SALES & PURCHASING MANAGEMENT
1. What are the skills required by a sales force manager? Please draw a table and list the skills required under each heading and write a commentary below for each position explaining how the skills are relevant for his role.


2. Pls discuss the types of generic strategies and their effects on the sales programs. Pls illustrate your answer with a table and proper examples of how these generic strategies are applied to a sales program.

Sales Force Management Case Study
Prepare a 1, 400-1,750-word case study analysis of Imaginative Staffing, Inc. located below. Based on this analysis, explain the different aspects of sa...les force management. Be sure to address the following in your paper:
? Summarize the case.
? Formulate answers to questions 1, 2, and 3 at the conclusion of the text.
? Analyze the key elements and processes of selecting and recruiting a sales force for the organization described in the case.
? Select an appropriate training modality for both initial and recurrent training for the organization described in the case.
? Describe the different methods that can be used to motivate the sales personnel of the organization described in the case.


Imaginative Staffing

?I'm not sure what's going on around me right now, but it seems as if somebody is trying to tell me something.? Angie Roberts, CEO of Imaginative Staffing, Inc., of New York City, was expressing her thoughts to her assistant, Nicole Gamin. Roberts didn't wait for an answer but continued, ?I met some marketing professor at a party the other night, and he seemed to think he was holding a class about what's new in selling. He kept babbling something about team selling. I wasn't sure what he was talking about at first. Maybe he had some professional ball team he wanted to sell to someone with more dollars than sense. But then I caught the drift that he was talking about a way to make sales presentations.

?Then last night I read an article in one of the trade journals about team selling. To top it off, my daughter informed me that she was forming a team with some of her Girl Scout friends to sell their cookies this year. Is there some kind of message for us in all this?? Roberts asked Gamin.

Gamin smiled and answered innocuously, ?Maybe so!? She had a long list of daily agenda items to go over with her boss and really didn't want to get involved with a discussion about the merits of team selling. ?Now let's go over what must be done today.?

?You're putting me off because you don't like me to mess up your plans for the day. Well, it won't work. I want to know more about team selling, so put it on the agenda somewhere for today,? Roberts insisted.

?All right, you're having lunch with your executive committee. Let's put it on the agenda for that meeting.? Gamin evidently had said the right thing because her boss immediately got down to the business at hand, planning the day. Mondays were always busy. Not only did all departments start each Monday with a short meeting to plan the week, but the head of each department met with the CEO for lunch, during which companywide matters were discussed. Roberts felt strongly that these Monday lunches were important. They allowed her not only to learn what was going on in the company but also to foster communications between her and the other managers in the organization.

Imaginative Staffing, Inc., was a temporaryservices firm in New York City. Formed in 1990, it had grown to $17 million in revenues. Besides herself and her assistant, Nicole Gamin, the company had a chief financial officer, a sales director, four sales reps, an operations manager, 10 account managers, five administrative assistants, and a receptionist.

One reason Roberts had perceived the teamselling messages was that for some time she had been frustrated by the length of time it took to close a sale with a good prospect. On average, it took about six months of hard work to make a sale to a major customer. One of the sales reps would make the contact and do all of the selling, sometimes with the help of the sales director if the situation seemed to warrant it.

Large and small corporations made extensive use of temporary help for one or more of several reasons: (1) to fill in for workers who, for some reason, were unable to work; (2) to handle overload conditions; or (3) to take care of seasonal peak workloads. In the current legal environment, many organizations were reluctant to hire permanent employees until there was a clear-cut, longrun need for them. Such factors as benefit packages, insurance, unemployment claims, and termination difficulties made management think seriously about hiring people as employees.

The lunch meeting proceeded smoothly as the group ate and disposed of the agenda items in order. When the last item, team selling, came up, members of the group looked at each other with puzzlement. What was it about? Only Susan Borland, the sales director, knew what team selling was. She was not eager to take the lead in the discussion, preferring instead to sit back to find out what was on Roberts's mind. She did not have long to wait.

The CEO began, ?You may wonder why I have put this item on the agenda, so I'll not keep you wondering. For some time I have not been satisfied with our selling effort. It seems to take too much time to gain the confidence of prospective accounts to the extent that they feel comfortable with us. We are relatively new in this market. They don't know us. I've heard and read about team selling as a system that might be of use to us. I want to know exactly what it is and if it is something we should be using.?

