This document summarizes the sales policies and programs for Network Video Technologies for 2014. It outlines their pricing policy which determines customer pricing levels based on annual sales volumes. It also describes their discount pricing request policy, distributor stocking discount program, and samples policy. The policies require documentation and approval of any discounts through their Salesforce.com system.
Reliance Retail was established in 2006 as a subsidiary of Reliance Industries. It operates various retail formats across India including grocery stores, electronics stores, footwear stores, and jewelry stores. It offers both private label brands as well as international brands. Reliance Retail aims to provide affordable prices through promotional pricing, eliminating intermediaries, and pocket-friendly prices to attract customers. It promotes its brands through various strategies like full page advertisements, loyalty programs, and buyback guarantees.
This literature review discusses several past studies on consumer perceptions and behaviors related to retail stores. One study compares consumers' perceptions of superstores versus family-run stores in Bangkok, finding consumers preferred the lower prices, variety and environment of superstores but also wanted restrictions on their expansion. Another examines customers' satisfaction with various marketing factors of the retail chain Big Bazaar in India. A third discusses psychological factors like motivation, perception, learning and beliefs that influence consumers' buying choices.
This document contains a 20 question survey about customer preferences for fast-moving consumer goods (FMCG) brands in Coimbatore City. The survey collects demographic information and asks respondents to rank their preferences for retail stores, product categories, and specific brands. It also inquires about factors that influence purchasing decisions like price, promotions, advertising, and brand loyalty. The goal is to understand customer preferences for selected FMCG products and brands in the local market.
The document defines a trademark as a name, symbol, or design used to identify and differentiate the goods or services of one seller from others. Trademarks serve to identify the source or maker of a product and provide valuable functions for firms like securing a competitive advantage and better earnings. A trademark can identify a physical good, service, store, person, organization, place, or idea. Positioning involves differentiating a product from competitors based on attributes like reliability, style, technology, or business focus. Successful positioning depends on understanding customers' needs and framing the product accordingly.
Services Marketing Case Studies|Case Studycasestudylover
Services Marketing, Consumer Behaviour, Marketing Research, Brand Marketing Communication Strategies Case Studies , Marketing, IBSCDC, IBSCDC, Case Development Centre, Case Studies in Management, Finance, Marketing, Leadership, Entrepreneurship, Strategy, Industry Analysis, Economics, Government & Business, International Trade, Technology, Monetary Policy, HRM, Human Resource Management, Investment & Banking, Competitive Strategies, Core Competency, Corporate Strategies, Innovation Management, Mergers & Acquisitions, Succession Planning, Teaching Notes, Structured Assignments, Case Study, Multimedia Case Studies, Management Cases, Leading Business Schools, Universities, Consulting Houses, ecch, ECCH, IBS-Case Development Centre is set-up in 2004 to promote quality research in business management. Icfai Business School Case Development Centre has developed over 1100 world-class case studies.
FlipkartFLIPKART USE IT AND INFORMATION SYSTEMtigerjayadev
Flipkart is an Indian e-commerce company founded in 2007 by former Amazon employees. It has become India's largest online retailer and sells over 20 products per minute. Flipkart manages its information systems and supply chain effectively using technology to track inventory, orders, and shipments. It has built scalable systems and uses tools like Membase caching to handle high traffic volumes.
Summer Internship Report on Developing business promotional strategies and ma...Kartik Mehta
Mumbai University Black book of summer internship report on the topic of developing business promotional strategies and marketing through digital media and social media marketing.
Digital media are any media that are encoded in a machine-readable format. Digital media can be created, viewed, distributed, modified and preserved on computers.
The presentation discuss meaning and concept of Direct Marketing. It also discusses the Internet Marketing or Digital Marketing as a tool for Direct Marketing.
Reliance Retail was established in 2006 as a subsidiary of Reliance Industries. It operates various retail formats across India including grocery stores, electronics stores, footwear stores, and jewelry stores. It offers both private label brands as well as international brands. Reliance Retail aims to provide affordable prices through promotional pricing, eliminating intermediaries, and pocket-friendly prices to attract customers. It promotes its brands through various strategies like full page advertisements, loyalty programs, and buyback guarantees.
This literature review discusses several past studies on consumer perceptions and behaviors related to retail stores. One study compares consumers' perceptions of superstores versus family-run stores in Bangkok, finding consumers preferred the lower prices, variety and environment of superstores but also wanted restrictions on their expansion. Another examines customers' satisfaction with various marketing factors of the retail chain Big Bazaar in India. A third discusses psychological factors like motivation, perception, learning and beliefs that influence consumers' buying choices.
This document contains a 20 question survey about customer preferences for fast-moving consumer goods (FMCG) brands in Coimbatore City. The survey collects demographic information and asks respondents to rank their preferences for retail stores, product categories, and specific brands. It also inquires about factors that influence purchasing decisions like price, promotions, advertising, and brand loyalty. The goal is to understand customer preferences for selected FMCG products and brands in the local market.
The document defines a trademark as a name, symbol, or design used to identify and differentiate the goods or services of one seller from others. Trademarks serve to identify the source or maker of a product and provide valuable functions for firms like securing a competitive advantage and better earnings. A trademark can identify a physical good, service, store, person, organization, place, or idea. Positioning involves differentiating a product from competitors based on attributes like reliability, style, technology, or business focus. Successful positioning depends on understanding customers' needs and framing the product accordingly.
Services Marketing Case Studies|Case Studycasestudylover
Services Marketing, Consumer Behaviour, Marketing Research, Brand Marketing Communication Strategies Case Studies , Marketing, IBSCDC, IBSCDC, Case Development Centre, Case Studies in Management, Finance, Marketing, Leadership, Entrepreneurship, Strategy, Industry Analysis, Economics, Government & Business, International Trade, Technology, Monetary Policy, HRM, Human Resource Management, Investment & Banking, Competitive Strategies, Core Competency, Corporate Strategies, Innovation Management, Mergers & Acquisitions, Succession Planning, Teaching Notes, Structured Assignments, Case Study, Multimedia Case Studies, Management Cases, Leading Business Schools, Universities, Consulting Houses, ecch, ECCH, IBS-Case Development Centre is set-up in 2004 to promote quality research in business management. Icfai Business School Case Development Centre has developed over 1100 world-class case studies.
FlipkartFLIPKART USE IT AND INFORMATION SYSTEMtigerjayadev
Flipkart is an Indian e-commerce company founded in 2007 by former Amazon employees. It has become India's largest online retailer and sells over 20 products per minute. Flipkart manages its information systems and supply chain effectively using technology to track inventory, orders, and shipments. It has built scalable systems and uses tools like Membase caching to handle high traffic volumes.
Summer Internship Report on Developing business promotional strategies and ma...Kartik Mehta
Mumbai University Black book of summer internship report on the topic of developing business promotional strategies and marketing through digital media and social media marketing.
Digital media are any media that are encoded in a machine-readable format. Digital media can be created, viewed, distributed, modified and preserved on computers.
The presentation discuss meaning and concept of Direct Marketing. It also discusses the Internet Marketing or Digital Marketing as a tool for Direct Marketing.
