This document provides information about sales management and personal selling. It defines sales management as planning, directing, and controlling an organization's personal selling function. The objectives of sales management are generating sales volume, contributing to profits, and ensuring continued business growth. Personal selling involves person-to-person contact to clarify benefits, satisfy objections, and convert needs to build customer confidence. Personal selling functions can include counter sales, delivery, merchandising, technical consulting, and creative or developmental selling.
This document provides an overview of sales management. It begins by defining sales management and outlining its scope, objectives and functions. The functions of sales management include planning, organizing, staffing, directing, controlling and coordinating. Personal selling is discussed, including the buyer-seller relationship and different selling situations. The document also discusses what makes an effective sales executive and how to recruit successful salespeople. It covers motivating the sales team through motivation programs and incentives. Finally, it discusses managing a salesperson's time effectively and planning their territory in a nine-step process.
This document provides an overview and outline of a lecture on sales and sales management. The key points are:
1. It introduces the role of professional salespeople and how they create value for companies through customer relationships and gathering market information.
2. The outline discusses different sales strategies for managing customer relationships, organizing a sales force, directing sales teams, and evaluating performance.
3. It describes evaluating sales representatives based on their competence in sales skills and product knowledge, as well as their motivation and opportunities within the company.
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
Sales management involves planning, organizing, leading and controlling a sales force to achieve marketing goals. It includes defining goals, determining required activities, implementing compensation plans, providing training, establishing monitoring systems, and measuring results. Personal selling is an important element of sales management where a salesperson uses a direct, face-to-face approach to communicate with customers to influence their purchasing decisions.
This document provides an overview of personal selling and sales management. It defines personal selling as oral conversations between salespeople and customers. The roles of personal selling include identifying decision makers, promoting to groups, generating sales, and maintaining client relationships. Personal selling is categorized as field sales, telephone sales, and inside sales. The document also outlines the sales process, characteristics of successful salespeople, components of a sales plan, and key aspects of personal selling in hospitality.
This document provides an overview of sales management. It discusses that sales management involves effective planning, controlling, budgeting and leadership to achieve sales goals. The key aspects of sales management include sales planning, sales reporting, and sales processes. Sales planning involves identifying target markets and devising strategies. Sales reporting checks the effectiveness of strategies and evaluates performance. The sales process outlines the steps sales representatives should follow from initial contact to after-sales service. Emerging trends impacting sales management are the increasing global perspective, technological revolution, and focus on customer relationship management.
This document provides an overview of sales and distribution management. It defines sales management and discusses the evolution of the field. It also outlines the key roles and skills of sales managers, including managing people, developing strategies and tactics to meet sales objectives. Finally, it explains the important linkage between sales and distribution management, noting that the two functions are interdependent and must work together to achieve sales goals.
SALES MANAGEMENT
• Sales management means planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal Sales force. • “The management of Sales force” by American Marketing Association.
This document provides an overview of sales management. It begins by defining sales management and outlining its scope, objectives and functions. The functions of sales management include planning, organizing, staffing, directing, controlling and coordinating. Personal selling is discussed, including the buyer-seller relationship and different selling situations. The document also discusses what makes an effective sales executive and how to recruit successful salespeople. It covers motivating the sales team through motivation programs and incentives. Finally, it discusses managing a salesperson's time effectively and planning their territory in a nine-step process.
This document provides an overview and outline of a lecture on sales and sales management. The key points are:
1. It introduces the role of professional salespeople and how they create value for companies through customer relationships and gathering market information.
2. The outline discusses different sales strategies for managing customer relationships, organizing a sales force, directing sales teams, and evaluating performance.
3. It describes evaluating sales representatives based on their competence in sales skills and product knowledge, as well as their motivation and opportunities within the company.
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
Sales management involves planning, organizing, leading and controlling a sales force to achieve marketing goals. It includes defining goals, determining required activities, implementing compensation plans, providing training, establishing monitoring systems, and measuring results. Personal selling is an important element of sales management where a salesperson uses a direct, face-to-face approach to communicate with customers to influence their purchasing decisions.
This document provides an overview of personal selling and sales management. It defines personal selling as oral conversations between salespeople and customers. The roles of personal selling include identifying decision makers, promoting to groups, generating sales, and maintaining client relationships. Personal selling is categorized as field sales, telephone sales, and inside sales. The document also outlines the sales process, characteristics of successful salespeople, components of a sales plan, and key aspects of personal selling in hospitality.
This document provides an overview of sales management. It discusses that sales management involves effective planning, controlling, budgeting and leadership to achieve sales goals. The key aspects of sales management include sales planning, sales reporting, and sales processes. Sales planning involves identifying target markets and devising strategies. Sales reporting checks the effectiveness of strategies and evaluates performance. The sales process outlines the steps sales representatives should follow from initial contact to after-sales service. Emerging trends impacting sales management are the increasing global perspective, technological revolution, and focus on customer relationship management.
This document provides an overview of sales and distribution management. It defines sales management and discusses the evolution of the field. It also outlines the key roles and skills of sales managers, including managing people, developing strategies and tactics to meet sales objectives. Finally, it explains the important linkage between sales and distribution management, noting that the two functions are interdependent and must work together to achieve sales goals.
SALES MANAGEMENT
• Sales management means planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal Sales force. • “The management of Sales force” by American Marketing Association.
Meaning & Objective of sales management; Meaning & Personal selling objectives; theories of selling; personal selling process; sales force; compensation and motivation of sales force
This document provides an overview of Chapter 21 from the textbook "Marketing, 6/e" which covers personal selling and sales management. It discusses different types of personal selling like order taking and order getting. The stages of the personal selling process are outlined as prospecting, pre-approach, approach, presentation, close, and follow-up. Sales management tasks like setting objectives, organizing the sales force, and evaluating performance are also summarized. Examples are given of how salespeople create value and different relationship selling approaches.
