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INTRODUCTION TO ENVIRONMENT & STRATEGIC PLANNING Your Personal Selling Plan. BA 3750 SALES MANAGEMENT L.P. Chew. Demographic- Economic Environment. Technological- Natural Environment. Marketing Intermediaries. Marketing Analysis. Marketing Planning. Product. Target Consumers.
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INTRODUCTION TO ENVIRONMENT & STRATEGIC PLANNINGYour Personal Selling Plan BA 3750 SALES MANAGEMENT L.P. Chew
Demographic- Economic Environment Technological- Natural Environment Marketing Intermediaries Marketing Analysis Marketing Planning Product Target Consumers Place Suppliers Publics Price Promotion & Politics Marketing Implementation Marketing Control Political- Legal Environment Social- Cultural Environment Competitors The Marketing Process
Environment of Marketing & Sales Management 5 Parts of Environment • Controllable Factors • Uncontrollable Factors • Organization’s Level of Success/Failure in Reaching Objectives • Feedback • Adaptation Controllable Factors Uncontrollable Factors Organization’s Level of Success Adaptation Feedback
Environment of Marketing & Sales Management (2) Uncontrollable Factors (3) Consumers (1) Organization’s Level of Success or Failure in Reaching Its Objectives Competition Controllable Factors Suppliers & Distributors B Government By Top Management A Economy Technology (5) Independent Media By Marketing Adaptation (4)Feedback A - Total offering of the organization B - Impact of uncontrollable factors
Types of Environments • Macroenvironmentrefers to the broad demographic, societal, economic, political, and technological forces that an organization faces. • Microenvironmentrefers to the forces close to an organization that have a direct impact on its ability to serve its customers
Top Management Controls • 1. Line of Business • General category • Functions • Geographic coverage • Type of ownership • Specific business • 5. Corporate Culture • Customer-service orientation • Time orientation • Flexibility • Risk/innovativeness • Centralized/ decentralized • Interpersonal contact • Promotions from within • 4. Role of Other Business Functions • Production • Finance • Accounting • Engineering • Purchasing • Research & development • 2. Overall Objectives • Sales • Profit • Long-run existence • Consumer acceptance • 3. Role of Marketing • Importance in company • Functions • Integration
Uncontrollable Factors • Independent Media • Print • Television • Radio • News organizations • Technology • Advances • Compatibility • Acceptance • Consumers • Changing characteristics • Interpersonal influences • Decision process • Organizations Factors Not Controlled by Top Management or Marketers • Competition • Structure • Marketing strategies • Domestic/foreign • Company size • Generic • Channel • Economy • Rate of growth • Costs • Inflation rate • Unemployment rate • Suppliers & Distributors • Characteristics • Practices • Resource shortages • Government • Federal • State & local • Politics
Marketing Directs • 1. Selection of Target Market • Size • Characteristics • Desires • 3. Marketing Organizations • Functions • Types • 5. Performance Assessment • Day-to-day • Periodic • 2. Marketing Objectives • Image • Sales • Profit • Differential advantages • 4. Marketing Mix • Product • Distribution • Promotion • Price
Key Environments Marketing Environment • The actors and forces that affect a firm’s ability to build and maintain successful relationships with customers.
Key Environments • Aspects of the marketing environment: • Microenvironment: • Actors close to the company • Macroenvironment • Larger societal forces
Strategic Planning • Strategic planning is defined as: • “Theprocess of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities.”
Strategic Planning Process • Strategic Planning involves developing an overall company strategy for long-run survival and growth. • This process involves: • Defining a Mission: Statement of an organization’s purpose; should be market oriented. • Setting Company Objectives: Supporting goals and objectives to guide the entire company. • Designing a Business Portfolio: Collection of businesses and products that make up the company. • Planning Functional Strategies: Detailed planning for each department designed to accomplish strategic objectives.