Selection of salesman is the process by which a company chooses applicants that best meet the criteria for available positions. It involves gathering information from candidates for employment and evaluating it to determine which candidates will be offered jobs and which will not. The selection process screens applicants and makes decisions to choose among them.
This document discusses international retailing. It defines international retailing as selling products and services to final international consumers for personal consumption. Global retailing is now valued at $7 trillion. The retail sector contributes 8-10% to GDP in India. Factors affecting international retailing expansion include transferring retail operations and concepts to foreign markets, employing advanced technology, and variations in retail practices between countries. Internationalization involves choices like self-start entry, acquisitions, joint ventures, franchising, and exporting. Globalization leads to integration of the world economy through increased international transactions and capital flows.
The document discusses retail communication and promotion. It describes the objectives of retail promotion as influencing consumer behavior to increase store loyalty and sales. It outlines SMARRTT objectives for promotion, which are specific, measurable, achievable, realistic, relevant, targeted and timed. The document then covers various promotion methods including advertising, sales promotion, public relations, and personal selling. It discusses push and pull strategies and relationship marketing approaches. The effectiveness of the major promotional methods is also addressed.
This document is a project report submitted by Janvhi Sahni to fulfill the requirements for a BBA degree. The report examines the consumer perception and buying behavior of products from Apple Art Press Pvt. Ltd. It includes an acknowledgement, certificate, executive summary, and table of contents. The objectives are to analyze customer satisfaction, determine Apple Art's market share, identify strengths and weaknesses, and understand customer expectations. The literature review covers topics like consumer perception, purchase behavior, brand preference, and factors influencing choices.
Service Marketing Communication and PROMOTION - Module 6Azam FA
What is the relevance of marketing communication?
What are the elements of marketing communication mix?
What is the purpose and relevance of each element of marketing communication mix?
The document discusses marketing in the banking sector. It defines banks and their key roles in the economy. It outlines the types of banks in India including central banks, public sector banks, private sector banks, and cooperative banks. It then defines bank marketing as directing functions to satisfy customer financial needs more effectively than competitors while achieving bank objectives. The importance of marketing for banks to create, win, and retain customers through effective service is highlighted.
1. Product
Retailers must have the right assortment of products and sell them in a manner compatible with their marketing view retailers must decide on the number of assortments in the store and the number of products in each range. In addition, they must select the quality of the articles within each category, decide on pricing policy. Finally, retailers must determine if the assortments should generally be stable over time
2. Price
A price strategy should reflect the company's own objectives and be related to the sales and profit. The goals to be achieved can be established as income and/ or volume units.
a) Market penetration pricing strategy is used when the retailer wishes to acquire revenue by setting a low price and selling a large number of product units.
b) High price strategy is used by the company to attract customers who are not concerned about the price, but the service and prestige. Usually the strategy does not maximize sales, but brings great profit per unit.
c) Cost-oriented pricing strategy The retailer sets the price, adding the operating expenses and desired profit to the cost per unit. The difference between the merchandise cost and the selling price is the trade margin. With a variable margin policy, retailers adjust the margins on merchandise categories.
d) The strategy of prices adjustment to market conditions The retailer may adjust prices according to the demand or market segment. The best example of adapting the retailer prices from Romania to the market demand are represented by some food prices (oil, sugar, flour) and durable goods prices (electronics, appliances, cars) in 2008.
e) Competition-oriented price strategy A retailer can use competition prices as guide. A company may not modify prices if there have been changes in demand or costs, if they are not modified by competition. Similarly, a firm may change its prices if the competition changes them, even if there have not been changes in demand or costs.
3. Place
Some specialists substituted in the literature the term "distribution channel" with "marketing channel” This change aims to emphasize the role of intermediaries in the distribution process, to create value for users or consumers, adding the utility of form, possession, time and place. In addition, the role of marketing channels is not only to participate in demand satisfaction by offering goods and services, but it also requires active participation to stimulate demand through information, creating proximity and promotion developed by members of the economic units network that form the channel. The product must be available at the right place (Product category), at the right time (time you sell your product), and in the right quantity (enough stock).
4. Promotion
Some specialists considers that the role of the promotion policy in the retail business is to attract potential consumers (creating traffic in store) to convert visitors into consumers and to retain buye
Home First Finance Company (HFFC) is a housing finance company focused on providing loans to low and mid-income customers. It was co-founded by former executives of MphasiS and Citibank and received investment from Bessemer Venture Partners. HFFC aims to serve first-time borrowers who cannot get loans from other institutions due to lack of documents or employment in informal sectors.
The internship involves three projects in customer service, operations, and sales/marketing. Interns will evaluate customer satisfaction, overhaul processes, update manuals, map real estate developments, overhaul interactive media and marketing channels, and conduct business development. Interns will report to the CEO and receive a stipend of Rs
The document provides an overview of services marketing. It begins with an outline of 15 topics related to marketing different types of services. These include understanding services, service customers, managing service quality, and marketing specific industries like banking, insurance, telecom, tourism, and hospitality. The document then shifts to discussing the marketing machine and how different inputs can produce different marketing strategies. It provides perspectives on how marketers and consumers interact and the factors marketers can control versus those they cannot. Finally, it discusses realities of viewing marketing from different perspectives and comparing the marketer's view to the customer's view.
Marketing 4.0 - Moving from Traditional to Digital MERCYCABA2
This document discusses the shift from traditional to digital marketing. It outlines how Marketing 4.0 combines online and offline interactions between companies and customers. It also describes four critical shifts needed: from segmentation/targeting to customer community confirmation, brand positioning/differentiation to brand character clarification, selling the 4Ps to commercializing the 4Cs, and customer service to collaborative customer care. As an example, a leader of an outdoor club can engage customer communities, disseminate reliable digital information, and involve participants in planning through online meetings to safely guide enthusiasts in the digital age.
The document provides an overview of banking services in India. It discusses the history of banking in India from 1786 to the present in three phases. It defines banking as accepting deposits from the public that are repayable on demand. The banking sector contributes significantly to India's GDP and economy. Major players discussed are State Bank of India and ICICI Bank. SBI was established in 1806 and was nationalized in 1955. ICICI Bank was established in 1994 as a subsidiary of ICICI and transformed to a diversified financial institution.
This document provides an overview of marketing communication strategies and tools. It discusses the objectives of marketing communication as informing, persuading and reminding the target audience. The key elements of the marketing communication mix are described as advertising, promotion, public relations, direct sales. Advertising is elaborated on as the most prominent paid element, with the AIDA model of attracting attention, building interest, creating desire and prompting action. Other marketing communication channels like public relations, sales promotion and personal selling are also summarized along with their objectives and benefits.
The document discusses the role and importance of information technology in the retail sector. It notes that IT plays a key role in managing complex retail operations and provides competitive advantages through market knowledge and data control. Specifically, IT helps retailers respond quickly to markets, analyze customer data, work across stores/borders efficiently, and speed up processes to reduce costs. However, retailers face challenges in managing large amounts of customer data, ensuring transparency across systems, and synchronizing global data in real-time. The document also defines point-of-sale systems and describes their various hardware and software components that are used to automate retail transactions.