?It's interesting that you bring this up today because I just had a breakfast meeting with a sales team for Colony Cablevision,? Susan Borland said. She continued, ?As you know, I'm on the board of directors of my homeowners' association. We have more than 1,000 homes in our planned development, most of whose owners individually subscribe to a cable television system at an average cost of about $45 a month. Now we have been approached by Colony to enter into a bulk billing deal in which all the homeowners will be billed by the association at an attractive price, less than $20 a month for the package. Well, they flew in one of the top managers from their home office to join with the local manager, the local technical engineer, the local marketing manager, and the person who would be our account manager. Each of them made a presentation, and I must say it was effective. I think the board bought it. Anyway, at the time I wondered if this was something we should be doing.?

The meeting was interrupted by the receptionist informing several of the managers that their 1:30 appointments were waiting. As they stood up to leave, Roberts asked Borland to prepare a plan for developing and training a sales team for the group to consider at some meeting in the near future.

Susan Borland had been with the company from its beginning. In the early days she did whatever needed to be done, but as the firm grew and was able to hire people to do specific jobs, she devoted more and more of her time to sales. At first she was the firm's only salesperson, but as the company grew she was able to hire more sales reps and she spent increasingly more time in the office, yet she still helped the sales reps whenever they needed it. She was interested in her assignment and intended to get on it that afternoon with the help of her assistant, Judy Morgan.

After briefing Morgan about the team-selling assignment, Borland told her to go to the library and research the subject. ?Find out everything you can about it and who is using it.?

That evening, Borland was talking about the day with a friend and the conversation drifted into team selling. The friend, a sales rep for a leading software company, was familiar with the concept since his firm used it to sell to important accounts. He advised, ?Don't put too many people on the team, or things can get confusing to the prospect. On one of our first team sales calls, we had seven people in there pitching. It was a disaster. The prospect was overwhelmed with information, much of which was useless. Our people weren't trained. We had some of the programming people in there, and you can imagine their selling skills. They just wouldn't talk about what the prospect wanted to hear; they just talked in their lingo.?

Susan Borland listened. She had already decided who should be on the sales team, but now she realized that some of these people would require training.
Questions
1. Should Imaginative Staffing, Inc., adopt a team-selling system for selling to important accounts?
2. If so, who should be on the team?
3. What training would be needed by the team? To what extent should the team's presentation be planned?  more

Assignment 2: Sales Force Compensation

For companies that have a mission of selling, a major objective is to motivate the salespeople. While that are many factors that go into motivat...ing these people, one of the primary factors is the compensation plan that describes how they will be rewarded. Research a large organization?s sales force and its compensation plan.Write a five to seven (5-7) page paper in which you:
1.In order to motivate the sales force to produce the highest number of clients, describe six (6) features of an effective total rewards program.
2.Describe the behaviors of the sales force that are targeted with the compensation plan.
3.Assess how a value proposition is achieved for current and future employees in the plan you have outlined.
4.Based upon the type of plan you have created, indicate how attracted you think future salespeople may be to this plan.
5.Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.
Your assignment must follow these formatting requirements:
?Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA format.

The specific course learning outcomes associated with this assignment are:
?Define total rewards and describe the advantages of a total rewards approach.
?Analyze an organization?s strategy, workforce, operating environment, and key stakeholders to identify critical factors in designing a total rewards strategy.  more

I need a paper on 3 technologies. They are:
1)Database Marketing (including data warehousing and data mining)

2)Sale Force Automation

3)Virtual Reality

For each, it must contain the following:
1) clearly identify what technology is all about including technical details of how it works or what is requires for it to work

2) explain the value the technology has to marketers

3) discuss the advantages and disadvantages to using the technology versus other methods

4) provide at least 5 different examples for each technology of real world applications

5) suggest what the trends are for each technology

5 page paper, 6 internet and/or periodical articles, footnotes, bibleography, double spaced, on the topic sales management: motivating the sales force. college/undergraduate level.
best regards

The qualitative sales forecasting methods include educated guess, executive committee consensus, Delphi method, and survey of sales forces, survey of customers, historical analogy, and market research. Clearly, different sales forecasting methods are better suited for some businesses than others. What sorts of businesses would each of these qualitative sales forecasting methods be used in and why?

Prepare a 1,050-1,400-word case study analysis of Case G.W. Pergault, Inc. (The case is located below) Based on this analysis, explain how technology can enhance an organization?s selling functions ...and customer relationship management (CRM) techniques. Be sure to address the following:

Summarize the case.

