...Sales and Distribution Management Program Credit Course Code : PGPM : 3 : SL MM 606 Class of Sessions : 2012 : 30 Objective To make the student aware of issues related to sales force management focusing on ―selling‖ as a tool of Marketing Communication. The study of Channel Management offers an appreciation of logistics of information and goods, and exposes students to the types of systems required to optimize organizational efficiency through this function. Learning Objective: The aim is to prepare students to manage sales and channel teams for different types of selling, with the purpose of enhancing value based output and productivity Learning Outcomes: REFERENCE BOOKS Sales Management - Decisions, Strategies and Cases. 5ed Marketing Channels: A Relationship Approach Sales & Distribution Management Sales Management Sales and Distribution Management – Text & Cases Retailing Management – Text & Cases, 2 nd AUTHOR / PUBLICATION Richard R Still, Edward W Cundiff, Norman A, P Govoni- PCI Coughlan, 7th ed IUP Panda / Sahadev Havaldar / Cavale. Tata Mcgraw Hill - 2007 Pradhan, Swapna. Tata McGraw-Hill - 2006 e Faculty teaching the subject in all PGPM Campuses should refer Articles, Journals, Websites. Detailed Syllabus Introduction: Emerging Trends in S & D, Linking S & D Role & Responsibility of Sales person: - Cross Functional Linkages, Types of selling, Value Proposition, Lifetime Customer Value Creation- Key Accounts Management. Selling Skills: Communication...
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...MANAGING CHANNEL MEMBER BEHAVIOUR A project for Sales and Distribution Management Submitted to Prof. Jaideep Mukherjee Submitted By: Group No. 19 Renuka Dabas (Roll No. 11PT2-59) Sonali Jethi (Roll No. 11PT2-65) TABLE OF CONTENTS S. No. | Title | Page No. | 1 | Introduction | 3 | 2 | Channel Conflicts | 3 | 3 | Causes of Channel Conflict | 4 | 4 | Effects of channel conflict | 5 | 5 | Types of Conflicts | 5 | 6 | Minimizing and Managing Channel Conflict | 7 | 7 | Channel conflict or Channel Choice | 8 | 8 | Distributor Sales Force Motivation/Channel Member motivation | 8 | 9 | Training of Distributor Sales Force | 10 | 10 | References | 13 | Introduction A distribution channel or 'route-to-market' is a 'path' or 'pipeline' through which goods and services flow in one direction (from vendor to the consumer), and the payments generated by them flow in the opposite direction (from consumer to the vendor). Most products are purchased from channel intermediaries whose main purpose is to deliver product from the manufacturers to the end users. The purpose of a channel intermediary is to move products to consumers, whether business or consumer. Channel intermediaries consist of wholesalers, agents or brokers, distributors, dealers, retailers. Channel members can have transactional function, logistical function, inventory storage function or a facilitating function. Channel intermediaries are extremely important in the chain of delivering...
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...UNDERSTANDING MARKETING MANAGEMENT Chapter 1 – Defining marketing for the 21st Century Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value. Marketers are skilled at managing demand: they seek to influence its level, timing, and composition for goods, services, events, experiences, persons, places, proper- ties, organizations, information, and ideas. They also operate in four different marketplaces: consumer, business, global, and nonprofit. Marketing is not done only by the marketing department. It needs to affect every aspect of the customer experience. To create a strong marketing organization, marketers must think like executives in other departments, and executives in other departments must think more like marketers. Today’s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities. These forces have created new opportunities and challenges and changed marketing management significantly as companies seek new ways to achieve marketing excellence. There are five competing concepts under which organizations can choose to...
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...Cisco Systems: Managing the Go-to-Market Evolution 1) How have Cisco’s channels evolved in the last 10-15 years? Why have they evolved that way? Ans# In the last five years, there has been a marked shift in Cisco’s channel strategy. Rather than being purely focused on the volume of business that a channel does with the vendor, it is now paying great attention to the value of the business that the channel does. The focus is therefore no longer pure ly on point product sales but on bringing together multiple technologies and focusing on solutions aimed at solving customers’ business problems. This value-based strategy is equally beneficial to the customers who then receive more technology and business value from partners, with the partners themselves able to achieve a higher level of profitability. the organisation only had one sales business model which negotiated deals with customers with the assistance of partners who fulfilled these deals. However, this single business model restricted access to the lower segments of the pyramid. It also signalled a need to establish a sales relationship with all customers. 2) What does the future look like? Ans# The challenge was how to communicate thoroughly and effectively to the market when Cisco had developed over 4,800 products. It is clearly not easy for a channel, a customer or even the sales force itself to access all the latest information on, for example, the organisation’s activities...