Sales management involves planning, directing, and controlling a company's sales force to achieve sales goals in an effective and efficient manner. It includes tasks like recruiting, selecting, training, assigning territories, supervising, compensating the sales team. Personal selling is an important promotional method where a salesperson develops relationships with customers and negotiates to help them solve problems using the company's products or services. The personal selling process includes prospecting, preparing, making initial contact, presenting, handling objections, negotiating, closing the sale, and following up to maintain customer relationships.
This document provides an overview of personal selling and sales management. It discusses the roles of hunters and farmers in sales, the sales process, different types of selling like transactional and major account selling, and key aspects of sales management like aligning objectives, defining the sales organization structure, and managing salespeople. The sales process involves understanding customer needs, relating product features to benefits, identifying customer problems and needs, and closing the sale. Sales management requires determining the sales force structure based on capability, control, coverage, cost and conflict, and implementing the right performance management system based on whether outcomes or behaviors should be rewarded.
This document discusses sales management, including:
1) It defines sales management as the management of a company's personal selling function or the process of planning, directing, and controlling personal selling activities.
2) The objectives of sales management include increasing sales volume, contributing to profits, and continuing growth.
3) A sales manager's responsibilities include sales planning, administration, policy/strategy development, forecasting, organizing the sales team, and coordinating with other departments like marketing, advertising, and production.
Sales management involves planning, directing, and controlling the personal selling activities of an organization. This includes recruiting, selecting, training, motivating, and evaluating salespeople. The objectives are to integrate personal selling with other marketing activities and develop relationships with customers. Sales management responsibilities vary and can include delivering products, taking orders, providing technical support, or creating new demand. Effective sales management requires analyzing market potential, formulating sales objectives, recruiting and selecting salespeople, developing training programs, and conducting sales training.
The document discusses key topics in personal selling and sales management. It covers the personal selling process, different types of sales roles, sales management responsibilities, and techniques. Personal selling involves relationship building between buyers and sellers. Sales management involves planning, implementing, and controlling a firm's selling efforts. The personal selling process has six stages: prospecting, preapproach, approach, presentation, close, and follow-up.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
The document discusses key aspects of sales force management including:
1. The activities involved in sales force management such as job analysis, recruitment, selection, training, motivation, and performance evaluation.
2. Different selling styles a company can use such as representative to buyer, sales team to buyer group, and conference selling.
3. Factors to consider when determining sales force size such as number of customers, call frequency, and representative workload.
4. The importance of training the sales force to adapt to changes in technology, structure, and diversity.
5. Methods of motivating the sales force including compensation plans involving salary, commission, or a combination.
6. The process of evaluating sales force performance against
Sales is the completion of a commercial activity where products or services are sold in exchange for money or compensation. Marketing improves the selling environment and plays an important role in sales by promoting interactions between potential customers and companies. Sales management involves planning, staffing, training, leading, and controlling resources to effectively achieve organizational sales goals. Personal selling involves developing long-term client relationships through negotiating product benefits that meet specific client needs using fewer resources than other marketing tools. Effective sales processes include prospecting, preparation, initial contacts, presentations, objection handling, negotiation, closure, and follow-up.
This document outlines a sales management presentation given by a group including Mehak Singh, Reshma, Sanju, Susanna P, and Varghese. It introduces sales management and discusses the nature, scope, objectives, strategies, and trends in sales management. Key points covered include defining sales management and its relationship to marketing management, factors to consider when setting sales objectives, levels of sales strategies, and the importance and roles of sales managers. New trends discussed are customer relationship management, team selling, technological changes, e-selling, multi-channel management, a diverse sales force, and ethical issues.
Marketing management and sales force managementKrishna Kanth
This presentation discusses key concepts in marketing management including needs, wants, demands, markets, and the evolution of marketing concepts from production to societal marketing. It also summarizes sales force management topics like recruiting, selecting, training, supervising, and evaluating salespeople. The presentation provides an overview of fundamental marketing and sales force management principles.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
This document discusses personal selling and sales management. It covers key topics like the importance of personal selling, the selling process, factors affecting personal selling, designing and recruiting sales personnel, training and motivating sales personnel, theories of personal selling including AIDAS and behavioral equation, and the role and skills of effective sales executives. The roles of sales manager and district sales manager are also outlined.
In simple terms, Sales Management means management of selling activities of an organization. • According to the American Marketing association, sales management is ,” the planning, direction, and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising paying and motivating as these tasks apply to the personal sales force.”
Sales Management is the process of current exchanges of goods - and thus sales management forms an integral part of Marketing Management. A significantly broader meaning is assigned to sales management as it also encompasses managing the sales functions and the sales force.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Sales management involves planning, directing, and controlling personal selling activities like recruiting, selecting, training, assigning, supervising, motivating, and compensating a company's salesforce. It is integrated with marketing management as sales planning must align with marketing planning. A company's marketing team consists of a field selling team that contacts customers, and a headquarter marketing team that supports the field team through activities like promotion, marketing research, logistics, customer service, and coordination. Relationship management in sales includes transactional, value-added, and collaborative selling. Sales roles vary and include deliverers, order takers, sales support, technical support, order getters/creators, and solution vendors.
The document discusses principles of effective communication. It provides questions about communication skills needed in different job roles, including call center roles, customer service, presentations, technical helpdesk, games design, and working in groups. The questions cover skills like verbal skills, written communication, engaging audiences, creativity, problem solving, teamwork, leadership, planning, and having a dependable attitude.
The document provides an overview of academies in England as of November 2012. It notes that there were a total of 2,552 academies, including 534 sponsored academies, 1,923 converter academies, 79 free schools, 11 studio schools, and 5 UTCs. The timeline shows a steady increase in the number of academies opening each year since 2010. Charts break down the numbers and proportions of academies by type, date of opening, and compared to non-academy schools.
