The Sorrento team proposes reorganizing field sales to address challenges from industry consolidation and increased competition. They will combine food and household product sales roles, introduce Territory Marketing Executives to tailor strategies to different areas, and triple the number of Modern Trade Activation Executives to engage emerging retailers. Responsibilities will be split between "hunters" who pursue new clients and "farmers" who maintain existing accounts. The changes aim to facilitate cross-selling, increase sales by 15-40%, and improve efficiency.
Tableau is a business intelligence tool that can help various roles and departments within an organization. It provides self-service analytics capabilities that allow users to easily connect to data, visualize it in different ways, and share insights. Tableau can help IT departments more easily deliver standardized and ad-hoc reports. It also enables roles like human resources and business development to perform extensive analytics on things like employee performance and emerging markets.
This document discusses measuring the effectiveness of social media marketing. It presents challenges in measuring social media due to the many platforms and metrics. The author advocates taking a holistic approach to analyze how all marketing activities, external factors, and economic conditions impact business goals. Econometric analysis of comprehensive data over time can determine what activities are most effective. The document provides examples of content, relevance, and impact social media metrics and recommends tying metrics to business goals to optimize marketing spend across channels. It raises measuring "social capital" as an emerging issue and invites participation in a pilot study.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
This document discusses important topics in B2B marketing. It begins by asking what really matters in B2B marketing and provides an agenda that covers why the reader should tune in, what B2B marketing is, and what matters most in B2B. It then delves into various aspects of B2B marketing such as the differences between marketing and sales, key elements of an effective marketing engine, metrics and analytics, and how marketing will continue evolving.
How to break the status quo barrier (webinar may 1)Corporate Visions
The document discusses sales enablement and provides tools and frameworks to help organizations improve their sales execution. It introduces the SAVO Sales Enablement Maturity Model which evaluates organizations across 12 domains of sales enablement. It then shows how increasing sales enablement maturity can boost an organization's annual revenue growth. The document pitches a free maturity benchmark and also advertises an upcoming marketing and sales messaging conference in Chicago.
The webinar discussed key topics around marketing metrics and performance including:
- The importance of using the right metrics like revenue metrics, rather than vanity or cost metrics, to measure marketing performance.
- Challenges in accurately measuring individual marketing program performance given multiple touches across programs and people. Methods discussed included single attribution, multi-touch attribution, and testing programs.
- The value of marketing forecasts in providing visibility into the early revenue cycle stages and filling gaps in sales forecasts.
- How dashboards can provide clear, consistent insights into metrics, goals, trends and alerts.
This document outlines the key elements of a customer relationship management (CRM) program for micro, small, and medium enterprises. It discusses strategies for business development, marketing, and operations. Some specific tactics mentioned include developing branding, creating content, sharing sales and product information, using internet marketing methods like websites, email, search engine, and social media marketing, and collecting and analyzing customer data. The goal is to help businesses strengthen relationships with customers, prospects, and partners through effective communication and coordination across different business functions.
MMO stands for Marketing Mix Optimization. It is a data-driven business research approach that aims to understand how different marketing mix components (e.g. price, product, promotion) impact sales. MMO uses econometric modeling and analysis of sales data to measure the contribution and return on investment of each marketing element. This allows optimization of budget allocation across different marketing activities to maximize incremental sales and profit. A typical MMO project involves a business audit, econometric modeling, optimization analysis, and implementation support to apply the insights into marketing management and planning.
Tableau is a business intelligence tool that can help various roles and departments within an organization. It provides self-service analytics capabilities that allow users to easily connect to data, visualize it in different ways, and share insights. Tableau can help IT departments more easily deliver standardized and ad-hoc reports. It also enables roles like human resources and business development to perform extensive analytics on things like employee performance and emerging markets.
This document discusses measuring the effectiveness of social media marketing. It presents challenges in measuring social media due to the many platforms and metrics. The author advocates taking a holistic approach to analyze how all marketing activities, external factors, and economic conditions impact business goals. Econometric analysis of comprehensive data over time can determine what activities are most effective. The document provides examples of content, relevance, and impact social media metrics and recommends tying metrics to business goals to optimize marketing spend across channels. It raises measuring "social capital" as an emerging issue and invites participation in a pilot study.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For Similar content visit http://www.autosuccesssocial.com/
This document discusses important topics in B2B marketing. It begins by asking what really matters in B2B marketing and provides an agenda that covers why the reader should tune in, what B2B marketing is, and what matters most in B2B. It then delves into various aspects of B2B marketing such as the differences between marketing and sales, key elements of an effective marketing engine, metrics and analytics, and how marketing will continue evolving.
