sales and marketing club st. petersburg. aims to improve sales performance through a better...
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Sales and Marketing Club St. Petersburg
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Aims
To improve sales performance through a better understanding of its relationship to strategy
Provide the opportunity to think about business and exchange ideas with colleagues
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SalesPerformance
Targeting
Innovation
Information
People
Management
Positioning
ClientNeeds
Promotional
Vision/Mission
Product/service
Processes
Business Strategy
Sales Performance
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Strategic Context
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How do we create value?
How do we make money?
Key Issues
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Stakeholders
Clients
Shareholders
Fellow Employees
External Partners
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We create value for all stakeholders by solving problems for them now & in the future
Creating Value
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Strategic Direction
Vision “A car for every purse and purpose”
Alfred P. Sloan GM
Mission“To improve the quality life by enabling peopleTo do more, feel better, live longer”
Glaxo Smith Kline
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Focus & Guidance
for everyone
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ADAPT Macro
PE
L
T S
E
INFLUENCE Operating C
ompetitive
position
Mar
kets
&
C
lient
s
Value networks
Offering, Capability&
Performance
CONTROL Internal
Current position&
Future developments
Business Environments Don’t forgetthe key players
PoliticalEconomicSocialTechnologicalLegislativeEnvironmental
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The Business Environment
Creates opportunities
Changes current clients needs
Those who count know, those who don’t know, don’t count
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Competing for the Future
To succeed we must see product and market
opportunities not seen by others
What forces are already at work that will change this industry?
Macro Operational Internal
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Case Study – Dell’s Dilemma
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Key Issues for Future Growth
Segmenting & targetingCustomer identity & value
Creating value for clients - differentiationBeating the competition
Positioning/BrandingEngaging the client
All based on effective information and analysis
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Segmentation and Targeting
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We exploit target markets to achieve our sales objectives
Key Questions
What are your target markets ?
Why are they attractive?
What strengths do you need to exploit them?
Target Markets/Clients
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Why Segment?
Identify sales opportunities(those able and willing to buy)
Define products and services
Allocate sales & marketing effort effectively.
Tailor the offering and sales approach to client needs
Focus
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What markets/segments are there?
All pc buyersSize160 million units pa, av. growth 15%
All pc buyers in the UKSize 6.0 m units pa
Growth 10%
All pc buyers For home use
Size 2.5 m. units paGrowth 12%
All pc buyersFor workplace useSize 3.5 units pa
Growth 7%
GamesSize 1.5m paGrowth 15%
Home workingSize1.0m paGrowth 7%
FinancialServices2.0m paGrowth
8%
Distribution1.5m pa
Growth 5%
Recruitment0.5m pa
Growth 4%
GlobalMarket
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Organisational size& sector
Customer base
Use of technology
Public/private sector
Geographic/location
Benefit sought
Price sensitivity
Why do they vary?
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Typical Segment Profiles
Large
Medium
Small
Shipping
Telecoms Distribution Manufacturing
IBM - Industry Solution Units based on major industrial sectors
Sector
Size
Recruitment Entertainment
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Health care administrators
Physicians
Cost conscious
Medical thought leaders
Each segment requires a distinctive marketing programme
Astra/Merck
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Typical Attractiveness Criteria Size Growth
Profitability
Stability Competition
Which ones do we target?
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Can we compete?
Typical Company Strengths Brand Service levels Price competitiveness
Product/service mix Ability to innovate
Quality
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MarketAttractiveness
High
Low
Company StrengthLow High
Exploit Invest
Ignore Harvest
Conclusions
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Product/Service 1
Product/ Service 2 Product/ Service 3
Product/Service 4
TargetMarket 1
TargetMarket 2
TargetMarket 3
TargetMarket 4
t/o10.0np 0.2
t/o 3.0np 0.3
t/o 8.0np 0.5
t/o 7.0np 0.8
t/o 2.0np 0.2
t/o 10.0np 0.2
t/o 11.0np 0.8
t/o 9.0np 1.0
t/o 17.0np 1.0
t/o 3.0np 0.3
t/o 10.0np 0.7
t/o 30.0np 2.0
What shall we sell to who?P
roduct contribution to target
Market contribution to target
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Client Value Creation
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Clients don’t buy products and services
they buy solutions
“In the factory we make cosmetics,in the store we sell hope”
Charles Revson
People don’t buy drills they buy holes
Creating Value for Clients
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Understand client’s value chain
Make it work better
Use partners if necessary
Creating Value for Clients
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Procurement
Stock
Supplier search
Work in progress
Finished goods
Sales
Order processing
Billing
Debtor management
Credit check
Finance & insurance
Operating Systems
Credit control service ID/factoring
Operatingsystems
Credit insurancePayment systems
For example
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Change client’s perception of valuee.g. solution quality, delivery, customer contact,
Boost level of value expected & put it beyond reach of competitors
Create barriers to entry for potential competitors
Competitive Advantage!!!!
