This document summarizes key points from Lecture 4 on sales force organization. It discusses the relationship between organizational structure and strategic planning, and characteristics of effective organizations like having structure reflect marketing orientation. It also outlines common sales organization types like line, line-and-staff, functional, and horizontal structures. Specialization within sales departments is covered, looking at ways to divide responsibilities by geography, products, account size, team selling, and other factors. Organizing for international sales concludes the lecture.
The document discusses sales force organization and provides details on:
1. The three basic tasks of sales force organization: maintaining order, assigning tasks and responsibilities, and integrating with other firm elements.
2. Key aspects of developing an effective sales organization structure including formal/informal structures, horizontal/vertical designs, centralized/decentralized models, and line/staff components.
3. The four basic types of sales organization: geographic, customer, product, and combination specializations. Current trends toward modifying these traditional forms are also mentioned.
This document provides an overview of sales organizations, including definitions, characteristics, structures, principles, types, functions, and managers. It defines a sales organization as a structured framework that coordinates selling activities to achieve objectives like maximizing sales and profits. The structures can include line, line and staff, functional, and committee forms. Principles include unity of objectives, specialization, and coordination. There are also functional, product, consumer, and area types of sales organizations.
Sales Organization
Need for Sales Organizations, their structures
Sales Manager’s functions and responsibilities
Planning for major customers and sales budget
Specific characteristics of a successful salesman
Functional Structure
Geographic Structure
Market-Based Structure
Product Sales Force Structure
Skills for Sales Managers
General sales skills
Recruitment skills
People skills
Training and mentoring skills
Communication skills
Forecasting skills
Financial, and general numeracy, skills
Public speaking skills
Leadership skills
Technology skills
Organizational skills
The document provides information about marketing planning, organization, and audit. It discusses the meaning and components of a marketing plan including objectives, steps, and advantages/limitations. It also describes factors that influence marketing organization structure and common types of structures like line and staff, functional, product-based, customer-based, and matrix. Finally, it defines marketing audit and outlines its key components including analyzing the marketing environment, strategies, organization, systems, productivity, and functions. The goal of a marketing audit is to evaluate marketing performance and identify opportunities for improvement.
The document provides a recruitment and sales strategy plan for a consulting company expanding into new areas. It recommends a functional organizational structure with departments for finance, marketing, and HR managed by a director. The marketing department would be organized geographically. The recruitment and selection process includes job analysis, descriptions, objectives, and a timeline. Selection involves screening, interviews, testing, and background checks. The sales strategy recommends targeting various business sectors, setting a sales objective, and pursuing a low-cost strategy through numerous customers and cost control. An action plan is suggested to implement the strategic goals.
Sales management involves planning, organizing, directing, and controlling a company's sales force and sales operations. It aims to maximize revenue and profits through developing strategies to recruit, select, train, motivate, and oversee sales representatives. The sales manager is responsible for achieving sales targets, coordinating different sales functions, and ensuring customer satisfaction. Key activities include analyzing market conditions, formulating sales programs, implementing strategies, and evaluating performance. The overall goal of sales management is to profitably meet market needs through an effective personal selling program.
This document discusses performance management for sales teams. It defines performance management and explains why it is important. Specifically, it outlines how to build success profiles to assess your current sales team, presents a performance management framework with goals, reviews, rewards and development, and provides tips for rolling out the process, including setting goals and ongoing monitoring and coaching. Implementing an effective performance management process can lead to financial gains, a more motivated sales team, and higher retention.
The document discusses sales force organization and provides details on:
1. The three basic tasks of sales force organization: maintaining order, assigning tasks and responsibilities, and integrating with other firm elements.
2. Key aspects of developing an effective sales organization structure including formal/informal structures, horizontal/vertical designs, centralized/decentralized models, and line/staff components.
3. The four basic types of sales organization: geographic, customer, product, and combination specializations. Current trends toward modifying these traditional forms are also mentioned.
This document provides an overview of sales organizations, including definitions, characteristics, structures, principles, types, functions, and managers. It defines a sales organization as a structured framework that coordinates selling activities to achieve objectives like maximizing sales and profits. The structures can include line, line and staff, functional, and committee forms. Principles include unity of objectives, specialization, and coordination. There are also functional, product, consumer, and area types of sales organizations.
