Marketing and sales what is it,player transfer news 2016,movie maker windows 7 em portugues,site to build computer - New On 2016

Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. 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.
Working with mid-size companies, we often hear the terms Sales and Marketing used together. The perspective of Sales is from inside the company out toward the customers and their horizon is focused on this week, this month and this quarter. A key job of Marketing is to understand the marketplace from the perspective of the customer looking back towards the company and helping lead the company where it should be in the future. Marketing also needs to convert the market understanding into tools and tactics to attract the market, build (often digital) relationships, and develop leads. In all my years, working for companies that ranged from Fortune 100 to mid-size companies I have never met anyone who was really good at both sales and marketing. For a company to really grow, someone must have the job of looking out the window towards where the company needs to go in the future. 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 company has specific products or services and the job of Sales is to sell those things. If sales is not focused on the now, then there may not be any revenue this week, month or quarter. Marketinga€™s job is to direct the organization toward the segments, or groups of customers and channels where the company can profitably compete. If Marketing is only focused on delivering the ammunition for today, nobody will see where the industry is moving or where the company needs to hunt next. I have held the title of VP of Sales and Marketing, managing a 500 person sales and merchandising force. But every Sales conversation with a customer has a sales transaction lurking in the background. For many companies, this is the job of the CEO and Sales hires someone to do some sales support and gives them a marketing title. You cana€™t run a company unless your sales team is focused on bringing in todaya€™s business.
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.
It should help the organization see how it needs to modify its product offerings, pricing and communication so that it meets the needs of the distribution channel or end customers. Note, however, that if Marketing becomes a sales support function focused only on the now, the future can become lost.
Therefore, customers can never be completely open about their needs and wants when talking to a sales person. But as companies grow, the job of CEO starts to become a full time job in itself and the strategic role of Marketing gets short changed. But you cana€™t really ask your Sales leaders where the company should go next and to develop the 18 month plan to get there without losing focus on todaya€™s revenue.
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.
So if you are not making stuff, selling stuff, or recording the money, what is marketing and why do you need it?
They knock down the doors, overcome objections, negotiate prices and terms and often work internally to be sure their customera€™s orders are filled.
A 2011 study of mid-size companies by the University of Texas showed that companies who separated the roles of Sales and Marketing were much more likely to grow faster than the industry average. Besides, if your sales executive was really good at developing future-focused business strategies and tying that strategy to the plans and tools of marketing to make it happen, they would be a marketing person and not a now-focused sales person.
The rationale for this approach is that there is no point spending funds developing products that people won’t buy.

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