The document discusses Flipkart's customer-centric approach to management. It summarizes that Flipkart pioneered online retail in India by focusing on reliability, quickness, credibility, variety, and quality. Flipkart excels at customer relationship management through transparent communication, quick issue resolution, and easy return policies to ensure high customer satisfaction. The document also notes that senior management views customer satisfaction as a key driver of long-term business success.
The document discusses various methods for valuing brands, including cost-based, income-based, and market-based approaches. It provides details on specific valuation techniques like book value, replacement cost, earnings capitalization, and relative valuation methods. Brand valuation considers factors like brand positioning, personality, and equity. As intangible assets become more important, managers will need systems to link brand management to long-term financial performance and value creation. Developing standardized economic approaches to brand valuation can provide important tools for management.
Role of mnc’s in organized retail formatIrshad Ahmed
Multinational corporations (MNCs) allocate resources across national borders while being nationally based in ownership and management. They own production facilities in other countries. Organized retail formats are owned by corporate entities like hypermarkets, supermarkets, convenience stores, and department stores. They offer standardized quality, pricing, and service. Organized retail now constitutes 5% of the total retail sector in India and is growing around 45-50% annually. MNCs bring needed capital and skills through foreign direct investment, improving host countries' GDP, GNP, and workforce skills.
Lindsey Hom graduated from UCLA with a BA in Political Science and a GPA of 3.67. She has experience interning for a state senator, co-founding a fraternity where she organized social events, and serving on her university hall government. Her skills include Microsoft Office, R programming, HTML, and proficiency in Spanish. She has volunteered as a teacher's aide, at an Earth Day event educating children about wildlife, and organizing a charity run and clothes drive.
Includes: UCLA academic background and honors/awards, work and leadership experience in State Senator District Office, Co-founder leadership of nation's first co-ed transfer fraternity, volunteer work in elementary education and various events, and special skills.
Selection of salesman is the process by which a company chooses applicants that best meet the criteria for available positions. It involves gathering information from candidates for employment and evaluating it to determine which candidates will be offered jobs and which will not. The selection process screens applicants and makes decisions to choose among them.
This document discusses international retailing. It defines international retailing as selling products and services to final international consumers for personal consumption. Global retailing is now valued at $7 trillion. The retail sector contributes 8-10% to GDP in India. Factors affecting international retailing expansion include transferring retail operations and concepts to foreign markets, employing advanced technology, and variations in retail practices between countries. Internationalization involves choices like self-start entry, acquisitions, joint ventures, franchising, and exporting. Globalization leads to integration of the world economy through increased international transactions and capital flows.
The document discusses retail communication and promotion. It describes the objectives of retail promotion as influencing consumer behavior to increase store loyalty and sales. It outlines SMARRTT objectives for promotion, which are specific, measurable, achievable, realistic, relevant, targeted and timed. The document then covers various promotion methods including advertising, sales promotion, public relations, and personal selling. It discusses push and pull strategies and relationship marketing approaches. The effectiveness of the major promotional methods is also addressed.
This document is a project report submitted by Janvhi Sahni to fulfill the requirements for a BBA degree. The report examines the consumer perception and buying behavior of products from Apple Art Press Pvt. Ltd. It includes an acknowledgement, certificate, executive summary, and table of contents. The objectives are to analyze customer satisfaction, determine Apple Art's market share, identify strengths and weaknesses, and understand customer expectations. The literature review covers topics like consumer perception, purchase behavior, brand preference, and factors influencing choices.
Service Marketing Communication and PROMOTION - Module 6Azam FA
What is the relevance of marketing communication?
What are the elements of marketing communication mix?
What is the purpose and relevance of each element of marketing communication mix?
The document discusses marketing in the banking sector. It defines banks and their key roles in the economy. It outlines the types of banks in India including central banks, public sector banks, private sector banks, and cooperative banks. It then defines bank marketing as directing functions to satisfy customer financial needs more effectively than competitors while achieving bank objectives. The importance of marketing for banks to create, win, and retain customers through effective service is highlighted.
1. Product
Retailers must have the right assortment of products and sell them in a manner compatible with their marketing view retailers must decide on the number of assortments in the store and the number of products in each range. In addition, they must select the quality of the articles within each category, decide on pricing policy. Finally, retailers must determine if the assortments should generally be stable over time
2. Price
A price strategy should reflect the company's own objectives and be related to the sales and profit. The goals to be achieved can be established as income and/ or volume units.
a) Market penetration pricing strategy is used when the retailer wishes to acquire revenue by setting a low price and selling a large number of product units.
b) High price strategy is used by the company to attract customers who are not concerned about the price, but the service and prestige. Usually the strategy does not maximize sales, but brings great profit per unit.
c) Cost-oriented pricing strategy The retailer sets the price, adding the operating expenses and desired profit to the cost per unit. The difference between the merchandise cost and the selling price is the trade margin. With a variable margin policy, retailers adjust the margins on merchandise categories.
d) The strategy of prices adjustment to market conditions The retailer may adjust prices according to the demand or market segment. The best example of adapting the retailer prices from Romania to the market demand are represented by some food prices (oil, sugar, flour) and durable goods prices (electronics, appliances, cars) in 2008.
e) Competition-oriented price strategy A retailer can use competition prices as guide. A company may not modify prices if there have been changes in demand or costs, if they are not modified by competition. Similarly, a firm may change its prices if the competition changes them, even if there have not been changes in demand or costs.
3. Place
Some specialists substituted in the literature the term "distribution channel" with "marketing channel” This change aims to emphasize the role of intermediaries in the distribution process, to create value for users or consumers, adding the utility of form, possession, time and place. In addition, the role of marketing channels is not only to participate in demand satisfaction by offering goods and services, but it also requires active participation to stimulate demand through information, creating proximity and promotion developed by members of the economic units network that form the channel. The product must be available at the right place (Product category), at the right time (time you sell your product), and in the right quantity (enough stock).
4. Promotion
Some specialists considers that the role of the promotion policy in the retail business is to attract potential consumers (creating traffic in store) to convert visitors into consumers and to retain buye
Home First Finance Company (HFFC) is a housing finance company focused on providing loans to low and mid-income customers. It was co-founded by former executives of MphasiS and Citibank and received investment from Bessemer Venture Partners. HFFC aims to serve first-time borrowers who cannot get loans from other institutions due to lack of documents or employment in informal sectors.
The internship involves three projects in customer service, operations, and sales/marketing. Interns will evaluate customer satisfaction, overhaul processes, update manuals, map real estate developments, overhaul interactive media and marketing channels, and conduct business development. Interns will report to the CEO and receive a stipend of Rs
The document provides an overview of services marketing. It begins with an outline of 15 topics related to marketing different types of services. These include understanding services, service customers, managing service quality, and marketing specific industries like banking, insurance, telecom, tourism, and hospitality. The document then shifts to discussing the marketing machine and how different inputs can produce different marketing strategies. It provides perspectives on how marketers and consumers interact and the factors marketers can control versus those they cannot. Finally, it discusses realities of viewing marketing from different perspectives and comparing the marketer's view to the customer's view.