How to break the status quo barrier (webinar may 1)Corporate Visions
The document discusses sales enablement and provides tools and frameworks to help organizations improve their sales execution. It introduces the SAVO Sales Enablement Maturity Model which evaluates organizations across 12 domains of sales enablement. It then shows how increasing sales enablement maturity can boost an organization's annual revenue growth. The document pitches a free maturity benchmark and also advertises an upcoming marketing and sales messaging conference in Chicago.
The webinar discussed key topics around marketing metrics and performance including:
- The importance of using the right metrics like revenue metrics, rather than vanity or cost metrics, to measure marketing performance.
- Challenges in accurately measuring individual marketing program performance given multiple touches across programs and people. Methods discussed included single attribution, multi-touch attribution, and testing programs.
- The value of marketing forecasts in providing visibility into the early revenue cycle stages and filling gaps in sales forecasts.
- How dashboards can provide clear, consistent insights into metrics, goals, trends and alerts.
This document outlines the key elements of a customer relationship management (CRM) program for micro, small, and medium enterprises. It discusses strategies for business development, marketing, and operations. Some specific tactics mentioned include developing branding, creating content, sharing sales and product information, using internet marketing methods like websites, email, search engine, and social media marketing, and collecting and analyzing customer data. The goal is to help businesses strengthen relationships with customers, prospects, and partners through effective communication and coordination across different business functions.
MMO stands for Marketing Mix Optimization. It is a data-driven business research approach that aims to understand how different marketing mix components (e.g. price, product, promotion) impact sales. MMO uses econometric modeling and analysis of sales data to measure the contribution and return on investment of each marketing element. This allows optimization of budget allocation across different marketing activities to maximize incremental sales and profit. A typical MMO project involves a business audit, econometric modeling, optimization analysis, and implementation support to apply the insights into marketing management and planning.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
The document provides a sample market segmentation analysis for a fictional company that sells helpdesk software. It segments the market based on company size and geography. It then ranks each segment based on various factors and calculates an overall segment score. The segment with the highest score is Australia Corporate, followed by North America Corporate and Small Business. This high-level summary outlines the key aspects and results of the sample market segmentation analysis.
The document provides tips for marketing on a frugal budget. It recommends (1) thinking narrowly to focus offerings on a specific audience or niche, (2) owning the ecosystem by controlling related areas, and (3) creating your own marketing channels through customized media, awards, and building a customer community. It also suggests prioritizing insights over information to provide thought leadership, and leveraging online channels where target audiences spend time using a hub-and-spoke strategy. The overall message is that marketing can be effective with limited funds by taking a targeted approach and controlling your messaging.
Why we need to take a customer focused approach to HealthcareDaniel Teper
This document discusses building momentum for life sciences companies through customer-focused strategies. It provides examples of how Skype and Gleevec leveraged internal and external momentum by focusing on compelling customer insights and vibrant customer engagement. Healthcare reform is debated, with some arguing for more competition through incentives for improved health and transparency.
This document outlines various challenges and success factors for business intelligence (BI) adoption. It lists 10 challenges: 1) achieving data quality, 2) project management, 3) managing system complexity, 4) ROI/cost justification, 5) enterprise integration, 6) effective communication, 7) politics, 8) clear business strategy, 9) top management support, and 10) competing initiatives. It also lists 10 success factors/benefits: 1) improved decision making, 2) competitive advantage, 3) operational efficiency, 4) strategic alignment, 5) improved external relationships, 6) customer responsiveness, 7) IT responsiveness, 8) improved data quality, 9) integration and collaboration, and 10) compliance and control. The
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
This document contains a presentation by Best Buy Co., Inc. to the William Blair Growth Stock Conference on June 18, 2008. The presentation discusses Best Buy's history of revenue and earnings growth, fiscal year 2009 guidance, opportunities for international growth through new ventures and categories, and strategies for expanding in markets like Canada, China, and Europe through a new joint venture with Carphone Warehouse. The presentation outlines Best Buy's vision of achieving significant market share globally in the consumer electronics retail industry.
The document discusses Marketo's marketing strategies and revenue cycle. It shows that Marketo has experienced explosive growth in customers and revenue since 2008. It describes Marketo's focus on inbound, content, and social marketing strategies to help leads find the company rather than spending on outbound tactics. The document outlines Marketo's revenue cycle from awareness to customer, and how marketing automation enables scaling demand generation programs.