The document discusses sales management and the personal selling function. It defines sales management as planning, directing, and controlling an organization's personal selling efforts. This includes recruiting, equipping, assigning, routing, supervising, paying, and motivating the sales force. The objectives of sales management are generating sales volume, contributing to profits, and ensuring continued business growth. Personal selling involves direct person-to-person contact between salespeople and customers to clarify benefits, satisfy objections, and gain feedback to help differentiate a company's offerings. The personal selling process typically involves preparation, opening a sales call, presenting the product, closing the sale, and providing service.
This document provides information about sales management and personal selling. It defines sales management as planning, directing, and controlling an organization's personal selling function. The objectives of sales management are generating sales volume, contributing to profits, and ensuring continued business growth. Personal selling involves person-to-person contact to clarify benefits, satisfy objections, and convert needs to build customer confidence. Personal selling functions can include counter sales, delivery, merchandising, technical consulting, and creative or developmental selling.
Meaning & Objective of sales management; Meaning & Personal selling objectives; theories of selling; personal selling process; sales force; compensation and motivation of sales force
This document provides an overview of Chapter 21 from the textbook "Marketing, 6/e" which covers personal selling and sales management. It discusses different types of personal selling like order taking and order getting. The stages of the personal selling process are outlined as prospecting, pre-approach, approach, presentation, close, and follow-up. Sales management tasks like setting objectives, organizing the sales force, and evaluating performance are also summarized. Examples are given of how salespeople create value and different relationship selling approaches.
Sales management involves planning, directing, and controlling a company's sales force to achieve sales goals in an effective and efficient manner. It includes tasks like recruiting, selecting, training, assigning territories, supervising, compensating the sales team. Personal selling is an important promotional method where a salesperson develops relationships with customers and negotiates to help them solve problems using the company's products or services. The personal selling process includes prospecting, preparing, making initial contact, presenting, handling objections, negotiating, closing the sale, and following up to maintain customer relationships.
This document provides an overview of personal selling and sales management. It discusses the roles of hunters and farmers in sales, the sales process, different types of selling like transactional and major account selling, and key aspects of sales management like aligning objectives, defining the sales organization structure, and managing salespeople. The sales process involves understanding customer needs, relating product features to benefits, identifying customer problems and needs, and closing the sale. Sales management requires determining the sales force structure based on capability, control, coverage, cost and conflict, and implementing the right performance management system based on whether outcomes or behaviors should be rewarded.
This document discusses sales management, including:
1) It defines sales management as the management of a company's personal selling function or the process of planning, directing, and controlling personal selling activities.
2) The objectives of sales management include increasing sales volume, contributing to profits, and continuing growth.
3) A sales manager's responsibilities include sales planning, administration, policy/strategy development, forecasting, organizing the sales team, and coordinating with other departments like marketing, advertising, and production.
Sales management involves planning, directing, and controlling the personal selling activities of an organization. This includes recruiting, selecting, training, motivating, and evaluating salespeople. The objectives are to integrate personal selling with other marketing activities and develop relationships with customers. Sales management responsibilities vary and can include delivering products, taking orders, providing technical support, or creating new demand. Effective sales management requires analyzing market potential, formulating sales objectives, recruiting and selecting salespeople, developing training programs, and conducting sales training.
The document discusses key topics in personal selling and sales management. It covers the personal selling process, different types of sales roles, sales management responsibilities, and techniques. Personal selling involves relationship building between buyers and sellers. Sales management involves planning, implementing, and controlling a firm's selling efforts. The personal selling process has six stages: prospecting, preapproach, approach, presentation, close, and follow-up.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
The document discusses key aspects of sales force management including:
1. The activities involved in sales force management such as job analysis, recruitment, selection, training, motivation, and performance evaluation.
2. Different selling styles a company can use such as representative to buyer, sales team to buyer group, and conference selling.
3. Factors to consider when determining sales force size such as number of customers, call frequency, and representative workload.
4. The importance of training the sales force to adapt to changes in technology, structure, and diversity.
5. Methods of motivating the sales force including compensation plans involving salary, commission, or a combination.
6. The process of evaluating sales force performance against
Sales is the completion of a commercial activity where products or services are sold in exchange for money or compensation. Marketing improves the selling environment and plays an important role in sales by promoting interactions between potential customers and companies. Sales management involves planning, staffing, training, leading, and controlling resources to effectively achieve organizational sales goals. Personal selling involves developing long-term client relationships through negotiating product benefits that meet specific client needs using fewer resources than other marketing tools. Effective sales processes include prospecting, preparation, initial contacts, presentations, objection handling, negotiation, closure, and follow-up.
This document outlines a sales management presentation given by a group including Mehak Singh, Reshma, Sanju, Susanna P, and Varghese. It introduces sales management and discusses the nature, scope, objectives, strategies, and trends in sales management. Key points covered include defining sales management and its relationship to marketing management, factors to consider when setting sales objectives, levels of sales strategies, and the importance and roles of sales managers. New trends discussed are customer relationship management, team selling, technological changes, e-selling, multi-channel management, a diverse sales force, and ethical issues.
Marketing management and sales force managementKrishna Kanth
This presentation discusses key concepts in marketing management including needs, wants, demands, markets, and the evolution of marketing concepts from production to societal marketing. It also summarizes sales force management topics like recruiting, selecting, training, supervising, and evaluating salespeople. The presentation provides an overview of fundamental marketing and sales force management principles.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
This document discusses personal selling and sales management. It covers key topics like the importance of personal selling, the selling process, factors affecting personal selling, designing and recruiting sales personnel, training and motivating sales personnel, theories of personal selling including AIDAS and behavioral equation, and the role and skills of effective sales executives. The roles of sales manager and district sales manager are also outlined.