Outcomes?
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What problems are you solving for them? What problems could you solve for them?
What benefits are you providing for them?
What benefits could you provide for them?
What will delight them?
Key Questions
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Client EngagementPositioning and Branding
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Objective
Create a position in the perception of target market buyer that is aligned with their needs but different & more highly valued than that of competitors.
How do you want to be perceived by the target buyers?
Client Engagement - Positioning
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Conservative Sporty
Upscale, Classy
Practical, Affordable
Positioning Map
Audi TT
VW Passat
Seat Leon
Skoda Octavia
Audi A8
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Virgin Mobile
Target Market Young people with active social lives
PositioningA lifestyle necessity, not a business tool
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Position
Advertising strategy
Product/service set
Channel
Employeebehaviour
Sales approach
Pricingstrategy
Making it Work
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A unique & enduring set of feelings associated with a particular product or service.
Brands are a critical corporate asset
Brands can be dropped, sold, built, acquired & stretched
Brands
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Increased client loyalty & profitability - Microsoft
Business focus – Ecomagination GE
Greater influence in the channel - Tesco
Easier access to new markets - McDonalds
Support for the sales force – IB
= Competitive Advantage
Branding Benefits
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A good product/service – it works A distinctive identity which adds value - BMW Challenges the status quo, setting trends - Amazon Best known in class - Intel Associations
Loyalty
Basis of Brand Strength (Equity)
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Personal Effectiveness
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Aim
To ask each of you to consider some of the elements that make it possible for you to continue to succeed as individuals & take some action based on your conclusions.
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Three Types of People
Type1. Are doing what they should be doing
Type 2. Are asking what they should be doing
Type 3. Have trained themselves not to ask
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External Elements
You BeliefsPerceptions Feelings Capability
Behaviour
Company
Family
Business environment
Friends
Colleagues
Your Position
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I can do what I believe I can do
I can find the evidence to support my beliefs one way or the other
Beliefs
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Winner tapes
I’m ok but I can be better
I made a mistake but I'll fix it
There must be a better way
Loser tapes
I’m not as bad as a lot of people
It’s not my fault it’sthe system
We’ve always done things this way
Perception
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Feeling ok makes it easier to:
Achieve results
Inspire those around you
Live life to the full
Challenge the status quo
Feeling bad makes you more likely to
Not achieve results
Depress thosearound you
Avoid life
Stay the same
Feelings
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Personal Capability
Skills
Knowledge
Experience
Personal Qualities
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Diagnosis
Where are you now?How did you get here?
Prognosis
Where are you going as things stand?
Personal Situation Appraisal
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Goals work!!!! FACT
People with goals get better results than people without goals
What do you want out of your life? Where do you want to go in your career?
State your personal and professional goals for five years from now
Objectives
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What do I believe will influence the future for me over the next five years?
Big picture? Local picture?
Personal circumstances & capability?
State the key influences on your future
The Influences
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Identify two things that may preventyou from succeeding and prepare a plan to overcome
these obstacles.
Identify two things that will help you to succeed and prepare a plan that will enable you to
take advantage of them
What must I do tomorrow?
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You get what you measure, so be careful what you measure
Monitor your personal outputs/performance
Measure your inputs
Learn the relationship between them for you
Control
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Maintain your sense of humour
Burn the past daily, live in this moment
Don't be guilty - either don't do it or enjoy it
Plan your future instead of worrying about it
Commit to high performance & its consequences
Remember
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The greatest qualities of all.........
Enthusiasm & Pride