Executive Summary Current Marketing Situation Threats and Opportunities Objectives and Issues Marketing Strategy Elements of a Marketing Plan Action Programs Budgets Controls
Demographic- Economic Environment Technological- Natural Environment Marketing Intermediaries Marketing Analysis Marketing Planning Product Target Consumers Place Suppliers Publics Price Promotion & Politics Marketing Implementation Marketing Control Political- Legal Environment Social- Cultural Environment Competitors The Marketing Process
Developing a Personal Selling Plan 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives 5. Selecting a Sales Technique 7. Applying the Plan 6. Outlining Sales Tasks Feedback
Developing a Personal Selling Plan 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives 5. Selecting a Sales Technique 7. Applying the Plan 6. Outlining Sales Tasks Feedback
Personal Selling Plan: Setting Objectives • Selling goals can be demand- and/or image-oriented. • When image-oriented, they involve public relations. • Although many firms have some interest in information, reminder, and image goals, the major goal usually is persuasion: converting consumer interest into a sale. 1. Setting Objectives
Personal Selling Plan: Assigning Responsibility 2. Assigning Responsibility • Sales Manager Responsibilities • Understand goals and strategies of firm • To determine sales philosophy • To prepare sales forecasts • To allocate resources • To supervise sales personnel • To synchronize selling tasks • To assess all aspects of sales performance • To monitor competition’s actions • To maintain ethical standards • To convey the image sought by firm 1. Setting Objectives
Personal Selling Plan: Budgeting 2. Assigning Responsibility 3. Establishing a Budget 1. Setting Objectives The sales-expense budget allots selling costs among salespeople, products, customers, and geographic areas for a given period. It is usually tied to a sales forecast. Budget items include sales forecast, overhead, sales force compensation, travel expenses, sales meetings, selling aids, and sales management costs.
Developing a Personal Selling Plan 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives 5. Selecting a Sales Technique 7. Applying the Plan 6. Outlining Sales Tasks Feedback
Personal Selling Plan: Sales Positions 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives Salespeople are often classified as order takers,order getters, or support personnel.
CONTRASTING (don’t forget missionary-support)Order TakersandOrder Getters Generate customer leads and persuade consumers Process routine orders and reorders Are creative Provide clerical functions Handle high-priced/complex items and increase sales Basic Differ- ences Handle pre-sold items and maintain sales. Arrange displays, restock items, answer simple questions, & complete transactions Are less involved with routine tasks Require a lot of training and compensation Require little training and compensation Are highly expert and enthusiastic Have limited expertise and enthusiasm
Personal Selling Plan: Sales Technique 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives 5. Selecting a Sales Technique Two basic techniques for selling are the canned sales presentation (memorized and repetitive), and the need satisfaction approach (that iscustomized to individual consumer attributes).
Personal Selling Plan: Sales Tasks 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives 5. Selecting a Sales Technique The selling processremembers the cost effective prospecting 6. Outlining Sales Tasks
Personal Selling Plan: Sales Tasks 2. Assigning Responsibility 3. Establishing a Budget 4. Determining Types of Sales Positions 1. Setting Objectives 5. Selecting a Sales Technique The selling process outlines the sequential tasks sales personnel should perform. 6. Outlining Sales Tasks
Personal Selling Plan: Applying the Plan 3. Establishing a Budget 2. Assigning Responsibility 4. Determining Types of Sales Positions 1. Setting Objectives Sales Management involves planning, implementing, & controlling the personal sales function. 5. Selecting a Sales Technique 7. Applying the Plan 6. Outlining Sales Tasks Feedback
(Figure 1-5) Sales Management ResponsibilitiesBUILDING AND MANAGING Strategic Planning Organizing the sales force Performance Evaluation Communication Coordination Integration Recruiting, selection, assimilation Motivation and supervision Training and development
(Figure 1-6) Executive Ladder in Personal Selling President Vice president of sales National sales manager Regional/divisional sales manager District sales manager Staff assistants available for adviceand support at anystep along the ladder. Sales supervisor Salesperson