In simple terms, Sales Management means management of selling activities of an organization. • According to the American Marketing association, sales management is ,” the planning, direction, and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising paying and motivating as these tasks apply to the personal sales force.”
Sales Management is the process of current exchanges of goods - and thus sales management forms an integral part of Marketing Management. A significantly broader meaning is assigned to sales management as it also encompasses managing the sales functions and the sales force.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Sales management involves planning, directing, and controlling personal selling activities like recruiting, selecting, training, assigning, supervising, motivating, and compensating a company's salesforce. It is integrated with marketing management as sales planning must align with marketing planning. A company's marketing team consists of a field selling team that contacts customers, and a headquarter marketing team that supports the field team through activities like promotion, marketing research, logistics, customer service, and coordination. Relationship management in sales includes transactional, value-added, and collaborative selling. Sales roles vary and include deliverers, order takers, sales support, technical support, order getters/creators, and solution vendors.
The document discusses principles of effective communication. It provides questions about communication skills needed in different job roles, including call center roles, customer service, presentations, technical helpdesk, games design, and working in groups. The questions cover skills like verbal skills, written communication, engaging audiences, creativity, problem solving, teamwork, leadership, planning, and having a dependable attitude.
The document provides an overview of academies in England as of November 2012. It notes that there were a total of 2,552 academies, including 534 sponsored academies, 1,923 converter academies, 79 free schools, 11 studio schools, and 5 UTCs. The timeline shows a steady increase in the number of academies opening each year since 2010. Charts break down the numbers and proportions of academies by type, date of opening, and compared to non-academy schools.
The document discusses sales management and the personal selling function. It defines sales management as planning, directing, and controlling an organization's personal selling efforts. This includes recruiting, equipping, assigning, routing, supervising, paying, and motivating the sales force. The objectives of sales management are generating sales volume, contributing to profits, and ensuring continued business growth. Personal selling involves direct person-to-person contact between salespeople and customers to clarify benefits, satisfy objections, and gain feedback to help differentiate a company's offerings. The personal selling process typically involves preparation, opening a sales call, presenting the product, closing the sale, and providing service.
This document provides information about sales management and personal selling. It defines sales management as planning, directing, and controlling an organization's personal selling function. The objectives of sales management are generating sales volume, contributing to profits, and ensuring continued business growth. Personal selling involves person-to-person contact to clarify benefits, satisfy objections, and convert needs to build customer confidence. Personal selling functions can include counter sales, delivery, merchandising, technical consulting, and creative or developmental selling.
This document summarizes a presentation given at the 16th annual ISTE student convention on updating curriculum and nourishing talent through extracurricular activities to ignite genius in professional students. The presentation discusses how India's large education system faces challenges like poor performance and quality issues. It advocates linking academic and practical skills to help students understand their abilities and career goals. The presentation also emphasizes the importance of extracurricular activities in developing student skills and bonding, and suggests updates to curriculum like introducing vocational training, industry interactions, and interactive learning through technology.
Selenium web driver code to handle the following eventsDolly_29
This document provides code examples for handling various events in Selenium WebDriver tests, including: framing and iframes using switchTo().frame(); handling multiple windows by switching between them; accepting, dismissing, and entering text into alerts; dragging and dropping elements; performing mouse hover events; and taking screenshots on failure to capture errors.
The document discusses sales management and the personal selling function. It defines sales management as planning, directing, and controlling an organization's personal selling efforts. It also discusses the objectives of sales management as generating sales volume, contributing to profits, and ensuring continued business growth. The document then covers various aspects of personal selling such as the personal selling process, prospecting, and sales-related marketing policies that influence sales executives.
The document discusses how human brands are perceived based on warmth and competence. It explains that customer loyalty is driven by how brands build relationships through social media. Different social media platforms are described as ways to engage customers, with Pinterest emphasizing using great images to solve problems or inspire. The document contrasts social brands, which are marketing-driven and focus on engagement metrics, with social businesses where collaboration across the organization is key to social media participation.
LED lights are more durable, energy efficient, and versatile than halogen lights. An LED bulb can last up to 40,000 hours compared to just 2,000 hours for a halogen bulb. LED lights also use under 20% of the energy that halogen lights consume over the same period of time, saving on energy bills. While LED bulbs have a higher upfront cost, they are less expensive than halogen lights over the lifetime of the bulb due to their long lifespan and energy savings.
Presentation from the Black Country Partnership for Learning Conference
14-19 Education & The Wolf Report
25th November 2011 Hawthorns Conference Centre, West Bromwich
This document summarizes a presentation given at the 16th annual ISTE student convention on updating curriculum and nourishing talent through extracurricular activities to ignite genius in professional students. The presentation discusses how India's large education system faces challenges like poor performance and quality issues. It advocates linking academic and practical skills to help students understand their abilities and career goals. The presentation also emphasizes the importance of extracurricular activities in developing student skills and bonding, and suggests updates to curriculum like introducing vocational training, industry partnerships, and interactive learning through technology.
This document provides an overview of key concepts in international marketing. It discusses the differences between domestic and international marketing, and strategic orientations like domestic, multidomestic, and global. It also covers environmental forces outside of a company's control, and how the marketing mix must adapt to different country environments. Global governance institutions that impact international trade are outlined, along with concepts like protectionism, trade barriers, and balance of payments accounting.
Marketing is the process of communicating the value of a product or service to customers for the purpose of selling that product or service. It involves determining customer needs and wants, identifying target markets, and developing the right marketing strategies including the 4Ps of product, price, place, and promotion. Fashion marketers use strategies like increasing customer base, average transaction amount, and purchase frequency. Products move through channels of distribution from producers to consumers, typically passing through textiles, apparel, and retail segments. Marketing objectives aim to achieve goals like customer acquisition, retention, cross-sell, and up-sell.
