Professional Documents
Culture Documents
Arriffin Mansor
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Working Capital
Total Assets
WACC
Cost Structure
Current Assets
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Fixed Assets
Revenues
Cost of Goods
Inventory
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Debtors
Creditors
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Current Assets
Total Assets
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Fixed Assets
WACC
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Revenues
Working Capital
Inventory
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Debtors
Creditors
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P O S I T I O N I N G
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CUSTOMER TARGETS
COMPETITOR TARGETS
What incentives will we provide to get them to buy from us rather than from competitors?
CORE STRATEGY
Invest / Grow
ACCOUNT ATTRACTIVENESS Size Growth Profitability Location Purchasing criteria and processes Current suppliers Status of customer (prestige)
Low
Maintain
BUSINESS STRENGTHS Product range Product efficacy Service quality Price Technical services Reputation/image Past experience Quality of sales staff Quality of relationships
KEY
Attractiveness: Accounts are very attractive since they offer high opportunity and sales organization has strong position.
Sales call strategy: Accounts should receive a high level of sales calls since they are the sales organizations most attractive accounts.
Account Opportunity
MAINTENANCE
Attractiveness: Accounts are somewhat attractive since sales organization has strong position, but future opportunity is limited. Sales call strategy: Accounts should receive a moderate level of sales calls to maintain the current strength of the sales organizations position. And, efforts should be made to replace field sales calls with telephone sales.
WHY BOTHER
Attractiveness: Accounts are very unattractive since they offer low opportunity and sales organization has weak position. Sales call strategy: Accounts should receive no field sales calls and a minimum of inside sales resources.
Low
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TARGET ACCOUNTS
(Your competitions Key Accounts)
ACCOUNT ATTRACTIVENESS
MAINTENANCE ACCOUNTS
40-45% of your account base 10-15% of your GP$ Receives 30-40% of your resources
Low
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Strong
Weak
Niche Marketing
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Matlamat Perniagaan
PTJ
Pusingan Aset
Gandaan Ekuiti
PTJ
PTA
PTE
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CORPORATE PERFORMANCE
ROA
ROS
ROE
EM
ATO
ASSETS EQUITY
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PEMASARAN
Rancangan Jualan
Strategi Pemasaran Rancangan Keuntungan
Rancangan Pemasaran
Matlamat Pemasaran
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2
3 4 5
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Modal kerja dan Modal Tetap Strategi Perniagaan Segmentasi ,Sasaran dan profile pelanggan Saiz dan nilai pasaran
Strategi 4 P Positioning atau perletakan Strategi Pemasaran melaui BSC perspektif Metrik Pemasaran Belanjawan Pemasaran
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STRATEGI PEMASARAN
Cash
CREDITORS
Working capital
Stock
debtors
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Kehendak Manusia
SELF ACTUALISATION EGO SOCIETY SECURITY BASIC
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Interaksi Pemasaran
Pelanggan
Organisasi
Produk
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Penetapan Harga
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PEMASARAN STRATEGIK
1. 2. 3. 4. 5. 6. Senario Ekonomi Malaysia Campuran Pemasaran Analisis Pemasaran (SWOT & Audit) Kajian Kes Penyediaan Pelan Pemasaran Strategik Pembentangan
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PEMASARAN STRATEGIK
Senario Ekonomi Malaysia Perniagaan ialah 1 unit drpd satu sistem ekonomi Perubahan dalam sistem yg besar beri kesan kpd unit-unit sekeliling Kepekaan kpd senario ekonomi semasa beri kemampuan untuk bertindak ikut rentak sealiran dgn ekonomi
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PEMASARAN STRATEGIK
Petunjuk-petunjuk utama ekonomi (key economic indicators): 1. KNK (GDP) 2. Indeks Komposit BSKL 3. Belanjawan Negara 4. Polisi Fiskal 5. Polisi Kewangan
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PEMASARAN STRATEGIK
Senario Ekonomi Malaysia 1. Kepentingan Usahawan 2. Dunia Tanpa Sempadan 3. K-Ekonomi 4. Islam 5. AFTA
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PEMASARAN STRATEGIK
Apa itu Pemasaran Strategik? Suatu usaha untuk mempertahankan keuntungan dan kelebihan kompetitif melalui satu Strategi Pemasaran yang komprehensif dan terkini 3 elemen pokok dlm Pemasaran Strategik ialah S.T.P (segmentation, targeting, & positioning)
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Product Life Cycle Impact: The Value Added Wall for HPBA Companies
Sales
Price
Product Profits
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Time
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Current Assets
Total Assets
Fixed Assets
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Return on Assets
x
Inventory Net Profit/ Total Assets Sales Asset Turnover
Total Assets
Fixed Assets
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Process (rather than event) driven Team player Customer advocate/Market feedback Integration of promotional mechanisms (e.g. DTC)
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Fill Rates
Returns On-time Shipment Product Mix
No non-stocks. $200.
