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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 planning your personal selling plan

INTRODUCTION TO ENVIRONMENT & STRATEGIC PLANNINGYour Personal Selling Plan

BA 3750 SALES MANAGEMENT

L.P. Chew

the marketing process

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
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 management4
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
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
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
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
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
Key Environments

Marketing Environment

  • The actors and forces that affect a firm’s ability to build and maintain successful relationships with customers.
key environments10
Key Environments
  • Aspects of the marketing environment:
    • Microenvironment:
      • Actors close to the company
    • Macroenvironment
      • Larger societal forces
strategic planning
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.”
slide13

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.

elements of a marketing plan

Executive Summary

Current Marketing Situation

Threats and Opportunities

Objectives and Issues

Marketing Strategy

Elements of a Marketing Plan

Action Programs

Budgets

Controls

the marketing process16

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
slide17

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

slide18

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

slide19

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

slide20

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

slide21

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.

slide22

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

slide23

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 takers and order getters
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

slide25

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).

slide26

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

slide27

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

slide28

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

sales management responsibilities building and managing

(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

executive ladder in personal selling

(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