Sales management involves planning, directing, and controlling the personal selling activities of an organization, including recruiting, selecting, training, assigning territories to, supervising, motivating, and compensating the sales force. The objectives of sales management are to achieve sales targets and volumes, contribute to profits, and ensure continued growth. Personal selling involves oral communication between salespeople and customers to generate revenue, provide market feedback, offer solutions to customer problems, and serve as an information resource and advocate for customers. Sales management includes designing sales territories, setting quotas, creating and managing the sales force, and developing sales strategies, processes, and compensation plans.
This document provides an overview of sales management concepts across three units: introduction to sales management, personal selling, and the sales process. It discusses key topics such as the definition and tasks of sales management, examples of personal selling roles, the characteristics and types of salespeople, and the personal selling process which involves prospecting, qualifying, approaching, presenting, handling objections, closing, and following up. The document also examines theories of selling such as AIDA which focuses on gaining attention, interest, desire and action from prospects, and the buying formula theory which emphasizes understanding customer needs and problems.
This document discusses sales force management. It defines sales management as planning, directing, and controlling selling personnel to achieve sales targets. Effective sales force management ensures a business has the appropriate salespeople to meet goals. Key aspects of sales management include deciding the size and type of sales force, organizing the sales department, designing sales territories, and recruiting and training salespeople. The sales management cycle involves analyzing markets, planning sales strategies, organizing the sales force, directing sales activities, and controlling performance.
The document discusses the marketing mix, which combines various components to strengthen a product's brand and help sell the product. The marketing mix includes the product itself, the price, placement or distribution channels, and promotion. It also includes people involved in selling, designing, and representing the product, as well as physical evidence of service delivery and branding. The marketing process identifies customer needs, analyzes the market, and creates materials to reach target audiences.
The document discusses several key marketing concepts:
1. It defines marketing as satisfying needs through exchange processes, with the goal of making selling unnecessary.
2. The marketing mix, or 4Ps (product, price, place, promotion), are controllable activities to produce a desired response from customers.
3. Marketing research helps identify problems and opportunities to improve decision making related to products, pricing, distribution, and promotion.
The document discusses the responsibilities, policies, and practices of purchasing as well as the major functions and sub-functions of personnel management. It then provides definitions and evolution of modern marketing as well as the importance and functions of marketing including setting objectives, the marketing mix of product, price, distribution channels, and promotion.
The document discusses key aspects of building a successful sales organization for a SaaS company. It covers the shift from traditional on-premise software sales models to the SaaS model with more frequent customer touchpoints. Successful SaaS sales requires continually refining processes, systems, skills, and structure. The sales strategy should have a vision aligned with goals and markets. Different customer segments require tailored sales models with the appropriate roles. Setting goals and quotas for sales territories is important for driving attainment. Customer success and account management play separate but important post-sale roles in ensuring ongoing customer value and opportunities.
This document discusses various marketing concepts related to pricing, promotions, integrated marketing communications, personal selling, and sales force automation. It provides definitions and explanations of key terms such as pricing objectives, the promotional mix, personal selling, sales management, and sales force automation. It also outlines the steps in developing marketing strategy, making pricing decisions, and managing a sales team.
This document provides an overview of marketing concepts and inbound marketing strategies. It discusses the importance of marketing for businesses, defining marketing, sales, and advertising. It also covers key marketing concepts like target markets and business sizes. The document emphasizes the importance of planning and competition analysis for marketing. Finally, it defines inbound marketing and provides examples of companies using successful inbound marketing approaches.
A marketing assignment help research is primarily a systematic process of obtaining, documenting, and analyzing qualitative and quantitative data regarding topics pertaining to the marketing of goods and services. The objective is to figure out and evaluate how different aspects of the marketing mix affect customer behavior. This include defining the data needed to solve these challenges, as well as developing the data gathering technique, organizing, and implementing the data collection process.
This document discusses the evolution of sales management over time and key concepts in sales management. It covers:
1) Five eras of sales management: the simple trade era, production era, sales era, marketing department era, and marketing organization era.
2) The definition of sales management as planning, directing, and controlling personnel selling activities as well as broader marketing activities.
3) The objectives of sales management as achieving sales volume targets, contributing to profits, and continuous growth.
4) Emerging trends in sales management like the need for a global presence, innovative technologies, better customer relationship management, diversity, team-based selling, multi-channel operations, addressing ethical/social issues, and professional
Contains about basics of sales management, Background, Selling as a career, B2C and B2B Markets, Different marketing concepts, Product Life Cycle, Relation between sales and marketing, Implementing the market concept, segmentation in B2C &B2B market.Adoption & Diffusion theory, Image of selling. Types of selling.
Sales management involves planning, directing, and controlling personal selling activities including recruiting, training, and motivating salespeople. An effective sales organization strives to achieve goals through formal and informal relationships between individuals. Sales management uses various analyses including sales, costs, and productivity to evaluate organizational effectiveness. Sales forecasts, budgets, quotas, and manpower planning are important tools to achieve objectives and coordinate activities. Proper time and territory management can improve salesforce productivity.
Learn more at www.wdcep.com/business-in-dc/marketing-your-business/
Doing Business 2.0 is an education seminar that features content from the WDCEP's Doing Business in DC publication.
The document summarizes key aspects of sales management including:
1. The functions of sales management such as planning, organizing, directing, controlling sales personnel and coordinating marketing activities.
2. The differences between sales and marketing, with marketing focusing on customer needs and sales focusing on selling products.
