Business mission

should provide a sense of direction for the organization

defined in terms of

1.customers to be served

2.competitors to achieve advantage over

3.the processs by to achieve these advantages

=process in which an organization attempts to meet the value requirements of its target market

1.Situation analysis-past, present, future

2.Define market segements to target

3.Create the appropriate marketing mix

1.Go-to-market strategy-how customers will be accessed

2.PDM -how new offerings will be developed

3.SCM-how physical products will create and delivered

4.CRm-how will customer relationships be enhanced and managed

*involve sales executive team and cross-functional teams

*determines the skills the sales force needs when performing their job

-part of the go-to market strategy

=all the activities needed to serve a customer properly

1.Direct sales force-most effective

2.Agents/Distributors/Retailers

3.Integrators

4.Alliances

5.Advertising/Promotion/Direct Mail-efficient

6.Internet

7.Telemarketing

*sales force, agenets/distributors/retailers, integrators, and alliance are all sales for options

*sales force is the only direct sales option

1.Indentifying customer needs for better solution

2.launching new and redesigned offerings

-order, pricing, and payment terms

-managing channel partners

1.knowledge of the entire upstream and downstream supply chain

2.thinking strategically about partners

3.establishing good lines of communications with senior management of suppliers

1.Marketing-targeting and acquring prospects and distribution leads to sales and service

(data mining, campaign management)

2.Sales-developing effective selling processes

 (proposals, knowledge, contacts, forecasting)

3.Service-service support issues

(call center applications, internet-based customer service)

-all of them!!

-identifying high-value prospects

-learning about product usage and application

-developing and executing advertising and promotion programs

-developing and executing sales programs

-aquiring/leveraging customer contacts

-manager customer contact teams

-enhancing trust and customer loyalty

-cross-selling and upselling

to view the management of customer relationships as the driver of economic value added (EVA)

*customer relationships increase shareholder value

*driver of profits based on improving profitability of customers

*salesperson adds value through customized solutions and business relationship management in all processes, sales, marketing, and customer service

1.Collaboration-truling haing the stakeholder's interest in mind

2.Relationship Management-effective listening, diagnostic analysis, interpersonal communication

3.Finance and Business skills

4.Consultative skills

1.Go-to-market strategy

2.CRM

-level 2 decisions (sales force processes)

-CRM

-sales management team--largely responsible for executing and developing the sales program

-carefully considering objectives and target markets specified in the marketing plan

-estimating sales potential and forecasts for various market segments

-determining the type of relationship an organization wants to develop with it's customer

-includes plans for acquiring, maintaining, and developing customers

-determines which customers can be profitably served (different levels of investment!)

*frame the four elements of the sales program discussed in Ch. 3

1.transactional

2.consultative

3.enterprise

-based on the need for a product of acceptable quality, competitively prices, and convenient relationship and process with the buyer

***usually based on a personal relationship between individual buyers and sellers

***investment in the relationship is mostly at a personal level

most likely to emphasize transactional relationships with customers

*because buyers are already very knowledgable about their product

-based on the customer's demand and willingness to pay for a sales effort that creates NEW value and provides ADDITIONAL benefits outside of the project itself

--common in industrial markets

-rests on the ability of the salesperson or sales team to get very close to the customer and intimately understand the customer's business issues

1.help customer understand problems/opportunities in a new way

2.help customers develop better solution to problems they could not discover on their own

3.act as the customers advocate

4.deliver customized/unique solutions to meet needs

1.product/service can be differentiated from competition

2.product/service can be customized to fit customer needs

3.customer is not clear on how the product provides value or solves problems

4.delivery, installation, or use of the product requires coordination

5.benefits of the product/service justify the high cost of consultative relationships

to make better use of company resources

to create/maintain competitve advantage

defining/articulating the business mission, developing specific business goals, and designing a strategy for achieving these goals

*marketing and sales personnel should be involved in planning business strategy

1.types of customers to serve

2.specfic needs to be fulfilled

3.activities/technologies which will fulfill these needs

specific measurable objectives

-usually stated in terms of profits, sales revenues, unit sales, market share, survival, and social responsibility

how an organization will acheive its objectives

*to be successful the sales force must be properly aligned with the strategy

aggregating customes into groups based on

1. one or more common characteristics

2.similar needs

3.similar responses to marketing

go-to-market segements

1.size 2.industry 3.location 4.behavior

-occurs in the mind of the consumer

refers to how consumers percieve

the product

brand/company

and competitors

*strong positiong is designed by a good marketing mix

-primary function is to leverange any and all corporate assets of the supplier in order to contribute to the customer's strategic success

*product and sales force come secondary to the customer

1.supplier involved in early stages of need identification

2.team of interfaces with the customer on a regular basis that include a variety of functional areas and management levels

3.high degree of intimacy-immediate responsiveness, sharing of infor, empowerment, termination difficult