Marketing 4.0 - Moving from Traditional to Digital MERCYCABA2
This document discusses the shift from traditional to digital marketing. It outlines how Marketing 4.0 combines online and offline interactions between companies and customers. It also describes four critical shifts needed: from segmentation/targeting to customer community confirmation, brand positioning/differentiation to brand character clarification, selling the 4Ps to commercializing the 4Cs, and customer service to collaborative customer care. As an example, a leader of an outdoor club can engage customer communities, disseminate reliable digital information, and involve participants in planning through online meetings to safely guide enthusiasts in the digital age.
The document provides an overview of banking services in India. It discusses the history of banking in India from 1786 to the present in three phases. It defines banking as accepting deposits from the public that are repayable on demand. The banking sector contributes significantly to India's GDP and economy. Major players discussed are State Bank of India and ICICI Bank. SBI was established in 1806 and was nationalized in 1955. ICICI Bank was established in 1994 as a subsidiary of ICICI and transformed to a diversified financial institution.
This document provides an overview of marketing communication strategies and tools. It discusses the objectives of marketing communication as informing, persuading and reminding the target audience. The key elements of the marketing communication mix are described as advertising, promotion, public relations, direct sales. Advertising is elaborated on as the most prominent paid element, with the AIDA model of attracting attention, building interest, creating desire and prompting action. Other marketing communication channels like public relations, sales promotion and personal selling are also summarized along with their objectives and benefits.
The document discusses the role and importance of information technology in the retail sector. It notes that IT plays a key role in managing complex retail operations and provides competitive advantages through market knowledge and data control. Specifically, IT helps retailers respond quickly to markets, analyze customer data, work across stores/borders efficiently, and speed up processes to reduce costs. However, retailers face challenges in managing large amounts of customer data, ensuring transparency across systems, and synchronizing global data in real-time. The document also defines point-of-sale systems and describes their various hardware and software components that are used to automate retail transactions.
The document discusses Flipkart's customer-centric approach to management. It summarizes that Flipkart pioneered online retail in India by focusing on reliability, quickness, credibility, variety, and quality. Flipkart excels at customer relationship management through transparent communication, quick issue resolution, and easy return policies to ensure high customer satisfaction. The document also notes that senior management views customer satisfaction as a key driver of long-term business success.
The document discusses various methods for valuing brands, including cost-based, income-based, and market-based approaches. It provides details on specific valuation techniques like book value, replacement cost, earnings capitalization, and relative valuation methods. Brand valuation considers factors like brand positioning, personality, and equity. As intangible assets become more important, managers will need systems to link brand management to long-term financial performance and value creation. Developing standardized economic approaches to brand valuation can provide important tools for management.
Role of mnc’s in organized retail formatIrshad Ahmed
Multinational corporations (MNCs) allocate resources across national borders while being nationally based in ownership and management. They own production facilities in other countries. Organized retail formats are owned by corporate entities like hypermarkets, supermarkets, convenience stores, and department stores. They offer standardized quality, pricing, and service. Organized retail now constitutes 5% of the total retail sector in India and is growing around 45-50% annually. MNCs bring needed capital and skills through foreign direct investment, improving host countries' GDP, GNP, and workforce skills.
Lindsey Hom graduated from UCLA with a BA in Political Science and a GPA of 3.67. She has experience interning for a state senator, co-founding a fraternity where she organized social events, and serving on her university hall government. Her skills include Microsoft Office, R programming, HTML, and proficiency in Spanish. She has volunteered as a teacher's aide, at an Earth Day event educating children about wildlife, and organizing a charity run and clothes drive.
Includes: UCLA academic background and honors/awards, work and leadership experience in State Senator District Office, Co-founder leadership of nation's first co-ed transfer fraternity, volunteer work in elementary education and various events, and special skills.
Samantha Gottuso is a full-time student at Willamette University seeking summer work opportunities in the beauty industry, leveraging her experience with makeup YouTube channels and blogs. She has worked as a cosmetics associate at Macy's and has experience as a nanny and childcare provider. Samantha has also volunteered extensively in Guatemala, Nicaragua, and Costa Rica on community service projects through organizations like Young Dreamers Network and Global Glimpse.
Hindustan Unilever Limited Marketing Strategies for rural and urban India for toothpaste, detergent and other markets. Comparison between already applied steps and possible steps.
FMCG companies are increasingly targeting rural Indian markets, which represent 70% of the population. To succeed, companies must tailor innovative marketing strategies to rural consumers' unique needs and purchasing behaviors. Nirma used low-cost products like soap and detergent to attract price-conscious rural customers. HLL promoted Clinic Plus shampoo through demonstrations to educate rural communities. Coca-Cola and Pepsi used small packaging and extensive distribution networks to reach rural customers. Overall, companies that reduce costs through new technologies and product diversification while developing culturally appropriate marketing have found success in rural India.
1) NIKE entered the Indian market in the mid-1990s through an exclusive licensing agreement. It focused on premium niche segments like basketball and tennis rather than cricket.
2) NIKE faces intense competition from rivals like Reebok and Adidas in the Indian sportswear market. Reebok gained early success by associating with cricket.
3) NIKE's unique value proposition is based on innovative product design, durability, and quality. It focuses resources on design/R&D, marketing, and distribution to deliver new products to customers quickly.
The presentation contains Marketing Strategies of Hindustan Lever Limited(HUL) which helped it in becoming India's number 1 in FMCG. It is made as an assignment report in first semester of MBA.
This document outlines 52 different types of marketing strategies and tactics that businesses can use. Some examples mentioned include cause marketing like Toms Shoes giving away free pairs of shoes, relationship marketing like Walgreens seeing increased spending from loyal customers, and viral marketing like WestJet's Christmas video receiving millions of views. The document provides brief descriptions and examples for each type of marketing strategy.
Telco Churn Rate Analysis - AEDA Capstone Sook Yen Wong
Working with a team of tech-savvy data scientists, business analysts and IT engineers to develop a Capstone project presentation with Python, SQL, Data Storytelling and Tableau within 2 days! We managed to crack the code with data and provide ideas and solutions to better improve the churn rate for Telco!
Impact Data is a data analytics company that provides geo-economic segmentation of customers. They developed an algorithm using over 150 years of experience in marketing, credit risk, and other fields to segment geographic areas based on performance. Impact Data maintains data centers around the world and works with resellers to provide segmentation products to clients in various industries. Their segmentation identifies customer propensities based on where they live without using personal customer information.
National Processing Company (NPC) is the 6th largest provider of merchant acquiring services in the US, focusing exclusively on small and medium merchants. It has over 275,000 merchant outlets and processes over $25 billion in annual sales and 340 million transactions annually. NPC provides ISO/agents with competitive pricing, free customer support, and tools like the Merchant Approval Gateway and MyMerchantData to help ISO/agents board and manage merchants.
Delivering Personalized Experiences using the Power of Data ShiSh Shridhar
The document discusses how a retailer used data and machine learning to address declining sales in their Seattle market. They built a sales driver model that explained 89% of the variations in sales. This identified that a large competitor price gap was negatively impacting sales. The retailer analyzed scenarios showing that reducing the price gap by 15% could lead to $4,500 more in profit. Increasing social media engagement or advertising spending could also boost sales and profits. The recommended actions were to decrease the price gap and increase marketing to reverse the sales declines.