Formulate answers to questions 1 and 2 at the conclusion of the case.

Describe the importance of customer relationship management (CRM) to sales management.

Identify different types of technology that the organization in your case study could use to enhance their selling functions and CRM techniques.






C AS E 1 ? 1 G. W. PERGAULT, INC.
Salespeople Feeling Threatened by the
Company Website
Ken Sutton, sales manager for G. W. Pergault, directly oversees 15 salespeople who serve clients in and around Milwaukee, Wisconsin. He is currently in a tough spot. The new president of the company, Celia Fiorni, has a vision for e-commerce that Sutton?s salespeople strongly oppose. Sutton feels caught in the middle?between his boss and his subordinates. Fiorni had become president of G. W. Pergault just six months ago. Her previous job was CEO/president of a very successful?but relatively small?technology firm that sold computer hardware
to consumers. Fiorni is an enthusiastic, charismatic leader who has brought a fresh outside
perspective to G. W. Pergault. Given her background in the computer industry, Celia Fiorni is, not surprisingly, a fervent believer in new technology. Her first task was to spend over $20 million updating G. W. Pergault?s website. With this accomplished, her next goal is to move a much larger percentage of the reps? sales to the company website. Further, she feels that company?s
salespeople should take the lead role in encouraging and training their customers to order
products through the website.
G. W. Pergault is an established $4.2 billion supplier of maintenance, repair, and operations
(MRO) products. The company sells pipe fittings lightbulbs, ladders, and literally hundreds of thousands of other MRO products to business customers throughout North America. Established in 1952, G. W. Pergault traditionally has sold these products through its extensive mail-order catalog, which has grown to over 4,000 pages. In 1997, the catalog was put online. Although they have increased each year since, online sales are still dwarfed by catalog sales. The business customers that buy the company?s products vary greatly in size. Most are relatively small accounts that purchase supplies directly through either the paper catalog or the website without ever seeing or talking to a G. W. Pergault salesperson. Even though these smaller businesses represent about 80 percent of the customers, the aggregate sales generated from them is
still only about 20 percent of G. W. Pergault?s total sales. Alternatively, the remaining 20 percent of the customers tend to be much larger accounts. The sales generated from these bigger customers represent about 80 percent of G. W. Pergault?s total sales. These are the customers that are regularly called upon and serviced by G. W. Pergault?s sales force. These sales reps personally process the vast majority of orders from their customers. Celia Fiorni, however, believes that it is highly inefficient for these customers to order all their products through salespeople. First, it is needlessly time-consuming and keeps salespeople from their more important creative-selling activities. Second, it is costly. She feels that G. W. Pergault could save hundreds of thousands of dollars by insisting that existing customers reorder their supplies
through the website. The savings, she says, will stem primarily from eliminating steps in the
ordering process.
Currently, the ordering process starts as the G. W. Pergault sales rep personally meets with a
purchasing agent from the customer firm. The sales rep writes up the order by hand as the purchasing agent makes his requests. After the meeting, the rep submits the order to G. W.
Pergault?usually by fax. A member of G. W. Pergault?s data-entry clerical staff receives the form,
and enters the information into the system for delivery. The order is packaged and shipped, usually within three business days from when it was made. The new company website, of course, provides an interface that allows customers to complete their own order, which then is directly
entered into the system as soon as the customer clicks on the Submit button. This allows for quick order processing, saving at least one day in delivery time. In addition, it significantly reduces the chance of order-entry error by either the salesperson or the data-entry clerk. As Fiorni says, ?It?s a no-brainer. By ordering through the website, customers will not only get their supplies sooner, they can be much more assured that they will get exactly what they asked for.?