Microsoft Power Point EstáCio Apr Corporativa 4 Q08 (2) [Modo De Compatibil...Estácio Participações
This corporate presentation provides an overview of Estacio Participacoes S.A., the largest player in the undergraduate sector in Brazil. Some key points:
- Estacio has 207,000 undergraduate students across 78 campuses in 16 Brazilian states. It operates through 2 universities, 2 university centers, and 27 colleges.
- Estacio has experienced strong organic growth, growing its student base from 23,000 in 1970 to over 207,000 in 2008 through an asset light model of long-term leasing agreements.
- Estacio's programs are oriented toward the labor market. Most of its self-financed students are young working adults living in urban centers, seeking convenience and a perception of quality.
Revenue management is a business strategy that optimizes profitability by varying prices based on demand factors. It originated in the airline industry in the 1970s when American Airlines introduced yield management to gain an advantage over competitors. Revenue management has since been adopted by hotels and other industries to increase revenues 3-6% or more by using technology to set consistent, data-driven pricing. While computer systems help, revenue management requires organizational cultural changes and coordination across departments to be most effective.
Making power positioning and power tools your company’s messaging cultureCorporate Visions
This document discusses tools and strategies for positioning a company's messaging and culture. It outlines a process called "Power Positioning" which involves developing core messaging, positioning statements, and sales tools. This is then integrated across various departments like training, marketing, lead generation, and sales effectiveness. The goal is to drive sales funnel activity, accelerate results, and make navigating the sales process easy. It also discusses making these messaging strategies a sustained part of the company's culture.
How to create More Profitable Growth in 2010?Albert Smit
This document discusses Milestone Marketing and the services it provides to help clients grow their businesses profitably through high-performance marketing. It outlines Milestone's approach of working with clients as a partner to co-define marketing strategies, implement effective campaigns and programs, and focus on measuring marketing ROI. Services include areas like strategy/innovation, lead generation, account growth, and marketing operations/managed services.
The document outlines various options for an asset manager named ABC to pursue "growth from the core" through expanding their investor base. It discusses leveraging segmentation and database profiles to focus efforts. Key strategies mentioned include prioritizing target clients, defining value propositions, identifying client needs, and customizing presentation stages. Metrics like sales volume, AUM, conversions, and retentions are identified to measure performance of integrated sales models across distribution channels and products.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
This document provides an overview of training opportunities available in January 2007 from AFAS Inc., including F&I training, sales training, menu training, service drive training, sales management training, legal seminars, and used car management training. It also references a dealer who found AFAS training helped make themselves and their dealership "more gross" and retain high customer satisfaction and loyalty. The document encourages visiting AFAS at the NADA convention in February and provides their contact information.
The article talks about the change in the strategy of General Motors. In short, it is on how a company like GM turned into a customer focused organization...
This presentation provides an overview and a few key concepts from The Networked Nonprofit, a book co-authored by Beth Kanter and Allison Fine (Wiley & Sons, 2010)
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
The document provides a sample market segmentation analysis for a fictional company that sells helpdesk software. It segments the market based on company size and geography. It then ranks each segment based on various factors and calculates an overall segment score. The segment with the highest score is Australia Corporate, followed by North America Corporate and Small Business. This high-level summary outlines the key aspects and results of the sample market segmentation analysis.
The document provides tips for marketing on a frugal budget. It recommends (1) thinking narrowly to focus offerings on a specific audience or niche, (2) owning the ecosystem by controlling related areas, and (3) creating your own marketing channels through customized media, awards, and building a customer community. It also suggests prioritizing insights over information to provide thought leadership, and leveraging online channels where target audiences spend time using a hub-and-spoke strategy. The overall message is that marketing can be effective with limited funds by taking a targeted approach and controlling your messaging.
Why we need to take a customer focused approach to HealthcareDaniel Teper
This document discusses building momentum for life sciences companies through customer-focused strategies. It provides examples of how Skype and Gleevec leveraged internal and external momentum by focusing on compelling customer insights and vibrant customer engagement. Healthcare reform is debated, with some arguing for more competition through incentives for improved health and transparency.