In this prescriptive breakout session learn what successful Solution Providers are doing to build their Cloud/Mobility business. This workshop is designed for Solution Provider new to cloud/mobility marketplace or have not yet seen success. Success in the new marketplace starts with a Practice Statement, entails new ideas on building marketing savvy and better sales execution. We will cover a variety of tools, tips and techniques partners are using to drive Cloud /Mobility success.
Topics:
• Why you need to create a Practice Statement
• Aligning your marketing message to fit your Cloud strategy
• Building your Cloud marketing program that is unique and is active
• Creating a sales mentality and compensation program that works
• Developing a Business Guidance sales mentality
http://www.ingrammicrocloud.com
Frank B. Soldano III is seeking a position that leverages his abilities in accounting, management, customer service, sales, and operations. He has over 15 years of relevant professional experience, including roles in accounting, management, sales, and customer service at companies such as Raytheon, Wayfair, Auto Europe, Citizens Bank, and Enterprise Rent-A-Car. He is currently a third year electrical apprentice and brings strong communication, problem solving, and leadership skills to any role.
Pelatro implemented its precision marketing solution called mViva at a telecommunications customer in Africa to help address issues of declining ARPU and high subscriber churn. The solution analyzed customer behavior data to design targeted campaigns for micro-segments. After an 8 week implementation, initial results showed a 7.8% increase in revenue and 16% reduction in average churn rate for the approximately 210,000 subscribers using the solution. Pelatro's compensation was based on a percentage of the increased profits achieved through improved ARPU and lower churn from its precision marketing campaigns.
APP Academy: Market - Get Started with AppExchange, Leads, & Campaigns (Octob...Salesforce Partners
The document provides an overview of using Salesforce campaigns and reports to measure the success of AppExchange marketing efforts. It discusses how campaigns can be used to associate leads with specific listings, track lead progression, and measure ROI. It provides examples of how to quickly set up basic ROI measurement without reports, and how to create customized dashboards and reports by linking campaigns to specific AppExchange leads. The document emphasizes how campaigns give visibility into marketing ROI and enable automated sales processes.
FINCA’s experience implementing Agency & Mobile Banking in Africa.
Presented by Nathan Were, MCF Project Manager, Africa. To the School of African Microfinance Class of 2015
An Advanced Analytics Approach to Resource Allocation Optimization & MCM Anal...Eric Levin
View our presentation from the PMSA 2017 European Summit in Basel.
Abstract: Pharmaceutical companies spend a significant portion of their sales revenue on promoting brands through various marketing channels even in emerging markets. While a major part of the promotional budget is spent on Field Force visits, other promotional activities are equally resource intensive. In the world of competitive spending, companies are likely to overspend on some brands and channels, and underspend on the rest if not guided by insights based on data. However, an optimization study conducted at a high level may not yield the optimal benefit for the business if such a study is not in sync with the local realities of the market space.
Objectives:
• How uncovering hidden opportunities within and across portfolios of brands for boosting sales growth & reach forecast goals
• Using econometric modelling approach, the impact (incremental sales) of channels are quantified at the most granular level (territory, brick, etc.)
• How to employ non-linear optimization techniques for Bottoms Up sales and profit maximization for optimizing resources at most granular level (territory, brick, etc.)
Leveraging Location Data to Build Consumer ProfilesPrecisely
Location can tell you much more than where somebody is. Analyzing a person’s location also delivers insights into who they are, what they like, and how they spend their time and money. Unlocking that level of detail requires accurate geographic data – and lots of it.
View this on-demand webinar as we discuss and demonstrate how points of interest (POIs) and mobile trace data can be combined to generate actionable insights for B2C marketers and ad agencies.
You will learn how to:
• Leverage location data and POIs to build consumer profiles, create audience segments, and inform ad deployment
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Product Development- Presentation for LockBox StartupSenthil Murugesan
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Polaris Project and Next Generation Case and Program Management Salesforce.org
Too many nonprofit organizations lose countless hours and resources on inefficient manual systems, which can take them away from delivering the quality programs and services that are so urgently needed. The next generation of nonprofits is changing this paradigm, leveraging mobile, social and cloud technologies to put their constituents at the center. With a 360-view of every constituent touch point, nonprofits can spend less time on paperwork and more time serving their communities.
Join us to discover how Polaris Project uses Salesforce to combat human-trafficking. Learn how they are connecting all of their service channels-- toll-free hotline, text, web and email--to meet those in need. See how Polaris is also using data to go beyond reporting to influence policy and transform their strategy so they can reduce trafficking around the United States and reach more survivors.
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Program managers
Case managers
Anyone interested in connecting with their community in powerful new ways
The document outlines PTCL's franchise policy. It aims to bring clarity, transparency and consistency to the franchise selection process and regulate franchise management. The policy categorizes franchises into types A, B and C based on their capabilities and portfolio. It details the franchise need establishment process, identification of potential franchises, and hiring procedure. This involves analyzing needs, collecting and evaluating applications, conducting interviews and recommending applicants. The roles and responsibilities of franchises are also defined, including achieving sales targets, effective management, and compliance with PTCL policies. The franchises are expected to invest in infrastructure, hire staff and develop distribution networks to deliver PTCL's products and services.
Raymond Gannon has over 15 years of experience in telecommunications and wireless sales. He has held various sales roles at companies such as Cox Communications, Fairway Chevrolet Buick and GMC, Findlay Toyota and Scion, Lowe's, AT&T Yellowpages.com, Cingular/AT&T Wireless, and Mobile Systems Wireless. His experience includes both business-to-business and consumer sales, meeting sales quotas, and providing excellent customer service. He is seeking a Sales Associate position to obtain top sales rankings and maximize the customer experience.
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1. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
2014 Sales Policies
&
Programs
__________________________
Sales Policies
Discount Pricing Policy
Distributor Stocking Discount
Discounting Process in Salesforce.com
Samples Policy
Complimentary Goods/Discounting
Discounting and Commissions
Commission Distribution – Non Gaming
Commission Distribution – Gaming Market
__________________________
Sales Programs
*50% Off first 16 cameras – Analog
*25% Off first 8 cameras – EoC/Eo2 Only
*Trade-in xx62 for xx72
*Trade-in xx13/xx13S for xx72/xx42
*Competitive Trade-in
2. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Pricing Policy
Customer Pricing Level Guidelines
The following guidelines have been formally implemented with respect to
NVT Customer Pricing Levels:
< $5,000 per Year Refer to Distribution
$5,000 to $20,000 Dealer Pricing
$20,000 to $100,000 Gold Dealer Pricing
> $100,000 per Year Platinum Dealer Pricing
NVT will use the average of three years sales to establish a benchmark for
categorizing particular customers going forward. These pricing levels are
guidelines. It is widely recognized that NVT has strategic customers who
wouldn’t necessarily qualify for a particular pricing level, however due to
marketplace dynamics, have been positioned at a more favorable level. It is
also understood that NVT has many customers at Gold Dealer and Platinum
pricing that have purchased far less than the aforementioned levels.