Sales Organization
Need for Sales Organizations, their structures
Sales Manager’s functions and responsibilities
Planning for major customers and sales budget
Specific characteristics of a successful salesman
Functional Structure
Geographic Structure
Market-Based Structure
Product Sales Force Structure
Skills for Sales Managers
General sales skills
Recruitment skills
People skills
Training and mentoring skills
Communication skills
Forecasting skills
Financial, and general numeracy, skills
Public speaking skills
Leadership skills
Technology skills
Organizational skills
The document provides information about marketing planning, organization, and audit. It discusses the meaning and components of a marketing plan including objectives, steps, and advantages/limitations. It also describes factors that influence marketing organization structure and common types of structures like line and staff, functional, product-based, customer-based, and matrix. Finally, it defines marketing audit and outlines its key components including analyzing the marketing environment, strategies, organization, systems, productivity, and functions. The goal of a marketing audit is to evaluate marketing performance and identify opportunities for improvement.
The document provides a recruitment and sales strategy plan for a consulting company expanding into new areas. It recommends a functional organizational structure with departments for finance, marketing, and HR managed by a director. The marketing department would be organized geographically. The recruitment and selection process includes job analysis, descriptions, objectives, and a timeline. Selection involves screening, interviews, testing, and background checks. The sales strategy recommends targeting various business sectors, setting a sales objective, and pursuing a low-cost strategy through numerous customers and cost control. An action plan is suggested to implement the strategic goals.
Sales management involves planning, organizing, directing, and controlling a company's sales force and sales operations. It aims to maximize revenue and profits through developing strategies to recruit, select, train, motivate, and oversee sales representatives. The sales manager is responsible for achieving sales targets, coordinating different sales functions, and ensuring customer satisfaction. Key activities include analyzing market conditions, formulating sales programs, implementing strategies, and evaluating performance. The overall goal of sales management is to profitably meet market needs through an effective personal selling program.
This document discusses performance management for sales teams. It defines performance management and explains why it is important. Specifically, it outlines how to build success profiles to assess your current sales team, presents a performance management framework with goals, reviews, rewards and development, and provides tips for rolling out the process, including setting goals and ongoing monitoring and coaching. Implementing an effective performance management process can lead to financial gains, a more motivated sales team, and higher retention.
Team Based Sales Approach Concept Whitepaper Linkedin (1)Brent Pritchard
The document discusses implementing a team-based sales approach to achieve sales success. It involves dividing labor among internal and external sales associates, with internal associates generating and qualifying leads that are passed to external associates for closing deals. The methodology also relies on using a CRM system to track opportunities and ensure seamless customer interactions. Implementing this approach requires defining roles and compensation models to motivate the team and drive the desired behaviors to transform the sales process from reactive to proactive. Change management is also needed to successfully adopt the new approach.
The document discusses various topics related to marketing organisation and control, including types of marketing organisation structures like line and staff organisation, product-oriented organisation, and territory-oriented organisation. It also discusses factors affecting marketing organisations, relationship between line and staff functions, annual plan control, profitability control, strategic control, and online marketing.
Find out the four must have ingredients of every successful Sales Management process that will help you drive profitable and sustainable business growth.
A sales manager plays a key role in the success of a company by overseeing the sales team and helping to generate revenue. The sales manager is responsible for setting sales goals, establishing business plans, and building and training a strong sales team. Additionally, the sales manager motivates team members, handles important sales deals, communicates messages to the sales team, and keeps records to track sales performance. The many duties of a sales manager are vital for continuing to meet customer needs and driving the company's growth.
1) A sales organization structures the authority and responsibilities of those working to market and sell a company's products. It coordinates efforts to efficiently move products from warehouses to customers.
2) A sales organization is needed to create demand, execute orders, handle complaints, collect payments, manage inventory, and oversee the sales force to maximize profits.
3) Different types of sales organizations include line, line and staff, functional, and committee structures, each with advantages and disadvantages depending on company size and needs.
Question 2 What are the keys to effective internal marketing? (Chapter 21) ...Sameer mathur
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.
What are the keys to effective internal marketing?Anurag Kar
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.
The document discusses the market-driven sales organization, including the types of markets and sales jobs, factors influencing organizational design and structure, and various organizational structures like line, functional, geographic, customer, and team-based structures. It also covers coordination and technology's role in improving customer service and international coordination.