This document outlines various challenges and success factors for business intelligence (BI) adoption. It lists 10 challenges: 1) achieving data quality, 2) project management, 3) managing system complexity, 4) ROI/cost justification, 5) enterprise integration, 6) effective communication, 7) politics, 8) clear business strategy, 9) top management support, and 10) competing initiatives. It also lists 10 success factors/benefits: 1) improved decision making, 2) competitive advantage, 3) operational efficiency, 4) strategic alignment, 5) improved external relationships, 6) customer responsiveness, 7) IT responsiveness, 8) improved data quality, 9) integration and collaboration, and 10) compliance and control. The
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
This document contains a presentation by Best Buy Co., Inc. to the William Blair Growth Stock Conference on June 18, 2008. The presentation discusses Best Buy's history of revenue and earnings growth, fiscal year 2009 guidance, opportunities for international growth through new ventures and categories, and strategies for expanding in markets like Canada, China, and Europe through a new joint venture with Carphone Warehouse. The presentation outlines Best Buy's vision of achieving significant market share globally in the consumer electronics retail industry.
The document discusses Marketo's marketing strategies and revenue cycle. It shows that Marketo has experienced explosive growth in customers and revenue since 2008. It describes Marketo's focus on inbound, content, and social marketing strategies to help leads find the company rather than spending on outbound tactics. The document outlines Marketo's revenue cycle from awareness to customer, and how marketing automation enables scaling demand generation programs.
Microsoft Power Point EstáCio Apr Corporativa 4 Q08 (2) [Modo De Compatibil...Estácio Participações
This corporate presentation provides an overview of Estacio Participacoes S.A., the largest player in the undergraduate sector in Brazil. Some key points:
- Estacio has 207,000 undergraduate students across 78 campuses in 16 Brazilian states. It operates through 2 universities, 2 university centers, and 27 colleges.
- Estacio has experienced strong organic growth, growing its student base from 23,000 in 1970 to over 207,000 in 2008 through an asset light model of long-term leasing agreements.
- Estacio's programs are oriented toward the labor market. Most of its self-financed students are young working adults living in urban centers, seeking convenience and a perception of quality.
Revenue management is a business strategy that optimizes profitability by varying prices based on demand factors. It originated in the airline industry in the 1970s when American Airlines introduced yield management to gain an advantage over competitors. Revenue management has since been adopted by hotels and other industries to increase revenues 3-6% or more by using technology to set consistent, data-driven pricing. While computer systems help, revenue management requires organizational cultural changes and coordination across departments to be most effective.
Making power positioning and power tools your company’s messaging cultureCorporate Visions
This document discusses tools and strategies for positioning a company's messaging and culture. It outlines a process called "Power Positioning" which involves developing core messaging, positioning statements, and sales tools. This is then integrated across various departments like training, marketing, lead generation, and sales effectiveness. The goal is to drive sales funnel activity, accelerate results, and make navigating the sales process easy. It also discusses making these messaging strategies a sustained part of the company's culture.
How to create More Profitable Growth in 2010?Albert Smit
This document discusses Milestone Marketing and the services it provides to help clients grow their businesses profitably through high-performance marketing. It outlines Milestone's approach of working with clients as a partner to co-define marketing strategies, implement effective campaigns and programs, and focus on measuring marketing ROI. Services include areas like strategy/innovation, lead generation, account growth, and marketing operations/managed services.
The document outlines various options for an asset manager named ABC to pursue "growth from the core" through expanding their investor base. It discusses leveraging segmentation and database profiles to focus efforts. Key strategies mentioned include prioritizing target clients, defining value propositions, identifying client needs, and customizing presentation stages. Metrics like sales volume, AUM, conversions, and retentions are identified to measure performance of integrated sales models across distribution channels and products.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
This document provides an overview of training opportunities available in January 2007 from AFAS Inc., including F&I training, sales training, menu training, service drive training, sales management training, legal seminars, and used car management training. It also references a dealer who found AFAS training helped make themselves and their dealership "more gross" and retain high customer satisfaction and loyalty. The document encourages visiting AFAS at the NADA convention in February and provides their contact information.
The article talks about the change in the strategy of General Motors. In short, it is on how a company like GM turned into a customer focused organization...
This presentation provides an overview and a few key concepts from The Networked Nonprofit, a book co-authored by Beth Kanter and Allison Fine (Wiley & Sons, 2010)
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Liechty kelly final presentation for teachers in actionguest94925e6
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This is the presentation I mainly gave to NGOs in Israel the week of May 30-June 3, 2011. Feel free to download and share it - with attribution! Thanks.