3. Factors involved in managing a sales force such as recruiting, training, evaluating performance, and providing compensation and incentives.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies outlines strategies for personal selling, digital marketing, and direct marketing. It discusses determining the role of personal selling in promotional strategies and designing sales organizations. It also covers recruiting, training, and managing salespeople, as well as evaluating performance and making adjustments. The document introduces strategies for digital marketing, including identifying opportunities online and developing a vision for how digital assets can meet business and stakeholder needs. It also discusses objectives and value opportunities and risks of internet marketing.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies document discusses strategies for personal selling, digital marketing, and direct marketing. It provides an overview of each topic with key points:
1) Personal selling strategies include determining the role of salesforce, defining the selling process, deciding on sales channels, designing the sales organization, recruiting/training/managing salespeople, and evaluating performance.
2) Digital marketing strategies involve using tools like email, SEO/SEM, online ads, and social media to promote brands online.
3) Direct marketing allows direct contact with customers through methods like direct mail, telemarketing, email, text, and social media in a cost-effective way to generate new business and sales.
The document outlines the modules covered in a marketing course over 45 lectures. It includes 4 main modules that cover topics such as introduction to marketing, marketing decisions, key marketing dimensions, and marketing strategies. Some of the specific topics discussed are marketing mix, product life cycle, branding, pricing, promotion, sales management, rural marketing, and digital marketing.
1. Sales Management Ppt
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ОпубликованRaman Kumar Jha
sales mngt
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1
Sales Management
Sales Management
Sales Management is a part of Marketing Management.Sales Management can broadly be
defined as
–
The
Planning, Direction and Control
of the Personal Selling function in anOrganization, which includesa) Recruiting (e) Selectingb)
Equipping (f) Assigningc) Routing (g) Supervisingd) Paying (h)
Motivating ………….
the Sales Force involved directly or indirectly in the Personal Sellingfunction.Sales Management
can also be defined as
–
the
planning, Organizing, Leading and controlling
of the Personal Selling function.
Sales Management
Sales Management can also be defined as
–
the
planning, Organizing, Leadingand controlling
of the Personal Selling function.The fundamental
2. objectives of Sales Management
are :
•
Generating Sales Volume.
•
Contribution towards the profits of the Organization.
•
Ensuring continued growth in business.How Sales Management directly affects the profits of an
Organization can be judged from the following equation:(SALES)
–
(COST OF SALES) = (GROSS MARGIN)(GROSS MARGIN)
–
(EXPENSES) = (NET PROFIT)
Sales Management Ppt
Ratings: (0)|Views: 182 |Likes: 1
ОпубликованRaman Kumar Jha
sales mngt
More info:
Categories:Types, School Work
Published by: Raman Kumar Jha on May 11, 2012
Авторские права:Attribution Non-commercial
Availability:
Read on Scribd mobile: iPhone, iPad and Android.
download as PPT, PDF, TXT or read online from Scribd
Flag for inappropriate content|Добавить в коллекцию
See less
Sales Management
Sales Management is a part of Marketing Management.Sales Management can broadly be
defined as
–
The
Planning, Direction and Control
of the Personal Selling function in anOrganization, which
includesa) Recruiting (e) Selectingb) Equipping (f) Assigningc) Routing (g) Supervisingd) Payin
g (h)
Motivating ………….
3. the Sales Force involved directly or indirectly in the Personal Sellingfunction.Sales
Management can also be defined as
–
the
planning, Organizing, Leading and controlling
of the Personal Selling function.
Sales Management
Sales Management is a part of Marketing Management.Sales Management can broadly be
defined as
–
The
Planning, Direction and Control
of the Personal Selling function in anOrganization, which
includesa) Recruiting (e) Selectingb) Equipping (f) Assigningc) Routing (g) Supervisingd) Payin
g (h)
Motivating ………….
the Sales Force involved directly or indirectly in the Personal Sellingfunction.Sales
Management can also be defined as
–
4. the
planning, Organizing, Leading and controlling
of the Personal Selling function.
Sales Management
Sales Management can also be defined as
–
the
planning, Organizing, Leadingandcontrolling
of the Personal Selling function.The fundamental
objectives of Sales Management
are :
•
GeneratingSalesVolume.
•
Contribution towards the profits of the Organization.
•
Ensuring continued growth in business.How Sales Management directly affects the profits of an
Organization can be judged from the following equation:(SALES)
–
(COST OF SALES) = (GROSS MARGIN)(GROSS MARGIN)
–
(EXPENSES) = (NET PROFIT)
Sales Management
From the above it would be clear that more the SALES higher arethe chance of increased
GROSS MARGIN. And since expenses donot necessarily increase with increase in Sales,
rather expensesreduce with increase in Sales, the NET PROFIT is bound to increase.The above
objectives are achieved by members of OrganizationThrough Personal Selling activities, which
makes it imperative tounderstand the concept of Personal Selling very clearly and
study itsbearing on the selling as well as buying process.It is to be noted that Personal Selling is
not the same asSalesmanship. Rather Salesmanship is a part of Personal Selling.
Marketing vs Sales
Marketing Approach Sales Approach
a) Identify markets a) Identify customers
•
End use analysis - Prospecting for customers
•
Desk research - Who else, where else approach
•
Market research -
Meet customer’s specific needs
5. b) Develop products b) Meet customer’s specific needs
Research & Development - Application engineeringc) Develop & maintain an effecti
ve c) Overcome the obstacles in themarketing system field of sales of the product
/service.