Inside Sales: Building a Scalable Business Development EngineBill Moorehouse
Many organizations see the value of building an inside sales team. Managing a small inside sales team can be done in an informal fashion by a competent sales manager. A larger inside sales team requires more rigorous management. The complexity of managing the inside sales team will increase along with the size of the team, breadth of products or services sold by the team and geographic distribution of the team. This presentation focuses on an approach to building scalable inside sales teams.
The document discusses the design and management of an effective sales force. It outlines key steps in designing a sales force structure including setting objectives, using salespeople strategically, and deciding on a structure based on company strategy. Common sales force structures include territorial, product, market, and complex structures. Managing salespeople effectively requires recruitment of the right candidates, training, supervision, motivation through compensation and quotas, and regular evaluation. Relationship building and negotiation skills are also important for salesforce success.
Product Line B2B Services
B2B Sales
Comparison of B2B and B2C
B2B Sale Funnel
Pre Sales Process
Designing of SalesForce
Managing of SalesForce
Marketing Strategy
A Survey of Sales Effectiveness: Global Research on What Drives Sales SuccessAchieveGlobal
To gain a better understanding of the sales practices required to succeed in today’s marketplace, AchieveGlobal conducted a worldwide survey of more than 1,000 sales professionals. Read our research to uncover important conclusions around sales activities that lead to success.
Chapter 4: ORGANIZATION AND MANAGEMENT- ORGANIZINGJerald Dionea
The document discusses different organizational structures and forms of business organization. It describes hierarchical and functional organizational structures, as well as divisional, matrix, and network structures. The document also outlines the key steps in organizing a business, including recruitment, selection, training, and developing employees according to the labor laws and guidelines set by the Department of Labor and Employment.
The document discusses sales organization and the selling process. It defines sales organization and outlines several principles and guidelines for an effective sales organization structure, including clear lines of authority, specialization of roles, and coordination between departments. It then describes different types of organizational designs for sales structures, including line, line and staff, product oriented, customer oriented, geographic, and hybrid models. Finally, it outlines the key stages in the selling process and characteristics of successful salespeople.
This document discusses strategies for improving a sales organization's ability to sell solutions to senior-level executives. It introduces the ONE process which includes three components: obtaining insights about customers, navigating for access to senior executives, and elevating the dialogue during meetings. Specific tactics are provided for each component, such as conducting online and internal research, gaining introductions from champions, and giving prescriptive presentations. The document also discusses alternatives like creating a specialized sales force focused on senior executives or leveraging subject matter experts to engage with certain senior roles. The goal is to help salespeople succeed in selling solutions by selling at a higher, more strategic level within customers.
1. An organization's structure must be aligned with its strategy to achieve goals. Structure supports strategy.
2. There are different types of organizational structures including functional, divisional, process, and matrix. A functional structure groups employees by department while a divisional structure separates larger companies into smaller divisions.
3. Organizations have three levels of management - top-level managers oversee the organization, middle managers execute plans, and first-level managers directly supervise employees. Each level has different responsibilities.
The first step is to analyze business goals, objectives, market trends, and customers to define the total addressable market. A SWOT analysis then evaluates strengths, weaknesses, opportunities, and threats. Sales territories are determined and documented based on geographic, industry, revenue, and other boundaries. An action plan is devised for each territory outlining quotas, pipeline goals, account strategies, and funnel building. Territory performance is then regularly tracked using metrics like gross sales, profits, unit sales, conversion rates, and repeat customers to ensure the plan is achieving its objectives and adapted as needed.
The document discusses the role of learning and development (L&D) professionals in sales enablement. It defines sales enablement as coordinating across functions like sales, marketing, and product development to provide resources and information to help the sales team generate revenue. For L&D professionals to truly support sales enablement, they must break down silos by facilitating collaboration across functions, and focus on improving sales performance rather than just training programs. By adopting this approach, organizations can increase sales productivity, speed time to productivity for new hires, and positively impact the customer experience.
This document discusses marketing strategic planning. It outlines the three main stages of the marketing management process: planning, implementation, and evaluation. The planning stage involves setting goals and strategies. The implementation stage assigns personnel and resources to execute the plan. The evaluation stage analyzes performance against goals to inform future planning. Strategic planning maps long-term resources and opportunities and consists of defining the mission, analyzing the situation, setting objectives, and choosing strategies. Situation analysis examines past performance and future challenges. Objectives should align with overall company goals. Strategic planning also considers positioning, competitive advantages, target markets, demand forecasting, and the marketing mix.