This document discusses developing pricing strategies and programs. It outlines 9 concepts for setting prices, including that the pricing environment is changing, purchase decisions are based on consumer perceptions, and prices must be set initially. It also covers positioning market offerings, having a fairly low price for high quality, maintaining prices consistent with company policy, adjusting prices for different customers, anticipating competitor changes, and differentiating products or services instead of just lowering prices. The conclusion is that effective pricing allows companies to earn profits while satisfying customers.
This 10-step marketing plan outlines strategies for Saviour International Hospital. It identifies the primary target market as people in Panay and Guimaras needing medical and surgical services. While competitors offer general services, Saviour is uniquely accredited to accept Tricare and other health insurance. The total market size is estimated at 1 billion pesos. The plan details positioning Saviour as affordable yet differentiated by its open-heart surgery program and location in Molo, Iloilo. Tactics include competitive pricing, local advertising, and leveraging its niche in the US military insurance market.
This document outlines Joel Abonado's 20-year marketing plan to achieve his vision of utopia. His vision involves fulfilling seven daily roles, including being a caring uncle, respected geriatrician, and passionate animal lover. He monitors his daily habits and time schedule, which involves jogging, hospital rounds, and family dinner. His goals for 20 years in the future include being a 66-year-old pet shop owner, CEO of a hospital, and geriatrician without fear of dying, in order to achieve a blessed, peaceful utopia through success, virtue, and helping others.
The document discusses the evolution of enterprise resource planning (ERP) systems from the 1960s to present day, how ERP systems address issues related to functional conflicts within organizations by taking a process-oriented view, and the benefits ERP systems provide such as reduced costs, improved productivity, and increased customer satisfaction through tighter integration of business functions.
This document advertises an upcoming conference on indirect procurement and corporate sourcing taking place from February 11-13, 2013 in Charlotte, NC. The conference will feature industry updates, workshops, roundtables, and presentations on strategic procurement transformation, globalization, supplier relations, complex services spend, and category management. It is aimed at professionals in marketing, IT, HR, facilities management, and other corporate functions involved in indirect spending. Attendees will gain insights on best practices and network with over 300 executives from various industries.
Territory management for inside sales leader notesFitira
The document discusses territory management for inside sales and outlines key considerations and processes for improving territory management including identifying customer, partner, and company expectations; measuring and reporting on key metrics; preparing and implementing territory management plans; and continually reviewing and improving opportunities. It provides templates and activities to help sales teams gain insight into their territories, segment accounts, identify resources, leverage marketing, develop plans, and implement territory management best practices.
Recorded webinar from Sales Benchmark Index: Designing organizational models for inside sales. Links, downloads and registration for future presentations are included.
The document discusses Oracle CRM On Demand and Oracle's Social CRM applications. It provides an overview of new features in Oracle CRM On Demand Release 17, including enhancements to usability, branding, forecasting, and partner relationship management. It then demonstrates Oracle's Social CRM applications, which are designed to increase sales user productivity through tools for lead generation, sales campaigns, and shared sales content libraries.
CRM at Oracle Series: Marketing Business IntelligencetbOracleCRM
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A plan for new sales leaders. What to do in their first 75 days in their new position? An easy step by step guide. The first 25 days is to understand the current state of the sales team, next 25 days is about developing a GTM strategy followed by the next 25 days of implementation.
The document discusses building out a B2B marketing infrastructure using marketing automation. It begins with an overview of marketing automation, its benefits including bigger lead generation, and that half of B2B marketers will use it by 2015. It then discusses leveraging automation to power nurturing campaigns and business processes, including integrating it with CRM and sales. The document provides examples of automation uses like segmentation, forms, and integrated lead scoring and routing processes.
This document discusses best practices for screening, selecting, and hiring dealership employees. It explores organizational development strategies, recruiting tools, screening processes, and training methods that the most successful dealers use. The session will share the tools and processes used by Ralph Paglia to build some of the most successful internet sales departments, including what elements are essential for growth. It emphasizes that organizational development is key and often the primary reason for failure or lack of growth in internet sales operations.
This document discusses best practices for screening, selecting, and hiring dealership employees. It explores organizational development strategies, recruiting tools, screening processes, and training methods that the most successful dealers use. The session will share the tools and processes used by Ralph Paglia to build some of the most successful internet sales departments, including what elements are essential for growth. It emphasizes that organizational development is key and often the primary reason for failure or lack of growth in internet sales operations.
The document discusses best practices for screening, selecting, and hiring dealership employees. It explores organizational development strategies, recruiting tools, screening processes, and training materials that the most successful dealers use. The session will share the tools and processes used by Ralph Paglia to build some of the most successful internet sales departments, including the essential elements needed to grow sales departments into high-performance operations that can convert marketing opportunities into sales.