Perspectives on the Sales Management Function Traditional View Do-er Responsible for Volume Short Run New View Manager of Scarce Resources Profit Planning Long Term and Short Term Customer Types and Segment Differences Systems for Market Analysis, Planning and Control Leader Developer of People
Individual Customers
Leads to
Changing Selling Environment
Better Understanding of Customers Needs Better Selectivity Better Selling Strategies Better Time & Territory Management
Resulting in
Harder to Get and Hold Customers and It Costs More!
Implications
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Customer Results
Company Results
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PURPOSE OF A BUSINESS
Purpose of a business is to create a customer. Profit is only a test of management decision making. Profit is required to maintain the customer. A business only has two primary functions, sales and innovation, everything else is just cost. INNOVATION MARKETING The world according to Peter Drucker
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THE LOGIC
Clarifying and Translating the Focus and Strategy Clarifying the focus Gaining consensus
Communicating and Linking Communicating and educating Setting goals Linking rewards to performance measures
Strategic Feedback and Learning Clarifying the Focus Articulating the focus and strategy Facilitating strategy review and learning
Planning and Target Setting Setting targets Aligning strategic initiatives Allocating resources Establishing milestones
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STRATEGY DEVELOPMENT
Extrinsic Value Customers (buying beyond product value)
INCREASE BENEFITS
REDUCE COST
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Course Overview
Effective Personal Selling Strategic Issues Tactical Issues Industrial Settings
informed buyers discipline of repeat purchase often genuine differentiation is possible
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PEMASARAN STRATEGIK
Petunjuk-petunjuk utama ekonomi (key economic indicators): 1. KNK (GDP) 2. Indeks Komposit BSKL 3. Belanjawan Negara 4. Polisi Fiskal 5. Polisi Kewangan
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Pyramid Metrics
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Personal Selling
Everybody lives by selling something.
Robert Louis Stevenson
Careers in Sales
High demand but not a career for everybody, but, good experience early in any career Negative perceptions $$$
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1. 2. 3. 4. 5. 6. 7.
Prospecting Customer Profile Approaching Presenting/Demonstration Handling Objections and Questions Closing Follow-up
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Personal Selling
Sales force activities
Cultivating new clients Communication Selling Servicing Information gathering Allocating scarce resources
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Personal Selling
Objectives
Units or $ sold Market share by territory Target profit per sale Maximize sales per $ cost Maximize number of sales calls per period
but these mostly conflict?
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Personal Selling
Salary versus Commission
controlincentive securityfairness simplicityflexibility
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Personal Selling
4 Es
1. 2. 3. 4. Energy for long hours Enthusiasm for job, product Empathy for customer Ego, victory, desire to win
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Cost-Volume-Profit Graph
Revenue Total Revenue
Profit Y Loss
Total Cost
X
X = Break-even point in units Y = Break-even point in revenue
Unit sold
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Profit-Volume Graph
Profit I = (P - V)X - F
Slope = P - V
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Example 3
The Rapid Meal has two restaurants that are open 24 hours per day. Fixed costs for the two restaurants together total $450,000 per year. Service varies from a cup of coffee to full meals. The average sales check for each customer is $8.00. The average cost of food and other variable costs for each customer is $3.20. The income tax rate is 30%. Target net income is $105,000.
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Example 3 Contd
Compute the total dollar sales needed to obtain the target net income.
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Multiple-Product Example
Assume the following: Regular
Units sold Sales price per unit Sales Less: Variable expenses Contribution margin Less: Fixed expenses Net income 400 $ 500 $200,000 120,000 $ 80,000
Deluxe
200 $750 $150,000 60,000 $ 90,000
Total
600 ---$350,000 180,000 $170,000 130,000 $ 40,000 =======
Percent
------100.0% 51.4 48.6%
1. What is the break even point? 2. How much sales revenue of each product must be generated to earn a before tax profit $50,000?