This document discusses marketing strategic planning. It explains that strategic planning involves planning marketing programs, implementing them, and then evaluating performance. The key aspects of strategic planning discussed are analyzing the internal/external environment, setting marketing objectives aligned with company goals, determining positioning and competitive advantages, selecting target markets, and designing the marketing mix. It also covers annual marketing planning and models for strategic planning, specifically discussing the BCG matrix for analyzing market growth options like market penetration, development, product development, and diversification.
This document summarizes a lecture on profiling and recruiting salespeople. It discusses developing a profile for the type of salesperson needed by analyzing the job, writing a description, and identifying qualifications. Recruiting sources that align with the profile are important to attract qualified applicants. The selection process involves screening applications, interviews, and tests to hire the most suitable candidate out of the recruits. Diversity and continuous evaluation of recruiting effectiveness are also covered.
This document outlines the marketing research process and defining the problem and research objectives. It discusses the 11 steps of the marketing research process, including establishing the need, defining the problem, setting objectives, determining research design, identifying data sources, collecting and analyzing data, and communicating insights. It emphasizes that properly defining the problem is crucial. Research objectives should specify what information is needed to solve the problem. Hypotheses can help guide objective development. A proposal contracts the research deliverables.
Team Based Sales Approach Concept Whitepaper Linkedin (1)Brent Pritchard
The document discusses implementing a team-based sales approach to achieve sales success. It involves dividing labor among internal and external sales associates, with internal associates generating and qualifying leads that are passed to external associates for closing deals. The methodology also relies on using a CRM system to track opportunities and ensure seamless customer interactions. Implementing this approach requires defining roles and compensation models to motivate the team and drive the desired behaviors to transform the sales process from reactive to proactive. Change management is also needed to successfully adopt the new approach.
The document discusses various topics related to marketing organisation and control, including types of marketing organisation structures like line and staff organisation, product-oriented organisation, and territory-oriented organisation. It also discusses factors affecting marketing organisations, relationship between line and staff functions, annual plan control, profitability control, strategic control, and online marketing.
Find out the four must have ingredients of every successful Sales Management process that will help you drive profitable and sustainable business growth.
A sales manager plays a key role in the success of a company by overseeing the sales team and helping to generate revenue. The sales manager is responsible for setting sales goals, establishing business plans, and building and training a strong sales team. Additionally, the sales manager motivates team members, handles important sales deals, communicates messages to the sales team, and keeps records to track sales performance. The many duties of a sales manager are vital for continuing to meet customer needs and driving the company's growth.
1) A sales organization structures the authority and responsibilities of those working to market and sell a company's products. It coordinates efforts to efficiently move products from warehouses to customers.
2) A sales organization is needed to create demand, execute orders, handle complaints, collect payments, manage inventory, and oversee the sales force to maximize profits.
3) Different types of sales organizations include line, line and staff, functional, and committee structures, each with advantages and disadvantages depending on company size and needs.
Question 2 What are the keys to effective internal marketing? (Chapter 21) ...Sameer mathur
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.
What are the keys to effective internal marketing?Anurag Kar
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.
The document discusses the market-driven sales organization, including the types of markets and sales jobs, factors influencing organizational design and structure, and various organizational structures like line, functional, geographic, customer, and team-based structures. It also covers coordination and technology's role in improving customer service and international coordination.
Inside Sales: Building a Scalable Business Development EngineBill Moorehouse
Many organizations see the value of building an inside sales team. Managing a small inside sales team can be done in an informal fashion by a competent sales manager. A larger inside sales team requires more rigorous management. The complexity of managing the inside sales team will increase along with the size of the team, breadth of products or services sold by the team and geographic distribution of the team. This presentation focuses on an approach to building scalable inside sales teams.
The document discusses the design and management of an effective sales force. It outlines key steps in designing a sales force structure including setting objectives, using salespeople strategically, and deciding on a structure based on company strategy. Common sales force structures include territorial, product, market, and complex structures. Managing salespeople effectively requires recruitment of the right candidates, training, supervision, motivation through compensation and quotas, and regular evaluation. Relationship building and negotiation skills are also important for salesforce success.
Product Line B2B Services
B2B Sales
Comparison of B2B and B2C
B2B Sale Funnel
Pre Sales Process
Designing of SalesForce
Managing of SalesForce
Marketing Strategy
A Survey of Sales Effectiveness: Global Research on What Drives Sales SuccessAchieveGlobal
To gain a better understanding of the sales practices required to succeed in today’s marketplace, AchieveGlobal conducted a worldwide survey of more than 1,000 sales professionals. Read our research to uncover important conclusions around sales activities that lead to success.