The document discusses how marketers are challenged by today's complex marketing environment and how conventional marketing mix models are limited in their ability to address this complexity. It introduces ThinkVine's agent-based marketing mix modeling approach, which simulates individual consumer behavior from the bottom-up to provide more accurate forecasts and insights. ThinkVine's software allows marketers to optimize their spending, tactics, targets, and timing to improve ROI across all of their marketing investments.
The document discusses challenges with current performance management processes and the benefits of Prism EPM practice. It outlines common problems such as poor translation of strategies to budgets, lack of consensus, inaccurate information, and resources consumed by cumbersome processes. The Prism approach aims to transform performance management by providing a common planning platform, linked finance and operations, data/process standards, and advanced analytics to gain time, control and confidence.
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The document provides information on sales and marketing activities at technology companies. It discusses sales intelligence reports, tools, and spending. It also covers inside sales functions, metrics, challenges, and ROI calculations. Specifically:
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- Over 40% of global tech companies outsource some or all inside sales functions, while 30% of Indian companies outsource sales intelligence.
- Common sales intelligence tools used by Indian tech companies include third-party market research databases and custom surveys. Annual spending on tools ranges from $50,000 to
As marketing dollars continue to shift into digital channels, a new class of software applications has emerged to help automate and integrate digital marketing activities, from customer acquisition through retention and loyalty programs. The JEGI Sector Insights brief provides an overview of this EMM Stack of applications that are helping marketers address the growing complexity of digital campaign execution. Demand is strong, and budgets are sizable, for a new class of digital marketing services required to build and maintain the Stack. These services actually look more like technology consulting and IT services. The outlook for growth in this new services category is attracting new providers to the market and is driving continued growth in the Stack and a vibrant M&A market.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
David Snook is a bi-lingual marketing management professional with over 25 years of experience in consumer electronics and consumer goods. He has a proven track record of leading teams, developing marketing plans, and growing revenue. He has extensive experience in product management, marketing, forecasting, and optimizing supply and demand. Recommendations praise his leadership, communication skills, passion for delivering quality products, and ability to manage business across borders.
Thanks to our results achieved in 18 years of experiences, and thanks to the satisfaction and acknowledgement expressed by Customers over time, Altea is now firmly positioned among the most significant Italian ICT Companies.
Altea is the right partner to concretely meet the public and private Enterprise or Organizations needs, with skills and certified knowledge that make a difference.
This document summarizes a presentation on measuring marketing results. It discusses the challenges facing modern marketing functions and the need for measurement across customer, financial, and operational dimensions. It promotes treating marketing as an operations function and establishing a marketing operations role and function to manage resources, integrate planning, and provide transparency on performance and return on investment. The presentation provides examples of how marketing measurement can be implemented and the expected benefits of doing so.
1. Project Sorrento
Transforming Field Sales to fuel double-digit growth
Alexey Dzybenko ▪ Evgeny Glushkov ▪ Kirill Kondakov ▪ Stanislav Orekhov
Sorrento
November 26th 2010
2. Sorrento
The Sorrento team is
Evgeny, Kirill, Stas & Alexei
HSE HSE MEPHI SPB STU
MIPT MIPT MIPT
ITMO
Source: Sorrento CVs 2
3. Sorrento
Project summary
Implementation plan
3
4. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
Field Sales will be reorganized to respond to
internal and external challenges it faces
External Internal
Consolidation Grow sales
of retail x2 by 2014
Expansion of Improve
modern trade efficiency
Increase in
expectations
Source: Case data, Sorrento analysis. 4
5. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
We will facilitate Food/HPC cross-sales and
tailor marketing strategies to sales areas
Goal Action
Combine
Facilitate
Food & HPC
HPC/Food
sales guys $
cross-sales
except in TT +15% sales
(+40% in MT)
Tailor Introduce
marketing Territory TME
strategies Marketing Territory Marketing
Executive
to SAs Executives +3% MS
+17% sales
TT = Traditional trade; MT= Modern trade; SA = Sales area; MS = Market share
Source: Case data, Sorrento analysis. 5
6. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
We will triple the number of MTAEs and cut
duplicate functions to increase efficiency
Goal Action
5 15
Engage Triple
emerging MT number of ×3
companies MTAEs Modern Trade Activation Executives
+15% sales
Cut
Increase
duplicate
efficiency
functions
Enabler
Source: Case data, Sorrento analysis. 6
7. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
Structural changes will include introduction
of TMEs and changing the role of CDAEs
KA
NSD Federal
National Sales
Director 1
KA
RSM Regional
Regional Sales
Manager
RME 3
Regional Marketing KA
TSM
Executive 3 D
Sales area
Territory Sales
Manager 15
TT KA MT
TME D
TTAE MT
MTAE D
MTE
Territory Marketing Traditional Trade Modern Trade Modern Trade
Executive 15 Activation Exec…30 Activation Exec..