Customers who do not meet the three-year average minimum sales , or
qualify as strategic, will be assigned to the appropriate pricing level on April
1st
of each year. Customers who do not meet the dealer benchmark of at
least $5,000 per year for the past 2 years, or qualify as strategic, will be
referred to distribution on April 1st
of each year. For customers in good
standing, this referral will be a letter introducing the benefits of buying
through distribution accompanied by a list of approved NVT Distributors.
NVT does not wish to demand these customers buy from this channel due to
the potential backlash.
There is a subset of customers, in the sub-$5000 per year category, who are
not necessarily in good standing with NVT. Their purchasing volumes are
low and they have significant issues with credit terms or payment history.
It is NVT’s intent to require these customers purchase through distribution
effective April 1st
of each year, or be migrated to a prepay status. A list of
these accounts will be provided to NVT Sales and there will be an
opportunity to discuss specific situations with the Finance department prior
to formal implementation.
All strategic accounts need to be approved by the Vice President of Sales
and will be up for review on an annual basis.
Ongoing, customer sales rates will be monitored on an annual basis. A
summary report will be issued by Sales to the following parties: Finance, VP
of Sales, District Manager and any other territory-based Salesperson
responsible for managing relationships with NVT customers. NVT Sales will
work with the Manufacturers Representatives to communicate attainment of
sales volumes with each customer and set expectations for maintaining
current pricing levels or moving to lower/higher pricing in the future.
3. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Pricing Policy
Customer Pricing Level Guidelines (continued)
During the 1st
quarter of each year, we will begin notifying customers of
their migration to new pricing levels, based on attainment of required
minimum sales volumes or lack thereof. Formal pricing changes will go into
effect on April 1st
of each year.
If a customer attains sales volumes, required to move to a lower pricing
column, during the annual period, NVT will immediately transition the
customer to the achieved level for the balance of that year in addition to the
following annual period.
4. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Discount Pricing Request Policy (for Dealers and
Distributors)
Situations that may warrant pricing concessions include:
1) Meet comp where principal competitor is a core UTP or EoC/Eo2
vendor (Altronix, ComNet, Nitek, Vigitron, Veracity, etc.) and a pricing
concession gives us a better chance of competing for the business.
2) Meet comp where known integrator competing with NVT customer is
an integrator with a significant pricing advantage (NAV, Southwest, Global,
SSI, etc.) and we desire a level playing field.
3) Meet comp where the principal competition is coax, or an offshore
discount supplier, and the deal is strategic. (Example: Major retailer needs
lower BOM cost to justify major rollout of UTP CCTV to 100’s of stores.)
The following levels of signoff are required for variance from the currently
approved pricing column:
Up to 2.5% District Manager or National Distribution
Up to 7.5% Mike Mahan
Up to 15% Guy Apple/Paul Speller
>15% Dan Nitzan
Note: In some situations, NVT will prefer to issue the discount to the
customer as a “package” price vs. a line item price per unit. Please be
cognizant of this strategy as it will protect NVT from revealing individual
price points for future customer negotiations.
5. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Distributor Stocking Discount
NVT has recognized that our products have a better chance of moving if
they are in stock in the first place. This promotion is available to regional
distributors or branch locations of national distributors who have local
decision making authority. The objective of this program is to motivate a
non or low-stocking branch to step up with an initial stocking order of at
least $5,000. This is a one-time promotion and the specific distributor
location will be afforded a 10% discount on all NVT goods purchased on a
single purchase order of at least $5000. The purchase order may come from
a distributor’s headquarters location however, must identify the stocking
branch. All NVT products will be shipped to the stocking branch. These
goods are non-returnable for refunds, however NVT will swap goods for
products that have higher turnover as long as the distributor pays all
associated shipping costs for the return of the slower-moving goods and
shipment of new goods.
This promotion is location specific. Distributors with regional or national
footprints cannot use this promotion as an avenue to lower their pricing on
an ongoing basis. Special care should be used on behalf of NVT Sales to pay
attention to any potential abuse of this program.
District Managers, Regional Managers or the National Distribution Manager
may promote this program openly within their regions. Inter-region
communication is encouraged for the purposes of keeping everyone on the
same page and eliminating the specter of preferential treatment.
Documentation must be in Salesforce.com prior to accepting an order under
the auspices of this promotion.
Distributors wishing to take advantage of this program should send a single
purchase order over $5000 to NVT with a 10% deduction and a notation:
“One-Time Single-Location Promotional Stocking Discount.”
6. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
NVT Discount Request Process
*Discount requests must be processed through Salesforce.com and fully
approved before pricing can be submitted to the customer.
*All discount requests, other than sample requests, must be linked to an
Opportunity and Account. Detailed information on the competitive situation
is required if the Discount Request is related to a competitive reason. In all
cases, be as detailed as possible when entering information under the
Request Details section.
*When calculating the Discount %, use the total value of the entire deal at
the current customer pricing level as the base price against the total value
of the proposed deal.
*When discounts involve complimentary products, use the customer column
pricing to calculate the value of the complimentary goods and, if the
complimentary products involve “B” Stock, 50% of the customer column
pricing.
7. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
NVT Samples Policy
NVT’s purpose for providing samples is to provide:
1) our sales people and/or NVT reps with showcase or demonstration
units.
2) our sales people and/or NVT reps with loaner units for customer
evaluation.
3) potential customers, specifiers, or strategic industry leaders with
NVT evaluation product.
4) a method to reduce the effective price of large strategic sales,
without lowering the published price (requires supervisor’s approval)
In any of these cases, approval authority shall be:
Total Value Authority
(based on distributor price)
Up to $300 Local Sales Manager
Up to $1000 Mike Mahan
Up to $2500 Guy Apple/Paul Speller
>$2500 Dan Nitzan
B-stock items offered as samples shall be valued for approval at half the
distributor price of comparable new devices. Newly released product that is
on allocation requires supervisor’s approval.
Requests for samples should be entered into Salesforce.com for approval via
the Discount Request process.
Some sample requests from selected customers may include a commitment
to pay 50% of the sample value. In cases where customers offer to pay
50% for samples, NVT Management requires basic information before
approving these requests; Have samples been issued to this customer in the
past? Do they have a demo room, or are they simply installing their internal
surveillance system on NVT equipment? This basic level of information is
key to ensuring NVT customers are not buying samples at a 50% discount
and re-selling the gear to their customers.
Please enter these as Discount Requests and check the box: “Customer to
pay 50% for samples.” When calculating the value of complimentary goods
in a situation where the customer is paying 50%, please utilize 50% of US
Distribution pricing as the complimentary value.
Christine shall provide monthly reporting to the management team,
outlining the date, model(s), samples total shipment value, and purpose.
8. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Complimentary Goods in Lieu of Discounts Policy
Whenever possible, NVT Sales will attempt to provide complimentary goods
in lieu of a discount. Complimentary goods will count at the currently
approved price column toward the discount percentage.
In most cases, NVT prefers to provide new product in these situations as
opposed to “B” stock.