Chapter 4: ORGANIZATION AND MANAGEMENT- ORGANIZINGJerald Dionea
The document discusses different organizational structures and forms of business organization. It describes hierarchical and functional organizational structures, as well as divisional, matrix, and network structures. The document also outlines the key steps in organizing a business, including recruitment, selection, training, and developing employees according to the labor laws and guidelines set by the Department of Labor and Employment.
The document discusses sales organization and the selling process. It defines sales organization and outlines several principles and guidelines for an effective sales organization structure, including clear lines of authority, specialization of roles, and coordination between departments. It then describes different types of organizational designs for sales structures, including line, line and staff, product oriented, customer oriented, geographic, and hybrid models. Finally, it outlines the key stages in the selling process and characteristics of successful salespeople.
This document discusses strategies for improving a sales organization's ability to sell solutions to senior-level executives. It introduces the ONE process which includes three components: obtaining insights about customers, navigating for access to senior executives, and elevating the dialogue during meetings. Specific tactics are provided for each component, such as conducting online and internal research, gaining introductions from champions, and giving prescriptive presentations. The document also discusses alternatives like creating a specialized sales force focused on senior executives or leveraging subject matter experts to engage with certain senior roles. The goal is to help salespeople succeed in selling solutions by selling at a higher, more strategic level within customers.
1. An organization's structure must be aligned with its strategy to achieve goals. Structure supports strategy.
2. There are different types of organizational structures including functional, divisional, process, and matrix. A functional structure groups employees by department while a divisional structure separates larger companies into smaller divisions.
3. Organizations have three levels of management - top-level managers oversee the organization, middle managers execute plans, and first-level managers directly supervise employees. Each level has different responsibilities.
The first step is to analyze business goals, objectives, market trends, and customers to define the total addressable market. A SWOT analysis then evaluates strengths, weaknesses, opportunities, and threats. Sales territories are determined and documented based on geographic, industry, revenue, and other boundaries. An action plan is devised for each territory outlining quotas, pipeline goals, account strategies, and funnel building. Territory performance is then regularly tracked using metrics like gross sales, profits, unit sales, conversion rates, and repeat customers to ensure the plan is achieving its objectives and adapted as needed.
The document discusses the role of learning and development (L&D) professionals in sales enablement. It defines sales enablement as coordinating across functions like sales, marketing, and product development to provide resources and information to help the sales team generate revenue. For L&D professionals to truly support sales enablement, they must break down silos by facilitating collaboration across functions, and focus on improving sales performance rather than just training programs. By adopting this approach, organizations can increase sales productivity, speed time to productivity for new hires, and positively impact the customer experience.
This document discusses marketing strategic planning. It outlines the three main stages of the marketing management process: planning, implementation, and evaluation. The planning stage involves setting goals and strategies. The implementation stage assigns personnel and resources to execute the plan. The evaluation stage analyzes performance against goals to inform future planning. Strategic planning maps long-term resources and opportunities and consists of defining the mission, analyzing the situation, setting objectives, and choosing strategies. Situation analysis examines past performance and future challenges. Objectives should align with overall company goals. Strategic planning also considers positioning, competitive advantages, target markets, demand forecasting, and the marketing mix.
This document discusses marketing strategic planning. It explains that strategic planning involves planning marketing programs, implementing them, and then evaluating performance. The key aspects of strategic planning discussed are analyzing the internal/external environment, setting marketing objectives aligned with company goals, determining positioning and competitive advantages, selecting target markets, and designing the marketing mix. It also covers annual marketing planning and models for strategic planning, specifically discussing the BCG matrix for analyzing market growth options like market penetration, development, product development, and diversification.
This document summarizes a lecture on profiling and recruiting salespeople. It discusses developing a profile for the type of salesperson needed by analyzing the job, writing a description, and identifying qualifications. Recruiting sources that align with the profile are important to attract qualified applicants. The selection process involves screening applications, interviews, and tests to hire the most suitable candidate out of the recruits. Diversity and continuous evaluation of recruiting effectiveness are also covered.