15 Executive 15
KA TT
TT
MT SCSS MT
CSS Pool of
specialists
Senior Customer Customer Sales
Sales Specialist 65 Specialist 80
x FTE count x Interaction: KA = Key accounts; MT = Modern trade; TT = Traditional trade; D = Distributors
Source: Case data, Sorrento analysis. 7
8. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
A discreet split of responsibilities between
hunters and farmers will be introduced
NSD Develop field sales strategy
Coordinate Field Sales
TTAE Negotiate with distributors in TT
Control contract implementation
National Sales Traditional Trade Control promo budget for TT
Director Activation Exec.
RSM Negotiate with regional partners
Develop & coordinate the team
MTAE Hunt for new clients in MT
Implement KA strategy
Regional Sales Modern Trade Control promo budget for MT
Manager Activation Exec.
TSM Negotiate with SA partners
Develop pricing policy MTE Control MT and distributors
contract implementation
Territory Sales Zone distributors Modern Trade Control pricing and discounts
Manager Executive
Develop regional trade Everything CSS does
RME marketing strategy
Develop regional customer
SCSS Identify potential for new outlets
Develop exclusive sales force
Regional Marketing Senior Customer
Executive marketing strategy Sales Specialist Assess local retail universe
Adapt trade marketing strategy Manage sales representatives
TME Plan promo activities
Negotiate with agencies
CSS Implement promo activities
Support distributors’
Territory Marketing Customer Sales
Executive Control agencies’ performance Specialist businesses
Source: Case data, Sorrento analysis. 8
9. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
Transformation will result in a more lean
structure with a total reduction of 25% FTEs
Current New
Food HPC Total Total
National Sales Director 1 1 2 1
Regional Sales Manager 3 3 6 3
Functions
Territory Sales Manager 15 15 30 15 transferred to
others, mostly
Distribution Supervisor 3 3 6 - MTEs and TTAEs
Regional Marketing Executive 3 3 6 3
Former CDAEs
Territory Marketing Executive - - - 15 now focus more
on sales rather
TT Activation Executive 16 16 32 32 than operations
MT Activation Executive 3 2 5 15
Opportunity for
MT Executive 29 30 59 30 selected MTEs to
be promoted to
Senior Customer Sales Specialist 47 35 82 65 MTAEs
Customer Sales Specialist 45 55 100 80 –26% FTE
∑ 165 163 328 244 –23% costs*
Food & HPC combined Food / HPC separate
*Including 20% salary increase for National Sales Director, Regional and Territory Sales Managers left after combining Food and HPC
TT = Traditional Trade; MT = Modern Trade; Traditional Trade Activation Executive = ~ex-CDAE
Source: Case data, Sorrento analysis. 9
10. Sorrento Challenges Changes Structure Responsibilities Headcount Impact
Implementation of Sorrento project will
allow to double sales in Euros by 2014
55% 30%
Market Inflation,
2=
growth RUB
Foo TME МТ
АЕ
19% 30%
dHPC
×3 Rate, Inflation,
in EUR * RUB/EUR EUR
15% 17% 15% 9% 9%
* We assume Cascade targets are set in Euros
Source: IMF, Переговорная №2, Sorrento analysis. 10
11. Sorrento
Project summary
Implementation plan
11
12. Sorrento Approach Team Schedule Opportunities Results
Sorrento implementation approach is
focused on ensuring business continuity
Priorities Activities
Smooth transition for Clear communication and
clients and employees stakeholder management
Minimization of business Comprehensive training
disruption risk Providing new career
Commitment to UL CBP* opportunities for talents
* Unilever Code of Business Principles
Source: Sorrento analysis. 12
13. Sorrento Approach Team Schedule Opportunities Results
The team should be structured in 3 groups
corresponding to project’s functional areas
Steering committee
CEO
VP Customer Development
VP Human Resources
Capability Building Director
National Sales Director
PMO
Project manager
Administrator
Communication Training Reorganization