•
Pricing strategy -Handling objections
•
Product/service promotion - Personal selling
•
Advertisement campaign - Developing quotations
•
Distribution strategy - Submitting tenders
•
Packaging - Combating competition
•
After Sales Service -
Matching competitor’s moves
d) Ensure profitability & adequate return-on-investment d) Ensure profitability
•
Costing system - Return on time invested
•
Inventory control - Control on Accounts(clients)
•
Receivables - Margin on sales
•
Credit control - Control on selling expenses
Marketing vs Sales
Marketing Approach Sales Approach
a) Identify markets a) Identify customers
•
End use analysis - Prospecting for customers
•
Desk research - Who else, where else approach
•
Market research -
Meet customer’s specific needs
6. b) Develop products b) Meet customer’s specific needs
Research & Development - Application engineeringc) Develop & maintain an effecti
ve c) Overcome the obstacles in themarketing system field of sales of the product
/service.
•
Pricing strategy -Handling objections
•
Product/service promotion - Personal selling
•
Advertisement campaign - Developing quotations
•
Distribution strategy - Submitting tenders
•
Packaging - Combating competition
•
After Sales Service -
Matching competitor’s moves
d) Ensure profitability & adequate return-on-investment d) Ensure profitability
•
Costing system - Return on time invested
•
Inventory control - Control on Accounts(clients)
•
Receivables - Margin on sales
•
Credit control - Control on selling expenses
Marketing vs Sales
Marketing Approach Sales Approach
a) Identify markets a) Identify customers
•
End use analysis - Prospecting for customers
•
Desk research - Who else, where else approach
•
Market research -
Meet customer’s specific needs
b) Develop products b) Meet customer’s specific needs
7. Research & Development - Application engineeringc) Develop & maintain an effecti
ve c) Overcome the obstacles in themarketing system field of sales of the product
/service.
•
Pricing strategy -Handling objections
•
Product/service promotion - Personal selling
•
Advertisement campaign - Developing quotations
•
Distribution strategy - Submitting tenders
•
Packaging - Combating competition
•
After Sales Service -
Matching competitor’s moves
d) Ensure profitability & adequate return-on-investment d) Ensure profitability
•
Costing system - Return on time invested
•
Inventory control - Control on Accounts(clients)
•
Receivables - Margin on sales
•
Credit control - Control on selling expenses
PERSONAL SELLING
Personal Selling can be defined as a means for
implementing Marketing Programs
–
along with
other marketing elements such as Pricing,
Advertising, Product Development & Research
and Physical Distribution, etc.
8. Personal Selling vs Impersonal Selling
Personal Selling
involves person to person contact. It requires :1. To clarify to the buyer the unique benefits he
can get by buying the product/service.2. To satisfy the objections of the customer.3. To
understand the consequences for the buyer; i.e. the hidden, unexpressedreasons for not buying
9. and to offer solutions to overcome these.4. To convert implicit needs into explicit ones.5. To
give confidence and reassurance to the customer.6. To educate the customer and to effectively
differentiate his company,product/service, from those of the competitors.7. To solve
problems.8. To get direct feed-back from the market and be close to the customer.9. To gain a
competitive advantage.
Impersonal Selling
also does the above but not through person to person contact.These functions/activities are
done with the help of Visual, Audio and Audio-Visualaids like
–
information leaflets, advertisements in the print media, advertisements inthe
audio-visual media, voice-mail service etc.
HOW DIVERSE IS THE PERSONAL SELLING FUNCTION?
A . S e r v i c e S e l l i n g
•
Inside Order Taker
–
Counter salesmen inside a Departmental Store etc.
e.g. Sales executive at the ‘BATA’ shoes show
-room.
•
Delivery salesperson
–
mainly engaged in delivering the product/service.E.g. the person filling oil at the
Bharat Petroleum Service Station;delivering IndianOil cooking gas, person
delivering you your Credit card.
•
Route or Merchandising salesperson
–
a typical toiletries salesman whocollects order and ensures proper display of his
products at the shop.
•
Missionary salesman
–
the Medical Representative detailing the Doctorabout a new formulation. He does
not take orders but only disseminateslatest information. Door-to-door campaign
for participating in theelections/voting.
•
10. Technical Salesperson
–
strictly speaking he is a consultant to the client.E.g. project consultancy by
an Architect.
HOW DIVERSE IS THE PERSONAL SELLING FUNCTION?
B. Developmental Selling
•
Creative Salesperson of tangibles
–
selling a new software, selling a newlyinvented gadget.
•
Creative salesperson of Intangibles
–
selling insurance policy,Advertisement executive prospecting for accounts.
C.Basically Developmental Selling, not requiring
unusual creativity
•
‘Political’, ‘Indirect’ or ‘Back–Door’ Salesperson –
a salesperson selling onecommodity gets orders or another commodity because of
hisOrganizations infrastructure. E.g. an exporter of garments form India getsan order from
a client in England for canned apple juice(because of hisefficient and
ethical dealing with the client)
•
Salesperson Engaged in Multiple Sales
–
e.g. an Advertising Executive
giving many presentations to the ‘Agency Selection Committee’ of a
Company. One concept can be accepted /all can be rejected
THEORIES OF PERSONAL SELLING
a) STIMULUS RESPONSE SELLING
–
11. “Buy One Get one Offer”
–
a stimulus to the ‘prospect’ strongly influences the decision
making process and converts him into a buyer.
b) MENTAL STATE SELLING {A.I.D.A.S. Model}
–
Attention
of the customer is drawn through unique product/servicefeature;
Interest
of the prospect is developed; prospectdevelops
Desire
and converts to a potential customer;
Action
takes place (customer buys the product/service);Customer derives
Satisfaction
from the product/service.
c) NEED SATISFACTION SELLING
–
Therewasa‘need’foraT.V.
that will adjust its brightness according to the roomluminosity
–
L.G. Television being sold with ‘Golden Eye’
feature.
d) PROBLEM SOLVING SELLING
–
Pollution was a seriousproblem, CNG concept was sold to the Government.
e) CONTINGENCY SELLING
–
Distress Sale.