This document outlines the marketing research process and defining the problem and research objectives. It discusses the 11 steps of the marketing research process, including establishing the need, defining the problem, setting objectives, determining research design, identifying data sources, collecting and analyzing data, and communicating insights. It emphasizes that properly defining the problem is crucial. Research objectives should specify what information is needed to solve the problem. Hypotheses can help guide objective development. A proposal contracts the research deliverables.
This document summarizes a lecture on strategic sales force management. It discusses how the marketing concept has evolved and modern sales managers understand that the sales force is just one part of the company's overall marketing strategy. It also covers how strategic planning occurs at different levels from the overall company plan down to the sales force plan. Key aspects of strategic planning like objectives, strategies, and tactics are defined. Recent trends in strategic planning like the impact of the internet and using multiple sales channels are also summarized.
This document discusses the nature of personal selling and sales management. It covers several key topics:
1) It defines personal selling and sales management, noting that sales management involves managing a company's personal selling efforts.
2) It describes the different types of sales jobs that exist, including consultative sellers, key account sellers, new business sellers, and others.
3) It explains how sales jobs differ from other jobs, such as having more autonomy, role ambiguity and stress, and travel requirements.
4) It also discusses the evolution of personal selling into a more consultative role and how sales management has broader responsibilities beyond just supervision, like strategic planning.
This document summarizes a lecture on strategic sales force management. It discusses how the marketing concept has evolved and modern sales managers understand that the sales force is just one part of the company's overall marketing strategy. It also outlines how strategic planning occurs at different levels, starting at the company level and filtering down to marketing and sales. Key aspects of strategic planning like objectives, strategies, and tactics are also defined.
This document discusses the nature of personal selling and sales management. It covers several key topics:
1) It defines personal selling and sales management, noting that sales management involves managing a company's personal selling efforts.
2) It describes the different types of sales jobs that exist, including consultative sellers, key account sellers, new business sellers, and others.
3) It explains how sales jobs differ from other jobs, as salespeople face greater role ambiguity and stress due to representing the company and operating with little supervision.
4) It also outlines the different levels of sales management positions within companies, from entry-level sales supervisors to middle managers to top-level vice presidents of sales.
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
Did you know that while 50% of content on the internet is in English, English only makes up 26% of the world’s spoken language? And yet 87% of customers won’t buy from an English only website.
Uncover the immense potential of communicating with customers in their own language and learn how translation holds the key to unlocking global growth. Join Smartling CEO, Bryan Murphy, as he reveals how translation software can streamline the translation process and seamlessly integrate into your martech stack for optimal efficiency. And that's not all – he’ll also share some inspiring success stories and practical tips that will turbocharge your multilingual marketing efforts!
Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
Gokila digital marketing| consultant| Coimbatoredmgokila
Myself Gokila digital marketing consultant located in Coimbatore other various types of digital marketing services such as SEM
SEO SMO SMM CAMPAIGNS content writing web design for all your business needs with affordable cost
Digital Marketing Services | Techvolt Software :
Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Social Media Optimization (SMO)
4. Social Media Marketing (SMM)
5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
1. Quick Promotions through Online
2. Generation of More leads and Business Enquiries via Search Engine and Social Media Platform
3. Latest Technology development vs Business promotions
4. Creation of Social Branding
5. Promotion with less investment
Benefits Digital Marketing Services at Techvolt software :
1. Services offered with Affordable cost
2. Free Content writing
3. Free Dynamic Website design*
4. Best combo offers on website Hosting,design along with digital marketing services
5. Assured Lead Generation through Search Engine and Social Media
6. Online Maintenance Support
Free Website + Digital Marketing Services
Techvolt Software offers Free website design for all customer and clients who is availing the digital marketing services for a minimum period of 6 months.
With Regards
Gokila digital marketer
Coimbatore
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Empowering Influencers: The New Center of Brand-Consumer Dynamics
In the current market landscape, establishing genuine connections with consumers is crucial. This presentation, "Empowering Influencers: The New Center of Brand-Consumer Dynamics," explores how influencers have become pivotal in shaping brand-consumer relationships. We will examine the strategic use of influencers to create authentic, engaging narratives that resonate deeply with target audiences, driving success in the evolved purchase funnel.