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Gandaan Ekuiti
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PTA
PTE
PTJ
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Variable costs
Fixed costs
Profit
Price
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Harga Pengilang
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Harga Jual
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Overhead Kilang
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OVERHEAD JUALAN
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Total Capital
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Financial Leverage:
Assets Liabilities
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Harga Kilang
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Harga Produk
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Value Chain
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Internal Process
Leadership Development
Knowledge Management
Investments
Human Capital
IT Infrastructure
86
Current Assets
Total Assets
Fixed Assets
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Perspektif BSC
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Perspektif BSC
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Perspektif BSC
Kewangan
Pelanggan
Proses Dalaman
Pekerja dan Kemahiran
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Strategi Pemasaran
Perspektif KPIs
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Matlamat Pemasaran
PTJ
untung Jualan
PTA
GE
Produk
isi
Intangible Jaminan Bungkusan
94
Kualiti Produk
keselamatan
economy
95
STRATEGI PEMASARAN
PULANGAN TERHADAP JUALAN
PUSINGAN ASET
GANDAAN EKUITI
Rancangan Pemasaran
97
PEMASARAN
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Marketing Plan
Marketing Objectives Increase Market Share Product New Product Place Penang Price Reduce Price of product A Promotion Have web based promotion
Add benefits
Direct selling
Higher margin
networking
Better brochures
Reducing Price by 3%
CRM
Increase Price
Matlamat Kewangan
Kepuasan Pelanggan
Proses Dalaman
Masa penyampaian Kos menurun
100
Rancangan Pemasaran
Analisis kos, volum dan untung. Belian atau harga kilang Tunai + penghutang + stok Kos Penghantaran Overhead Pemasaran
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7 Langkah menjual
Pengurusan Jualan
Perletakan Produk
Ramalan
Jualan Bualanan
Modal Kerja
Kos Penghantaran
Overhead Pemasaran
Belanjawan Pemasaran
Metrik Pemasaran
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COMPTENCY DEVELOPMENT
Role Identified competencies Assessment result Areas of improvement Action plan
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Musical stairs
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Bottom Line
A business can no longer rely on the uniqueness of their products to retain customers or grow new sales revenue.
Customers will align their business with strategic suppliers who understand their business and bring a unique offering which adds value by impacting their bottom line through increased sales revenue or reduced costs
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Yes
Aware of own performance Yes Uncontrollable negative factors No Yes Yes No How can the salesperson be sensitized?
Lack of ability
No Yes Lack of want-to
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How to train?
How to motivate?
Data Analysis
Information Sources
Observation
Interview
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Possible Situations...
Causes of the problem are fixable Fix the problem (ROTI)
Causes of the problem are fixable, but not work fixing Causes of the problem are not fixable
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2. How am I doing? The Feedback Process Metrics Performance Appraisals Field coaching Meetings Compensation
The Adjustment Process Corrective actions Continuous Improvement KIPs, PIPs New planning for the future
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This individual has talents but has kept them well hidden.
Combs his hair to one side and appears rustic. A quiet, reticent, neat appearing individual industrious, tenacious, diffident, careful, and neat. I do not wish to have this person as a member of my staff at any time. "His leadership is outstanding except for his lack of ability to get along with his subordinates. He hasnt any mental traits.
Gives the appearance of being fat due to the tight clothes he wears.
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G.M. = C.O.S. =
Less discounting. Selling higher margin products. Selling more product lines to each customer (cross-selling). Being more selective and discriminating in qualifying potential buyers. Better use of selling time (deployment).
SUMMARY
Sales Efficiency
Defined Getting in front of customer at minimum cost Working harder: time management incentives call reports territory design penetration call rates cost / call
Sales Effectiveness
Using skills and abilities to maximize sales potential Working smarter: coaching skills training account strategies success rates repeat business sustainable margins
Measures
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MOVING TO ACTION
Efficiency: Can be driven top down Effectiveness: Acting differently Hard to drive top down Salespeople and managers do it
Measured by Cost Technology allows firms to manage inventory they cannot see and sometimes do not own Disintermediation Creating wholesaler value
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Velocity
Level
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What do you offer? What do you offer that no one else has? What do you offer of value? Does it really fill my need? Is it real world? Will it work? Will it work in our environment? How will it impact our people? How could it impact our success? Will senior management buy in? Will my people use it? How will we produce as a result of the purchase? How will we profit as a result of the purchase? Do I trust the people Im buying from both as people and for their ability to deliver what they promise? How will it come together? How do we buy it? Do I have the comfort to sign off now?
100%
1. Now rank the answers from the highest annual dollar usage to the lowest: 1 Annual Usage (dollars) 2 % of Total 3 Cumulative % 4 Classification
Item
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