Marketing and sales strategy ppt kotler,video ad market 2013 exhibitors,movie free video songs download,business plan software uk free - Plans Download

Sales, rather than being driven on a tactical (day-to-day) basis as an element of the marketing mix, should be viewed as an independent Primary Activity in the value chain, with its own, unique support structure and mission. The failure on the part of sales leaders to develop their own sales strategies is rooted in both the one dimensional view of selling as a tactical activity and a degree of myopia in understanding the true role of sales, in the organisation’s value chain. Companies in today’s customer-driven economy survive by producing goods that buyers are willing and able to pay for. In the Sales-Driven approach, consumer wants and needs are the drivers of all strategic selling decisions. This entry was postedon Thursday, February 9th, 2012 at 11:15and is filed under Marketing, Sales Leadership, Sales Planning, Sales Strategy, Success. The essential resource for people anywhere in the world to enhance their sales capabilities.
This free B2B marketing plan template is an easy to use tool  designed to help you plan your marketing activities by objective.
Get StartedBrainrider can help you get better results with a B2B Website update, best practice marketing planning & execution, or a Pardot marketing automation implementation. All plans come as a Standard license, and can be upgraded to an Enhanced license at any time. In contrast to goals, objectivesobjectivesVery precise, time-based, and measurable actions that support the completion of a goal. There are three general failings that we can see across organizations related to measurement. Second, financial outcomes are often short term in nature, so they omit other key factors that might be important to the longer-term viability of the organization. Finally, goals and objectives, even when they cover more than short-term financial metrics, are often not tied to strategy and ultimately to vision and mission. However, unless the organization consists of only a single person, there are typically many working parts in terms of functional areas and product or service areas. In terms of leadership, it is usually top managers who set goals and objectives for the entire organization. Finally, goals and objectives can provide a form of control since they create a feedback opportunity regarding how well or how poorly the organization executes its strategy.
Goals are typically outcome statements, while objectives are very precise, time-based, and measurable actions that support the completion of goals. However, a major miscalculation made by many organisations is viewing their sales operations as purely tactical functions. Not only are salespeople being pressured to produce more sales revenue, at better margins, with less resources, but corporate return on sales effort isn’t what it used to be! One major answer is that the Sales Operations of business and its sales planning is often relegated to a tactical level becoming the poor servant of the Marketing Strategy, rather than being Strategic Player in its own right. Customer concerns, relationships, pre- and post-sales service, as important as these are, were merely tools and techniques used to achieve the sale.
It is a primary activity that seeks out, creates and then harvests business opportunities offering fair value as an exchange!
Consequently, ascertaining buyer demand is vital for future viability and even existence as an on-going concern.
So as not to fall into that trap what organisations need to do is to unshackle their sales operations from the underbelly of marketing and stand next to marketing as peers. The workbook includes: prioritizing your marketing objectives, identifying program gaps and opportunities, new programs pick-list and an marketing budget planning worksheet.
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GoalsgoalsOutcome statements that define what an organization is trying to accomplish, both programmatically and organizationally.
For instance, return on sales (ROS, or net profit divided by total sales) is a commonly used measure of financial performance, and firms set goals and objectives related to return on sales. Instead, you may often see a laundry list of goals and objectives that lack any larger organizing logic. They also have cascading implications for all the aspects of organizing, leading, and controlling.
Then managers develop a strategy for realizing the vision and mission; their success and progress in achieving vision and mission will be indicated by how well the underlying goals and objectives are achieved.
Functional areas like accounting and marketing will need to have goals and objectives that, if measured and tracked, help show if and how those functions are contributing to the organizationa€™s goals and objectives. If goals and objectives are to be achieved and actually improve the competitive position of the firm, then the organizing, leading, and controlling stages must address goals and objectives as well. For instance, a functional organizational structure, where departments are broken out by finance, marketing, operations, and so on, will likely want to track the performance of each department, but exactly what constitutes performance will probably vary from function to function.
Ideally, then, lower-level managers would set or have input into the goals and objectives relevant to their respective parts of the business.
Goals and objectives also are a basis for reward systems and can align interests and accountability within and across business units. Goals and objectives are an essential element in planning and are a key referent point in many aspects of organizing, leading, and controlling.
The result – at best, sales plans become little more than operational imperatives bumping along one quarter to the next with no strategic intent.
The theory then was that marketing was closest to the buyer, understood what buyers wanted better than sales, and could therefore give the company direction regarding the products and services it should make to satisfy buyer needs. Few salespeople were viewed as being responsible for, or even capable of helping customers integrate their purchase and optimise real value. In reality, marketing (if it is to be truly effective) should be supporting the sales effort, rather than the other way around. But merely starting and ending the value chain with a customer focus and ignoring the middle portion (sales, logistics and operations) does only half the job. Every aspect of a sales segment offering, including the nature of the product itself, is driven by the needs of potential buyers. Instead Sales Operations need to turn reactive tactical sales planning into proactive strategic sales thinking driving sales strategies which, in turn, allows organisations and their respective sales teams develop a sustainable competitive advantage and increase opportunities for incremental sales success and enhanced profit improvement. If at any time you're unsatisfied with your experience with us, you can cancel your subscription. For instance, the objective of improved financial performance can be measured using a number metrics, ranging from improvement in total sales, profitability, efficiencies, or stock price. However, an organization can increase return on sales by cutting investments in marketing and research and development (since they are costs that lessen the a€?returna€? dimension of ROS). A vision statement usually describes some broad set of goalsa€”what the organization aspires to look like in the future.
This relationship between hierarchy and goals and objectives is summarized in the following figure.
For example, a CEO might believe that the company can achieve a sales growth goal of 20% per year.