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
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With Regards
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Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
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As the call for for skilled experts continues to develop, investing in quality education and education from a reputable https://www.safalta.com/online-digital-marketing/best-digital-marketing-institute-in-noida Digital advertising institute in Noida can lead to a a success career on this eve
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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Breaking Silos To Break Bank: Shattering The Divide Between Search And SocialNavah Hopkins
At Mozcon 2024 I shared this deck on bridging the divide between search and social. We began by acknowledging that search-first marketers are used to different rules of engagement than social marketers. We also looked at how both channels treat creative, audiences, bidding/budgeting, and AI. We finished by going through how they can win together including UTM audits, harvesting comments from both to inform creative, and allowing for non-login forums to be part of your marketing strategy.
I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
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Dynamic Web Designing involves creating interactive and adaptable web pages that respond to user input and change dynamically, enhancing user experience with real-time data, animations, and personalized content tailored to individual preferences.
2. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and Strategic
Planning
4.3 Characteristics of a Good Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
4.7 Organizing for International Sales
3. In the management process, you must decide where
you want to go before you can figure out how to get
there. In more formal terms, management should
first establish its objectives and then plan the
appropriate strategies and tactics to reach those
goals.
To implement this planning, the activities and
people must be properly arranged and effectively
coordinated. This is where the concept of
organization comes in.
4. An organization is simply an arrangement—a
working structure—of activities involving a
group of people.
The goal is to arrange these activities so that
the people involved can act better together than
they can individually.
5. In recent years, many firms have restructured
their sales organizations to make them more
responsive to the changing needs and, in some
cases, demands of their customers. Companies
are doing this by organizing around their
customers.
A trend in sales force restructuring is to move
toward a flatter organization, in which
coordination across activities is more important
than top down control.
6.
7. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and
Strategic
Planning
4.3 Characteristics of a Good Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
8. A close relationship exists between a coy’s
sales force organizational structure and its
strategic marketing and sales force planning.
The key here is to design an organizational
structure that will help those who work within
it to successfully implement the strategic
marketing and sales force planning.
9. Therefore, as a control mechanism, the
organizational structure guides the company—or in
some cases, the sales force—in carrying out the
strategic planning to pursue marketing and sales
force goals.
To illustrate, assume that a company’s sales goal is
to increase its market share to 20 percent next year
and that its key sales strategy is to increase its sales
to large national accounts by 30 percent over last
year. However, the company’s sales force is
structured so that each rep’s efforts are spread
thinly over accounts of all sizes.
10. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and Strategic
Planning
4.3 Characteristics of a Good
Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
11. Some management generalizations that
characterize a good organization are explained
below.
These features apply to organizations in any
field—not just sales management—and they are
useful in the designing of a new organization or
the revising of an existing one.
12. 1. Organizational structure should reflect a
marketing orientation.
When designing a sales organization,
management should focus first on the market and
the customer. Executives should consider the
selling and marketing tasks necessary to
capitalize on the market demand and to serve the
firm’s customers.
From this base, an organizational structure can be
built.
13. 2. Organization should be built around activities,
not around people
This goal is sometimes difficult to achieve because
it may be almost impossible to avoid some
organizing around people—that is, making
“people adaptations” in the structure.
14. 3. Responsibility and authority should be related
properly.
When you give someone a job to do, also give
the person the tools to do it. Responsibility for
each activity should be clearly spelled out and
assigned to some individual.
Then the necessary authority should be
delegated to that person
15. 4. Span of executive control should be reasonable.
By span of executive control, we mean the
number of subordinates who report directly to
one executive.
16. Most firms need an additional element to make
the formal structure work well. That key
element is an informal organization.
A formal organization’s well-being is
maintained by the system known as the
informal organization structure.
This structure represents how things actually
get done in a company, not how they are
supposed to be done according to a formal
organization chart.
17. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and Strategic
Planning
4.3 Characteristics of a Good Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
4.7 Organizing for International Sales
18. Most sales organizations can be classified mainly
into one of four basic categories:
1. A line organization.
2. A line-and-staff organization.
3. A functional organization.
4. A horizontal organization.
19. 1. A line organization.
Simplest form of organization. Authority flows
from chief executive to first subordinate, then to
second subordinate, and so on down.
20.
21. 2. A line-and-staff organization.
Take a line organization and add staff assistants
who are specialists in various areas—advertising
or marketing research, for example.
The staff executive is responsible for all planning
connected with the specialized activity, but has
only an advisory relationship with sales managers
and sales reps.
The same staff executive—an advertising manager,
for example—has line authority over people in the
advertising department, but is in a staff-authority
(advisory) relationship with the sales force.
22.
23.
24.
25.
26. 3. A functional organization.