In the rare case that B-stock items are offered as complimentary goods,
they will be valued at half the approved column price of comparable new
devices. In all cases, “B” stock items will be positioned as used and
refurbished with the customer and never be represented as “new.”
9. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Impact of Discounts on Commissions
NVT commissions and bonuses are based on the sale price. Occasionally,
with supervisor's approval, additional concessions will be made to facilitate
the closing of a strategic deal. These concessions might include, but are not
limited to complimentary goods, B-stock, and/or free shipping outside our
normal practices. The sale price for purposes of calculating commissions or
bonuses shall include these concessions.
Impact of Unauthorized Discounts on Commissions
Sales Managers will be subject to commission recovery in the event of
making discount commitments, beyond the aforementioned limits, to
customers prior to formal approval via the Salesforce.com Discount Request
process. The commission recovery will be an amount up to the difference
between the Authorized price and the Sale price deducted in the month of
infraction or subsequent months. Violations of this policy will be subject to
disciplinary action.
10. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Commission Distribution for the Non-Gaming Market
NVT recognizes it is important to maintain a Commission Policy in order to
compensate those who are doing the work and minimize disputes arising
from cross-territorial projects. In particular, these situations include:
1) Projects worked locally with an A&E or end-user and a local
dealer/integrator when a NVT dealer/integrator from another geographical
territory wins the job and is providing project integration services. Or,
projects worked locally with an A&E or end user that may go through
distribution to locations outside the local NVT or Rep’s territory. In order to
receive credit for their efforts, the local NVT Salesperson and Manufacturers
Representative will be required to:
• Enter a Specification Document on the NVT Web Site at least 30 Days
prior to order
AND
• Enter an Opportunity in SF.com at least 30 Days prior to order
In this case, 50% of the order value (NVT employee) and commission (NVT
Rep) goes to the local territory and 50% to the territory where the
integrator resides when the purchase goes direct to the integrator. Or, in
the case of local efforts that generate business shipping via distribution,
outside of the local territory, 50% of the order value and commissions will
go to the local NVT and Rep sales territory. The remaining 50% will go to
the installation territory as validated by POS. In some cases, NVT reserves
the right to boost the Rep commission from 7.5% to 10% for split purposes
when significant efforts were made in both territories.
Projects not worked locally with an end-user or local dealer/integrator
when a NVT dealer/integrator from another geographical territory wins the
job and is providing project integration services. In this case, if there is no
accompanying documentation on the NVT Web site or in SF.com, 100% of
the order value and commission goes to the territory where the
dealer/integrator, providing the integration services, resides.
Projects worked locally with an end-user and local dealer/integrator when a
NVT dealer/integrator from another geographical territory wins the job and
is not providing project integration services but instead, drop shipping
equipment, like a Distributor, for end user installation. In this case, 100%
of the order value and commission goes to the installing territory.
Projects worked locally with an end-user and/or local dealer/integrator that
purchases from a Distributor who drop ships the product to the local job site
or dealer/integrator. In this case, 100% of the order value and commission
go to the ship-to territory pending location verification or POS information.
11. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
In order to support this process, NVT will be adding fields to the
Opportunities section of SF.com. The additional fields will be used to
determine the intentions of the Dealer/Integrator for a given project. NVT
Sales will be required to ask the Dealer/Integrator if the project will utilize
their integration services or, if they are merely shipping equipment for
installation by the end user. No Discount Requests will be approved for
dealer/integrators without an understanding of the role of the
Sales efforts
applied to:
Sales efforts
applied by: Order received by:
Shipped to End
User or
Dealer/Integrator
by: Commission Distribution to:
End User (A&E
in the case of a
specification) or
Dealer/Integrator
Local
Dealer/Integrator
and NVT
Sales/Rep
Out of Territory
Dealer/Integrator who is
providing integration
services.
NVT (drop ship)
or Out of
Territory
Dealer/Integrator
Commissions are paid
50/50 to local sales
team/out of territory sales
team with the following
supporting documentation:
Specification form entry at
nvt.com and Opportunity
entry in SF.com* *Failure to
enter appropriate
documentation will result in
100% commission payment
to the out of territory sales
team.
End User (A&E)
or
Dealer/Integrator
Local
Dealer/Integrator
and NVT
Sales/Rep
Distributor for locations
outside of NVT Sales/Rep
territory.
Distributor or
NVT via drop
ship
50/50 split when supported
by NVT Spec Form and
SF.com Opportunity.
End User or
Dealer/Integrator
Out of Territory
Dealer/Integrator
and NVT
Sales/Rep
Out of Territory
Dealer/Integrator who is
providing integration
services.
NVT (drop ship)
on behalf of Out
of Territory
Dealer/Integrator
100% of the commission
will go to the territory where
the Dealer/Integrator
resides.
End User or
Dealer/Integrator
Local
Dealer/Integrator
or Distributor
Out of Territory
Dealer/Integrator/Distributor
(and drop shipped to
customer) where no
integration services are
provided.
NVT (drop ship)
on behalf of Out
of Territory
Dealer/Integrator
100% of the commission
will go to the territory of the
installing end User or
Dealer/Integrator
End User or
Dealer/Integrator
Distributor Distributor
Distributor via
stock or drop
ship
100% of the commission
will be based on POS or
Ship-To details
dealer/integrator in a given deal.
12. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Commission Distribution for the Gaming Market
This policy has been added due to the unique attributes of the Gaming
market whereby integrators in one territory are often working on projects in
another. NVT is interested in promoting teamwork between Regional and
District managers in addition to ensuring Manufacturers Representatives
are working together to ensure maximum success.
With the exception of any previous agreements, credit for Gaming
transactions will be determined by the following process:
A PO arrives at NVT and is identified, by Sales Operations and/or VP of
Sales, as a Gaming Project that crosses territorial boundaries. That means
either the Integrator or End User are in different Regions.
If there is a Spec Form in place, the Spec Form will contain 3 important
pieces of information to assist Sales Operations in determining commission
distribution; 1) The Rep(s) involvement in a given deal with the end user
and/or Integrator, 2) The commission split % as agreed between Eastern
and Western Regional Managers and 3) Justification for a 10% payout, if
warranted. Finally, the Spec form requires the approval of the VP of Sales.
All of this activity should take place no less than 30 days before receipt of
PO.
The Spec Form will be the primary resource utilized by Sales Operations to
determine commission distribution for a cross territory gaming project.
If there is no Spec Form, the project would automatically fall into the
standard 50/50 gaming split scenario between East and West NVT Regions
and between Eastern Rep Firm and Western Rep Firm aligned with
Integrator bill-to and End User ship-to address.
13. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
2014 NVT Sales Programs
50% Off of the First 16-Camera Job Program - Analog
Valid Through 9/30/14
The intent of this one time only promotion is to nudge a prospective customer into the
world of NVT. Whether the customer has been faithful to competition, or coax, this “first
time buyer’s program” is intended to provide a dealer/integrator with motivation to break
an old habit.
*The District Manager or National Distribution Manager must receive approval to offer this
promotion prior to presenting it to the customer.
*This program is not available to dealers or integrators with sub-Platinum pricing.