Spiro−Stanton−Rich:
Management of a Sales
Force, 11th Edition
I. Introduction to Sales
Force Management
1. The Field of Sales Force
Management
? The McGraw−Hill
Companies, 2004
30 PART 1 Introduction to Sales Force Management
Ken Sutton could see the logic in his new president?s thinking. A recent customer satisfaction
survey revealed that mistakes are made in about 1 out of every 20 orders that come in through salespeople. He feels that this error rate is much too high. Further, he believes that his sales reps are not even close to reaching the full potential for his market in and around Milwaukee. ?The reps spend too much time taking orders, and not enough time explaining to customers how our other products can meet their needs,? he says. At the same time, his reps have expressed
strong opposition to the plan. In fact, his top rep for the past two years had just called him yesterday. In a somewhat angry tone, the rep told him what he thought of the new president: ?Fiorni doesn?t understand that selling is about building personal relationships, and you can?t have a relationship with a website. Customers buy from G. W. Pergault not just because they like our products but also because they like me. I?m sorry, but I refuse to tell my best customers, ?I?m too busy to take your order. Go surf the Internet.? ? Other reps have told Sutton that customers
who had tried the new website did not like it. Some of the complaints were that it was too glitzy with too many distracting graphics. ?We don?t care about the bells and whistles; we just want to buy supplies in a convenient and quick way,? said one purchasing agent. ?It?s so much easier to just meet with our rep and tell her what we want. Frankly, the website is too complicated and confusing.? Sutton thinks that customers might be less confused if their sales reps would do a better job of showing them how to use the website. After all, G. W. Pergault offers more than 500,000 different products, which can be overwhelming to sort through. Sutton believes that some of his reps may have trouble finding specific products on the website. He also acknowledges that G. W. Pergault has not made much of an effort to train its own sales
force on the ins and outs of ordering online through the company website. There are two other key issues that help explain why the sales force is so strongly opposed to the president?s new vision. Ken Sutton believes these are the most critical reasons for the objections. First, over half of the typical salesperson?s compensation is earned through commission. When customers buy through the website, reps don?t earn any commission. Why would a sales rep convince a customer to do something that reduces the rep?s pay? Second, many of the reps feel that the website is a threat to their future with the company?even though Fiorni is on record saying that she does not want to eliminate the sales force. In a recent company address, she said, ?G. W. Pergault needs more?not fewer?people selling. We simply need a shift of focus toward selling new products to our best customers. We also need sales to focus on opening new accounts.? Nevertheless, some reps feel that this initiative is the first step to a pink slip. Next week, Fiorni is scheduled to come to Milwaukee and talk to Sutton and his reps. She understands that her plan has not been well received by sales. G.W. Pergault reps from all around the country feel the same way that Sutton?s reps do. In fact, Fiorni will be visiting various sales groups from
around the country to try to get a better idea of why there is such resistance. Sutton believes his new boss is a reasonable person, and he is looking forward to her visit.
Through telephone conversations, he gets the sense that she will listen to his advice on the matter?but he is not sure exactly where he stands. All he knows is that Fiorni?s e-commerce goal will not be achieved without salesperson buy-in, and that the salespeople are not buying the plan in its current form.

Questions:
1. What advice should sales manager Ken Sutton give to his company president, Celia Fiorni, in
order to improve her e-commerce plan and make it successful?

2. What should Ken Sutton do to make his salespeople more accepting of the new initiative?  more

Submit the Annotated Bibliography for the term project outlined below. The Bibliography should take the form of an alphabetically-organized list of accurately cited sources, with an additional descri...ption of that source, in the form of three to five sentences. The description should include the type of source (journal article, book, internet resources), the basic content and/or themes present, and its relevance to your research topic.


Term Project description:
The importance of personal selling and sales management may be viewed from the perspective of our total economy, organizations, or sales personnel. To manage a sales force effectively in the coming decades, sales executives must establish expertise in the area of Sales Force Diversity.

Prepare a 9-10 page research paper in which you explore and discuss in detail the challenges to Sales Force Diversity in the 21st century.

Be sure to demonstrate a firm understanding of sales management including the personal selling process, sales force organizations and operations, strategic planning, and sales analysis.

The paper must present your findings in a professional manner. It will include a title page, table of contents, an abstract, and an annotated bibliography. In addition to these, the contents of the paper should be 8-10 pages in length. It must properly cite sources using APA format.  more

Background on Winsome?s Sales Structure:

The home sales force is actually managed (and contracted) through Winsome's sister company. This sister company purchases products from various... manufacturers, brands them, educates the sales representatives, and markets the products to the home sales event customer. Winsome's sales department is responsible for setting prices, generating sales forecasts, monitoring sales activities, helping the sister company incorporate new products, and identifying new sales opportunities. In some cases, Winsome?s sales department has attended the sister company?s quarterly branch manager sales events and presented information on new products. The marketing materials are jointly created by Winsome and the sister company.

For the sister company to begin its branding and sales force education activities, it needs to have the product specifications, photographs of the product, pricing structures, and marketing materials.