A step beyond line-and-staff structure in that each
activity specialist—advertising or sales promotion,
for example—has line authority over the activity in
relations with the sales force.
Suppose a credit manager wants the salespeople to
make collections on delinquent accounts. A staff
executive can only recommend to the general
manager that the reps do this job.
A functional executive has line authority to order
the assistant sales manager or the salespeople to do
the job.
27. Eliminates both management levels and
departmental boundaries. A small group
of senior executives at the top oversee the
support functions like human resources,
finance, and long-term planning. Everyone
else is a member of cross-functional teams
that perform core processes such as
product development and sales and
fulfillment. These teams are self-managed.
28. 4. A horizontal organization.
Eliminates both management levels and
departmental boundaries. A small group of senior
executives at the top oversee the support functions
like human resources, finance, and long-term
planning.
Everyone else is a member of cross-functional
teams that perform core processes such as product
development and sales and fulfillment. These
teams are self-managed.
29.
30. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and Strategic
Planning
4.3 Characteristics of a Good Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
4.7 Organizing for International Sales
31. As a sales force grows, the job of the executive
managing the sales force becomes more
difficult. The number and complexity of a
company’s products and/or markets also may
call for some organizational division if the sales
effort is to be effective.
The most common way to divide sales
responsibilities is to split the sales force on
some basis of sales specialization
32. Probably the most widely used system for dividing
responsibility and line authority over sales
operations is the geographic organization—the
sales force is grouped on the basis of physical
territories.
In this type of structure, each salesperson is
assigned a separate geographical area, called a
territory, in which to sell. A reasonable number of
salespeople representing contiguous territories are
placed under a territorial executive who reports to
the general sales manager.
33.
34. The type of product sold is another frequently
used basis for dividing the responsibilities and
activities within a sales department. The two
most widely used structures featuring product
specialization organization are product
operating and product staff organizations.
35.
36.
37.
38. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and Strategic
Planning
4.3 Characteristics of a Good Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
4.7 Organizing for International Sales
39. However, there are additional selling strategies
with significant organizational implications
that do include such factors as (1) account size,
(2) team selling, (3) outside selling without in-
person sales calls, and (4) the use of
independent agents. (See Figure 4–9.)
40.
41. Many sales executives believe that the major
accounts are too important to be handled only
by the average territorial sales rep.
Consequently, they are modifying their sales
organizations to provide better treatment for
these accounts. Three commonly used
organizational approaches are:
1. Creating a separate sales force.
2. Using executives.
3. Creating a separate division.
42. The buying center may be defined as all the
individuals involved in the purchasing decision
process. Thus, a buying center usually includes
people who play any of the following roles.
Users of the product.
Influencers who set the product specifications
Deciders who make the actual purchasing
decision.
Gatekeepers who control the flow of purchasing
information.
Buyers (purchasing agents) who process the
purchase orders.
43. Team Selling
A growing number of firms are using selling
teams to call on the various individuals in the
buying center.
A selling team is a group of people
representing the sales department and other
functional areas in the firm, such as finance,
production, and research and development
(R&D).
44. Many producers, either with or without their
own sales forces, rely heavily on the sales
forces of independent agents to reach the
market. These agents are wholesaling
intermediaries that do not take ownership title
to the products they sell, and they usually do
not carry inventory stocks.
Independent agents are paid a commission on
the sales they make
45. Telephone selling is not new. What is new
today, however, is the innovative use of
communication systems to aid selling efforts
and other marketing activities.
Generally, telemarketing refers to situations in
which a customer is contacted by a sales rep
via telephone, and e-commerce refers to
situations in which communication with the
customer is carried out through the Internet
(often via e-mail).
46. Two main reasons for the growing use of e-
commerce and telemarketing as forms of sales
specialization are (1) many buyers prefer them
over personal sales calls in certain selling
situations and (2) many marketers find that
they increase selling efficiency.
47. 4.1 Nature of Sales Organizations
4.2 Sales Force Organization and Strategic
Planning
4.3 Characteristics of a Good Organization
4.4 Basic Types of Organizations
4.5 Specialization within a Sales
Department
4.6 Additional Strategic Organizational
4.7 Organizing for International Sales
48. This trend toward globalization presents
challenges in terms of how to organize the sales
force. A company has essentially three options
with regard to distributing its products
internationally:
(1) turn over the export of its product to home-
country intermediaries,
(2) partner with foreign-country intermediaries, or
(3) establish its own company sales force in the
foreign country.