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...MBA & MBA (IB) THIRD SEMESTER -- CHOICE BASED CREDIT SYSTEM (NEW SYLLABUS) COMPULSORY PAPERS Title: Total Quality Management Subject Code: 3001 Contact Hours: 45 hrs Work load: 3 hrs per week Credit Points: 3 Evaluation: Continuous Internal Assessment – 25 marks Semester End Examination -- 50 marks Objectives: This cour se is designed to help students to develop basic appreciation of quality concepts and learn the tools and techniques to achieve quality. It also gives the totally integrated effort for gaining competitive advantage by continuously improving every facet of an organization’s activities. Pedagogy : Lectures, Assignments, case studies, seminar, MODULE 1 Introduction to TQM: Various definitions of quality and TQM, Core concepts of quality, The masters of quality(W Edwards Deming, Joseph M Juran, Philiph B Crosby, Kaoru Ishikawa, Ginichi Taguchi, Shigeo shingo) Evolution of quality, The Total Quality Management Excellence Model, Strategic Quality Management, Lecture, Numerical Exercises on cost of quality, TPM 1. Basterfield H Dale and others, Total Quality Management, Pearson Education/PHI, Inc. 2006. 2. K.Shridhar Bhat Total Quality Management (Himalaya publishing house 2005). 3. Poornima M Charantimath, Total Quality Management, Pearson Education, 2003. MODULE 2 Continuous process improvement: Concepts of Kaizen, Kaizen vs. Innovation, Kaizen Strategy...
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...Effects of Channel Management by Ian Linton, Demand Media Definition of 'Distribution Management' Overseeing the movement of goods from supplier or manufacturer to point of sale. Distribution management is an overarching term that refers to numerous activities and processes such as packaging, inventory, warehousing, supply chain and logistics. Effective distribution channel management can improve sales and customer satisfaction. Related Articles * Channel Management Techniques * What Is a Marketing Channel or Channel of Distribution? * How to Write a Marketing Distribution Channel Strategy * Distribution Channel Selection Factors * How to Analyze the Code of Ethics of an Organization * How to Build a Text Distribution List on Your iPhone Channel management is a technique for selecting the most efficient channels or routes to market for your products and services, and deriving the best results from those channels by applying appropriate financial, marketing or training resources. Channels to market include such distribution methods as direct sales from a website, sales force or call center and indirect sales through distributors or retailers. You analyze the effects of channel management by measuring factors such as changes in your share of the market or the volume of sales via certain channels, the changing costs of going to market through certain channels, and varying levels of customer satisfaction achieved by certain channels. Ads by Google ...
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...Marketing Management 14 PHILIP KOTLER Northwestern University KEVIN LANE KELLER Dartmouth College Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Melissa Sabella Development Editor: Elisa Adams Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elizabeth Scarpa Director of Marketing: Patrice Lumuba Jones Senior Marketing Manager: Anne Fahlgren Senior Managing Editor: Judy Leale Production Project Manager: Ann Pulido Senior Operations Supervisor: Arnold Vila Creative Director: John Christiano Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Lead Media Project Manager: Lisa Rinaldi Editorial Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/BookMasters, Inc. Composition: Integra Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: 9.5/11.5, Minion Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2012, 2009, 2006, 2003, 2000 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All...
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...customers for the obvious goals of increased sales and profits. 1.1. Create Awareness Marketing communications designed to create awareness are especially important for new products and brands in order to stimulate trial purchases. As an organization expands globally, creating awareness must be a critical goal of marketing communications. 1.2. Build Positive Images When products or brands have distinct images in the minds of customers, the customers better understand the value that is being offered. A major way marketers create positive and distinct images is through marketing communications. 1.3. Identify Prospects Identifying prospects is becoming an increasingly important goal of marketing communication because modern technology makes information gathering, much more practical, even in large consumer markets. Technology now enables marketers to stay very close to their customers. 1.4. Build Channel Relationships When producers use marketing communications to generate awareness, they are also helping the retailers who carry the product. Producers may also arrange with retailers to distribute coupons, set up special displays, or hold promotional events in their stores, all of which benefit retailers and wholesalers. Retailers support manufacturers when they feature brands in their ads to attract buyers. Cooperating in these marketing communication efforts can build stronger channel relationships. 1.5. Retain Customers ...