*The program is applicable to all components required for the specific application and
includes camera end transceivers, PS products, 716’s and receivers. The total amount of
goods provided at 50% off is limited to 16 channels worth of NVT equipment. Upon
approval from NVT the customer should enter “NVT First Time Buyer’s Program” on the
Purchase Order and deduct 50% of the price for these components only.
Note: These program opportunities shall be entered as Discount Requests in
Salesforce.com and will need appropriate approvals prior to shipment.
USE PROGRAM CODE 1TB50 WHEN SUBMITTING PURCHASE ORDER TO INITIATE THE 50%
OFF FIRST PURCHASE PROGRAM
14. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
2014 NVT Sales Programs
25% Off of the First 8-Camera Job Program – EoC/Eo2 Only
Valid Through 9/30/14
The intent of this one time only promotion is to nudge a prospective customer into the
world of NVT IP. Whether the customer has been faithful to competition, or re-cabling,
this “first time buyer’s program” is intended to provide a dealer/integrator with
motivation to break an old habit and try EoC or Eo2. This program can also be offered to
Distribution
*The District Manager or National Distribution Manager must receive approval to offer this
promotion prior to presenting it to the customer.
*This program can be offered to Distribution, however, Distribution must pass the
discount along to the customer. For that reason, each deal should be managed by the NVT
District or Region Manager. Offering an ongoing program to a Distributor would be
contingent upon developing a Distributor-specific program whereby the Distributor’s
offering of the specific program meets mutually acceptable guidelines.
*The program is applicable to all components required for the specific application and
includes camera end transceivers, transmitters and receivers. The total amount of goods
provided at 25% off is limited to 8 channels worth of NVT equipment. Upon approval from
NVT the customer should enter “NVT First Time Buyer’s Program” on the Purchase Order
and deduct 25% of the price for these components only.
Note: These program opportunities shall be entered as Discount Requests in
Salesforce.com and will need appropriate approvals prior to shipment.
USE PROGRAM CODE 1TB25 WHEN SUBMITTING PURCHASE ORDER TO INITIATE THE 25%
OFF FIRST PURCHASE PROGRAM
15. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
2014 NVT Sales Programs
Trade-In of Installed xx62 Hubs for New xx72 Hubs
Valid through 9/30/14
NOTE: This promotion may not be combined with any other promotion or Project
Registration.
There are thousands of NVT active hubs installed today at thousands of customer locations
worldwide. The trade in program provides customers with an opportunity to upgrade to
the latest technology. These customers represent good possible incremental revenue
opportunities, providing it makes financial sense on their end.
In order to keep this program simple to manage, via the Dealer/Integrator channel, we
will actually offer an account credit on completion of the trade-in process. The credit will
be 20% of the NVT customer’s current column pricing on the xx72 for a channel-for-
channel upgrade from existing xx62 to new xx72 product. These hubs must be received
within 90 days of customer receipt of xx72 hubs.
Let’s consider an example where a dealer/integrator presents this concept to their end-
user customer and the end user agrees to upgrade their (10) old 3262’s for (20) 1672’s.
This particular user was sold on the value of the improved video quality and the DA
feature, which was unavailable when the original system was installed many years ago.
For the purpose of this example, we will assume the dealer/integrator has Platinum
pricing. The deal would be for (20) 1672’s at $1850 each or $37,000. The
dealer/integrator would issue a PO in this amount and submit to NVT. We would ship the
units to the customer, or end user, and invoice the dealer/integrator for $37,000. Upon
receipt of the (10) 3262’s, NVT will issue a credit in the amount of $7,400 and the
dealer/integrator now owes $29,600. The key here is an expeditious return of existing
gear will generate the quickest credit. Failure to return the 3262’s will mean the
dealer/integrator is liable for the entire $37,000 invoice.
This promotion may also flow through Distribution; however, the rebate will be issued
from NVT to the Dealer (or end user in rare instances). Once NVT receives the returned
xx62 hubs, NVT will issue a rebate check in the amount of $200 for an 862, $400 for a
1662 and $800 for a 3262.
End users who buy directly from distribution can also participate in this program, however
it is unlikely the distributor will introduce this promotion to the end user. NVT and our
best dealer/integrator partners - those who can articulate the value proposition of this
upgrade, will generate the demand for this program.
USE PROGRAM CODE DEQ20TI WHEN SUBMITTING PURCHASE ORDER for xx62 to xx72.
16. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
2014 Promotions
Passive-to-Active Trade-In
Valid through 9/30/14
NOTE: This promotion may not be combined with any other promotion or Project
Registration.
This program is similar to the xx62 to xx72 program. However, the total available market
of customers with existing NVT passive gear who would consider upgrading to NVT Active
receivers is much larger and the benefits received from moving from Passive to Active are
far greater than those received from a xx62 to xx72 upgrade.
NVT will provide existing passive customers with increased motivation to migrate to
newer active receiver technology. Installations where customers were pushing, or
exceeding, the limits of passive-to-passive distances, or customers with high resolution
cameras at distances beyond 500’, are prime candidates. This program should be
introduced to all integrators who have installed NVT passive-to-passive systems.
The Passive-to-Active trade in will be managed like the xx62 to xx72 program. NVT will
offer a credit (discount) to the Dealer/Integrator on receipt of the NVT passive hubs being
“traded in.” The credit (discount) will be 20% of the NVT customer’s current column
pricing on a channel-for-channel upgrade from existing xx13 or xx13S to new xx72
product. Or, the Dealer/Integrator will receive a 15% credit (discount) off their existing
column pricing when trading in xx13 or xx13S hubs for new xx42 hubs. In order to
receive the credit, the passive NVT hubs must be received within 90 days of customer
receipt of xx72 or xx42 hubs.
This promotion may also flow through distribution; however, the rebate will be issued
from NVT to the Dealer (or end user in rare instances). Once NVT receives the returned
xx13 or xx13S hubs, NVT will issue a rebate check in the amount of $100 for an 813/813S,
$200 for a 1613/1613S and $400 for a 3213/3213S.
End users who buy directly from distribution can also participate in this program however,
it is unlikely the distributor will introduce this promotion to the end user. The demand for
this program will be generated by NVT and our best dealer/integrator partners - those
who can articulate the value proposition of this upgrade, will generate the demand for this
program.
USE PROGRAM CODE DEQ20TI WHEN SUBMITTING PURCHASE ORDER FOR xx13 OR xx13S
TO xx72.
USE PROGRAM CODE SEQ15TI WHEN SUBMITTING PURCHASE ORDER FOR xx13 OR xx13S
TO xx42.
17. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
2014 Promotions
Competitive Trade-In
Valid through 9/30/14
NVT may consider a competitive trade-in to swap out existing installed passive or active
receivers, from selected manufacturers, to active NVT Receivers. Each deal will need
approval from NVT Management via the Discount Request Process.
18. Network Video Technologies
4005 Bohannon Drive • Menlo Park, CA • 94025
650.462.8100 • 800.959.9870
FAX 650.326.1940 • nvt.com Rev. 11-2013
Read and Acknowledged
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Name
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Date
Fax to 650-326-1940