective communication with: a) Technical Dep.s b) Customer service Dep.
- 7. Barriers of succefull implementation: Resistance of change Conflict between departments & cultures Bureaucratic leadership Ignoring and not listening to staff. Poor awareness and understanding of internal marketing. Unnecessary protection of information against employees.
- 9. External Marketing Is to show your practices to the potentials. Barriers of successful implementations: No budget Resistance of change Bureaucratic leadership Poor awareness and understanding of external Marketing. Depending on Sales
- 11. Interactive Marketing allows Clients (customers & prospects) to participate in the process of building a brand's image, also sales & clients are communicating each other. Sales Clients
- 12. Interactive Marketing • Barriers of successful implementation: Ignoring clients opinions Changing service policies suddenly Low quality of customer service Unreasonable pricing Long lead time No Business intelligence
- 13. Marketing Plan Benchmarking Market research Pricing Marketing tools Timing Budgeting