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...primarily from sale of retail * classified 3 ways- pg 371 * amount of service * product lines * relative prices * major types pg 377 * chain= 2+ outlets commonly owned and controlled * voluntary chain= wholesale sponsored engage in group buying * retailer cooperative= indépendant retailers set up central buying * franchise organization * merchandising conglomerate= combines diversified retailing lines under central ownership * major decisions retailers face * segmentation and targeting * store differentiation and positioning (part of retail strategy) * retail marketing mix * product * price * promotion * place * trends * shorter life cycle * wheel of retailing concept= start small and cheap and work your way up * non store retailing (online/phone) * retail convergence (everyone is selling same stuff at same price, more competition) * rise of mega retailers * rise in retail technology (RFID) * global expansion * retail as communities or hangouts * wholesaling * selling G+S for those who intent to resale * types? * merchant independently owned bush. takes tittle * broker does not take title of goods, brings buyers and sellers together * agent represents buyers or sellers on a permanent basis * manufactures’ sale whole selling...
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...Acknowledgements Brief Contents 1. Introduction to Sales and Distribution Management Introduction 1 Evolution of Sales Management 1 What is Sales Management? 2 Nature and Importance of Sales Management 2 Relationship Selling 3 Varying Sales Responsibilities/Sales Positions 4 Importance of Personal Selling and Sales Management 4 Role and Skills of Modern Sales Managers 4 Skills of a Sales Manager 6 Types of Sales Managers/Sales Management Positions 6 Top-level (Strategic) Sales Managers 6 Middle-level (Tactical) Sales Managers 7 First-line (Operational) Sales Managers 7 Staff Sales Management Positions 8 Sales as a Career 8 Rewards in Sales Career 8 Salesperson to Sales Manager 9 Changing Role of a Salesforce 9 Women in Sales 11 Sales Objectives, Strategies and Tactics 12 Sales Objectives 12 Sales Strategies and Tactics 12 ii vii ix xiii xv 1 xviii Contents Emerging Trends in Sales Management 13 Global Perspective 13 Revolution in Technology 14 Customer Relationship Management (CRM) 14 Salesforce Diversity 14 Team Selling Approach 14 Managing Multi-channels 15 Ethical and Social Issues 15 Sales Professionalism 15 E-Selling 16 Linking Sales and Distribution Management 16 Distribution Channels 18 Maximising Customer Service 18 Sales Operations Planning 19 Summary 20 Glossary of Key Terms 21 Conceptual Questions 22 Objective Type Questions 23 Application Questions 24 Reference Notes 24 Case 1.1: PI Foods Ltd.—Managing Sales and Distribution 2. Personal Selling: Preparation...
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...Marketing Strategy Marketing Analysis Customers Needs (Rational & Emotional), Problems, Benefits Decision Making Process (DMP) What makes Customer move from one stage to another? Selling Process matches Buying Process Decision Making Unit (DMU) Initiators, Gatekeepers, Influencers, Deciders, Controllers, Buyers, Users Company Goals, Core Competence, Resources, Organization, Weaknesses Revenue & Margin, Market Share & Growth, Cost of Learning New Skills Competitors What/Who will the consumers compare us to? What are the strengths/weaknesses of rival offerings? How will competitors react? Collaborators Who can help us? What can they do for us? Can they capture sufficient value? Are there conflicts? Context Trends: Economy, Industry, Culture, Technology Government Role & Regulations Creating Value Market Segmentation Geographic (nations, regions, cities) Demographic (age, family size, occupation, education, gender, income) Psychographic (lifestyle, personality, values) Behavioral (product knowledge, usage, loyalty, attitude, benefits) Target Market Selection Customer Attractiveness of Segment to the Company Size, Growth, Profitability Accessible, Identifiable, Actionable Addressable, Credible Sustainable Attractiveness of Company to Segment Interested in what we have to offer Product/Service match their needs/wants/goals Company Operation: Can deliver product/service reliably Marketing: Can carry out marketing plan credibly Competitors Not serving the segment adequately or not in...