12. A TYPICAL PERSONAL SELLING PROCESS
There are five stages in a typical Personal Selling process:
1. Preparation:
•
Planning the itinerary
–
Time & Territory Management
•
Planning each sales call.
•
Prospecting and evaluating new customers.
2. Opening a sales call:
•
With new customers(under prospecting)
•
With existing customers - Inventory Check- What is new to offer.
3. Presentation of the Product/service:
•
Features, Advantages and Benefits of the offering/s.
•
Demonstration, if possible, of the offering
•
Handling objections - Obstacles to sales {customer is convinced but sale is not
effected becausecustomer is short of cash/customer cannot carry the
product todaysolution could be credit card/finance option and home delivery
next day}- Sales Objections{customer is dissatisfied because of some attribute of
the product detailed by the salesperson but not available. E.g. a ‘ceilingfan’
salesperson details that there are ‘double ball’
bearings present but the customer
finds only one ‘ball’ bearing and the other is a ‘bush’ bearing.
•
Negotiations
A TYPICAL PERSONAL SELLINGPROCESS
13. 3. Closing of the sales call:
•
Timing of the sales call.
•
Methods of closing.
4. Service:
•
Problem solving.
•
Marketing Intelligence.
•
Merchandising.
A TYPICAL PROSPECTING PROCESS
To economize on scarce Productive Selling time, planning work is done toeliminate calls on
non-
buyers. This ‘Planning work’ is called prospecting. The
steps involved are:
1. Formulating Prospect Definition:
Persons/Organizations who have thewillingness, the financial capacity and authority to
buy the product orservice being offered by the personal selling functionary is a PROSPECT.
2. Searching out potential accounts:
The sources can be directories of allkind; news and notes in trade
magazines/journals; membership list of Associations; friends and acquaintances;
etc.
3. Qualifying prospects & determining probable requirements:
Prospects
above a certain level of requirement are considered as ‘Qualified’ and are
pursued unless otherwise future growth/other factors are of significance.
4. Relating company products/service to each prospect’s requirements:
Finalstep is to approach the prospect and convince him that his requirement
will be satisfied by your Company’s product/service.
A TYPICAL PROSPECTING PROCESS
14. To economize on scarce Productive Selling time, planning work is done toeliminate calls on
non-
buyers. This ‘Planning work’ is called prospecting. The
steps involved are:
1. Formulating Prospect Definition:
Persons/Organizations who have thewillingness, the financial capacity and authority to
buy the product orservice being offered by the personal selling functionary is a PROSPECT.
2. Searching out potential accounts:
The sources can be directories of allkind; news and notes in trade
magazines/journals; membership list of Associations; friends and acquaintances;
etc.
3. Qualifying prospects & determining probable requirements:
Prospects
above a certain level of requirement are considered as ‘Qualified’ and are
pursued unless otherwise future growth/other factors are of significance.
4. Relating company products/service to each prospect’s requirements:
Finalstep is to approach the prospect and convince him that his requirement
will be satisfied by your Company’s product/service.
SALES RELATED MARKETING POLICIES
Sales related Marketing Policies directly influencethe jobs of the sales executives. There are
threemajor types of such policies:
1. Product Policies
–
what to sell.
2. Distribution policies
–
whom to sell.
3. Pricing policies
–
at what consideration
PRODUCT POLICIES
15. 1. Marketing Policy related to Product objectives
: The Personal Selling style would alter
if a Company changes its ‘Product Objective’ from ‘providing the customer bestvalue for money
products’ to ‘providing the customer the most economicalproduct’.
2. Marketing Policy related to Product Line:
Only ‘Cornflakes’ is a Short Product Line –
e.g. Mohan’s Cornflakes ; Whereas ‘Kellogg’s’ has a Long Product Line of ‘BreakfastCereals’. The
Personal Selling activity would vary in both cases. The Management
keeps reviewing the market scenario and the following decisions follow :a)
Changes in product offerings
: Reappraisal of the existing product lines isdone at regular intervals. Reappraisals serve two
purposes :-i) to determine whether individual items are still in tune with market demand.ii) To
identify those that should be dropped from, or added to, the line.
e.g.: ‘Fiat’ dropped their old model to come up with ‘Sienna’ and then furtherbrought
‘
Palio
’.
‘Hindustan Lever’ appraised the situation of ‘Lifebuoy’
and launched‘Lifebuoy Personal’.
PRODUCT POLICIES
b. Re-appraising the product line and line simplification
: TheProduct Lines are reviewed and appraisal is done in termsof
–
strengths & weaknesses as compared to competitors;whether product features are in line with
consumersdesirability; profitability for the Company.E.g. Scooters India Limited, which was
earlier into themanufacturing and marketing of Two-Wheeler (Vijay Superscooter) and Three
Wheeler (Vikram), re-appraised theirproduct lines and took a conscious decision to
discontinuethe Two Wheeler line and continue with the Three Wheelerline.
(Line Simplification)c. Re-appraising the product line and line diversification:
e.g.: Tata Engineering & Locomotive Company(TELCO)diversified from Trucks to Passenger
Cars.
d. Ideas for new products:
16. e.g. : ‘India Today’ weeklylaunches a ‘Daily Newspaper’.
PRODUCT POLICIES
3. Product Design Policy :
The two main policy decisions on product designare :a) The frequency of design
change.b) The extent to which design should be protected from copying.
This policy is very relevant in certain industries
–
like garments,automobiles, mobile phones, home appliances etc.Design Protection is
done through various Legal procedures
–
Trade Markregistration, Design Registration, Design/Process Patent, Copyright etc.Regular
design changes, in line with the current consumer preferences,goes a long way in
helping effective personal selling.
4. Product Quality and Service Policy :
‘
Khaitan
’ fans come with a seven
year
warranty
. ‘Crompton’ fans come with a two
-year motor
guarantee