PR Manager HR Manager HR Specialist
PR Specialist 2 Trainers 2 Capability Building
3 external assessors Specialists
4 functional experts
(MT, TT, Food, HPC)
PMO = Project Management Office; VP = Vice-president; MT = Modern Trade; TT = Traditional Trade
Source: Sorrento analysis. 13
14. Sorrento Approach Team Schedule Opportunities Results
Implementation is structured in 3 phases
each with its own distinct goal
8 weeks 8 weeks 8 weeks
Jan 11 Mar 15 Apr 15 Jul 1
1. Organization 2. Initiation 3. Transformation
Plan and prepare NSD, RMS, TMS MTE, SCSS, CSS
Revise duties Introduce TMEs CDAEs → TTAEs
-1 NSD +10 MTAEs
Combine Food & HPC for position
NSD = National Sales Director; RSM = Regional Sales Manager; TSM = Territory sales manager; RME = Regional Sales Manager (ex-CME); TME = Territory
Sales Manager; TTAE = Traditional Trade Activation Executive (~ex-CDAE); MTAE = Modern Trade Activation Executive; MTE = Modern Trade Executive;
(S)CSS = (Senior) Customer Sales Specialist; DS = Distribution Supervisor
Source: Sorrento analysis. 14
15. Sorrento Approach Team Schedule Opportunities Results
The first phase will lay the groundwork for
change
Jan 1 Feb 1 Mar 1
BoD Meeting, dismiss 1 NSD
C-level
Set up PM team
Develop project plan
PMO
Assemble project workgroups
PR
Group Dev. of Communication Strat.
Training
Dev. of Training Program
Group
Dev. of new KPI System
Reorg.
Group
Consolidation of staff perform. data (CRM, KPI, etc)
Source: Sorrento analysis. 15
16. Sorrento Approach Team Schedule Opportunities Results
The second phase will introduce changes at
federal and regional level
Mar 1 Apr 1 May 1
C-level Video letter from NSD
PR Communication campaign (presentation, press-releases, news etc.)
Group
RSM Assessment
TSM Assessment
Training
Group TSM RSM FOOD+HPC Training
NSD TSM RSM Change Manag. Training
Recruiting and introduction of TME
Reorg.
Group
Source: Sorrento analysis. 16
17. Sorrento Approach Team Schedule Opportunities Results
The third phase will cover the hard work of
bundling HPC/Food and cutting headcount
May 1 Jun 1 Jul 1
MTE Assessments
MTAE Sales Force training
Training MTAE MTE HPC+FOOD Training
Group
S/CSS Assessments
S/CSS Training, E-learning
PMO, Communication and Administrative processes runs in the
background until the end of the project
Source: Sorrento analysis. 17
18. Sorrento Approach Team Schedule Opportunities Results
There will be several options for redundant
employees to stay with Unilever
NSD RSM TSM CDAE MTE SCSS CSS DS
Vacant positions
in Unilever and
outplacement
Relocation
abroad
Other position TME
in Field Sales
Promotion MTAE MTAE
NSD = National Sales Director; RSM = Regional Sales Manager; TSM = Territory sales manager; RME = Regional Sales Manager (ex-CME); TME = Territory
Sales Manager; TTAE = Traditional Trade Activation Executive (~ex-CDAE); MTAE = Modern Trade Activation Executive; MTE = Modern Trade Executive;
(S)CSS = (Senior) Customer Sales Specialist; DS = Distribution Supervisor
Source: Sorrento analysis. 18
19. Sorrento Approach Team Schedule Opportunities Results
In 6 months Field Sales will be a more
efficient unit ready for double-digit growth
FTE -26%
HR costs -23%
Duration: 6 months
Market share +3% in 3 years
Sales revenue +100% in 3 years
Implementation costs 550 000 EUR:
Compensations 300 000 EUR
Consultants 150 000 EUR
Other 100 000 EUR
* Unilever Code of Business Principles
Source: Sorrento analysis. 19
21. Sorrento Backup
A risk mitigation plan will be developed in
December to address major project risks
Risk Impact Mitigation
Dismissed NSD leaves
Medium Engage NSD from EU
ungraciously
Plan communication strategy
Negative gossip spreads High
ahead
Regional staff structure Employ consultants to perform
High
becomes unbalanced sales force sizing
Excessive staff workload Low Increase headcount
* Unilever Code of Business Principles
Source: Sorrento analysis. 21