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...[Type the company name] | Marketing channels | 81,105, 117, 93, 69 | | [Type the author name] | 9/21/2010 | Marketing channel: A set of interdependent organizations that help make a product or service available for use or consumption by the consumer or business user Channel level: A layers of intermediaries that the perform some work in bringing the product and its ownership closer to the final buyer. Channel conflict: Disagreement among marketing channel members. Vertical marketing system :A distribution channel structure in which producer wholsers , and retailers act as a unified system one channel members owns the others ,has contracts with them or has so much power that they all cooperate Future vertical marketing system divided in to two .They are 1.conventional marketing system 2.vertical marketing system Vertical marketing system: A vertical marketing system comprises of the producer, wholesaler and retailer acting as a unified system. One channel member, the channel captain owns the members and has so much power that they all cooperate. It arose as a result of strong channel member’s attempts to control channel behaviour. There are three types of VMS: CORPORATE, ADMINISTERED AND CONTRACTUAL. CORPORATE VMS: A corporate VMS combines successive stages of production and distribution under single ownership. For example Sears obtains over 50% of the goods it sells from companies that it partly or wholly owns. ADMINISTERED VMS: ...
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...Sanjay Nigam has been recently appointed as area sales manager in Videocon International Ltd. * Mr Nigam has to allocate quota among his five divisional managers. He has to decide equitable allocation of that quota. His incentives are also dependent on achievement of the allocated quota. * Mr. Sanjay was heading the refrigerator business for Videocon and then he was given the responsibly of managing the sales in the area covering different states in south India. * Videocon ltd. is the manufacturer of consumer electronic products like Colour TV, Refrigerators. Fired by a passion of innovation, Videocon has kept pace with changing phase of technology. With the development of Zero waste technology Videocon has curb cost of production. * Mr. Sanjay has to look after southern state of India and has been allocated with Rs.268.52 crore for his quota. * Allocation should be based on various factors like historical allocations, economic outlooks, Tax structure of the state, market potential, geographic size, purchasing power of customers. * Previously quota allocation has been done according to a policy document which consists: 1. Project current sales to the end of the year. 2. Preliminary allocation by simply adding the budgeted percentages increase to the year-end estimates for each division. 3. City-wise retail outlet analysis. 4. Gather more information at the macro level. DISTRIBUTION CHANNELS IN THE INDUSTRY The Refrigerator companies in...
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...contact management software in place to give its field sales force a way to record sales call appointments, and record notes from dealer interactions. The current software package was not solving its purpose as it had many issues in its operational and analytical component. Joe Quartararo ecommerce & branch distribution manager describes that they quickly outgrew the previous software package, which never worked all that well for them in the first place. Territory managers were finding other representatives data in their own database. This caused confusion and frustration among managers. Many times previously entered information into the database was not available when they went back to look for it. There were no improvements when STIHL upgraded to the more advanced version. So as a consequence many managers stopped using it all together. This resulted in complete ignorance of a CRM system. The reason the system became obsolete is because it’s analytical component which is focused on the intelligence mining of customer related data and capturing, storing, extracting, processing, mining and analyzing customer related data, was not very functional as STIHL found it difficult to connect the contact management software with a sales force analysis application that the company had developed to deliver sales data to the field. Territory managers were only able to download updated list of dealers just once per month. Moreover sales and dealers service databases did not connect, leaving...
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...retail location. Modern direct selling includes sales made through party plan, one-on-one demonstrations, and other personal contact arrangements as well as internet sales. A textbook definition is: "The direct personal presentation, demonstration, and sale of products and services to consumers, usually in their homes or at their jobs.” While direct sales proves to be quite effective for Cutco, the industry also has its negatives. Many times there is very little advertising and because the company is not well known, it may lack legitimacy. 2. How would you respectively characterize Cutco and Vector Marketing? CUTCO cutlery has always been historically marketed through direct selling. This is viewed as a distinct advantage by the company because it allows the quality and performance features of the product to be explained and demonstrated directly to potential customers. Direct selling sets the company apart from its major competitors. These sales are made through in-home presentations in which sales representatives validate and prove the superiority of CUTCO cutlery through demonstrations. 3. How is Cutco cutlery marketed? Vector Marketing Company & Sales Representatives In 1985, CUTCO acquired Vector Marketing Corporation to have greater control over its sales efforts. organized into six geographical regions of which are divided into Vector East and Vector West. Each of the six regions is headed by a regional sales manager, which in one region is an executive vice...
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