For instance, in a business with several divisions, you can imagine that managers and employees may behave differently if their compensation and promotion are tied to overall company performance, the performance of their division, or some combination of the two. Broadly speaking, within the P-O-L-C framework, goals and objectives serve to (1) gauge and report performance, (2) improve performance, (3) align effort and, (4) manage accountabilities. Sales was then (and still is today) seldom included in resourcing or crafting solutions, even though sales is the primary link between buyer and seller, and salespeople probably know more about the buyer’s requirements than any other member of the value chain.
Goals are usually a collection of related programs, a reflection of major actions of the organization, and provide rallying points for managers. You have probably heard the saying, a€?what gets measured, gets done.a€? Measurement is critical to todaya€™s organizations. It may be a good thing to cut such costs, but that type of cost-cutting typically hurts the organizationa€™s longer-term prospects.
Mission statements too have stated goalsa€”what the organization aspires to be for its stakeholders. Goals and objectives can also be set for the way that functions and product or service areas interact. With this organizational goal, the marketing manager can then set specific product sales goals, as well as pricing, volume, and other objectives, throughout the year that show how marketing is on track to deliver its part of organizational sales growth. The rationale for this approach is that there is no point spending funds developing products that people won’t buy. For example, Wal-Mart might state a financial goal of growing its revenues 20% per year or have a goal of growing the international parts of its empire.
Going back to the Wal-Mart example, and in support of the companya€™s 20% revenue growth goal, one objective might be to a€?open 20 new stores in the next six months.a€? Without specific objectives, the general goal could not be accomplisheda€”just as an umbrella cannot be put up or down without the spokes.
It is a fundamental requirement and an integral part of strategic planning and of principles of management more generally.
Decreases in marketing may reduce brand awareness, and decreases in research and development (R&D) will likely stifle new product or service development. For instance, Mars, Inc., the global food giant, sets out five mission statement goals in the areas of quality, responsibility, mutuality, efficiency, and freedom.
For instance, are the accounting and marketing functions interacting in a way that is productive?
Goal setting is thus a primary function of leadership, along with holding others accountable for their respective goals and objectives. Try to think of each goal as a large umbrella with several spokes coming out from the center. Without measurement, you cannot tell where you have been, where you are now, or if you are heading in the direction you are intending to go. Thus, goals are typically set for the organization as a whole and set the stage for a hierarchy of increasingly specific and narrowly set goals and objectives. For instance, if your university has set goals and objectives related to class sizes but is unable to ever achieve them, then their effectiveness as a management tool is significantly decreased. While such statements may sound obvious, the way that most organizations have set and managed goals and objectives has generally not kept up with this commonsense view.

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