You have a follow-up meeting with the managers of the sales and marketing departments next week. At that time, you will review a detailed write-up of the scope that describes what is included, as well as what is excluded.

In preparation for the meeting, create a 2?3 page description of the project?s scope only as it relates to the sales and marketing activities.
Describe the deliverables the team will produce, what type of information it will contain, and the level of detail expected.
Identify the exclusions to the scope.
Define any assumptions you are making about the rest of the project's scope that impacts your decisions around the sales and marketing scope.
Include an additional page to identify key points you will share in your conversation with the managers, identify their possible objections, and detail your response to those objections. Emphasize the assumptions you are making, what you expect the sales department to do, and any follow-up that still needs to be done around the scope.
Compile your scope statement with deliverables, exclusions, and assumptions, along with your key points page for submission.  more

Because of your grasp of what needs to be done and your leadership skills, you have been chosen as project manager for this project. Your first order of business as the project manager is the developm...ent of the scope statement. Your boss has asked to see the sales deliverables. You have met with the sales manager and have a general sense of what support the sales team will require for the new product.

Background on Winsome?s Sales Structure:
The home sales force is actually managed (and contracted) through Winsome's sister company. This sister company purchases products from various manufacturers, brands them, educates the sales representatives, and markets the products to the home sales event customer. Winsome's sales department is responsible for setting prices, generating sales forecasts, monitoring sales activities, helping the sister company incorporate new products, and identifying new sales opportunities. In some cases, Winsome?s sales department has attended the sister company?s quarterly branch manager sales events and presented information on new products. The marketing materials are jointly created by Winsome and the sister company.

For the sister company to begin its branding and sales force education activities, it needs to have the product specifications, photographs of the product, pricing structures, and marketing materials.

You have a follow-up meeting with the managers of the sales and marketing departments next week. At that time, you will review a detailed write-up of the scope that describes what is included, as well as what is excluded.

In preparation for the meeting, create a 2?3 page description of the project?s scope only as it relates to the sales and marketing activities.
Describe the deliverables the team will produce, what type of information it will contain, and the level of detail expected.
Identify the exclusions to the scope.
Define any assumptions you are making about the rest of the project's scope that impacts your decisions around the sales and marketing scope.
Include an additional page to identify key points you will share in your conversation with the managers, identify their possible objections, and detail your response to those objections. Emphasize the assumptions you are making, what you expect the sales department to do, and any follow-up that still needs to be done around the scope.
Compile your scope statement with deliverables, exclusions, and assumptions, along with your key points page for submission. Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials.  more

This is for a M.B.A.- level, Marketing Management Course.

The assignment calls for a minimum of 1 page (300 word) answers to each of the following four questions. (Note I am purchasing an ext...ra page (5) in case you have go over the 1 page requirement by a few sentences to wrap things up in any of the questions.
Here are the 4 question (requiring a minimum 1 page [300 word] answer each):

______
Question 1:
Do you believe that prices should reflect the value that consumers are willing to pay or should prices primarily reflect the cost involved in making a product or service. Defend your answer.

Question 2:
Should channel images be consistent with brand images? Why or why not?
(Channels are discussed in chapter 15 &16 of the textbook, Marketing Management referenced below).

Question 3:
Is TV advertising still the most powerful advertising medium or has it faded in importance?

Question 4:
Is the key to developing an effective sales force selection or training? Explain your choice.
_________________

For each question please cite 2 separate credible online resources (not wikipedia, ehow, etc...) .

The flowing textbook can be used as a reference also: Marketing Management by Philip Kotler and Kevin Lane Keller, 14th Edition, ISBN: 0-13-600998-0, Prentice Hall, Inc.

I will send the user/password info for this book shortly in the "talk to writer" section.

These sources should play only a minor role in the paper. If u use a direct quote please make sure to add commentary to it, to ensure it flows within the context of the paper. The sources must have a direct online link.

Thank you Ziva.

Customer is requesting that (Ziva) completes this order.  more

DIRECTIONS: Go to mycampus.phoenix.edu Login:Larkin1,PASSWORD:billsfan Go to open rEsource week one for the reading required...


2. Impact of Technology on Sales Case Study
Prepare a case study analysis of Case 1-1, G.W. Pergault, Inc., located at the end of Chapter One in the Management of a Sales Force text. Based on this analysis, explain how technology can enhance an organizations selling functions and customer relationship management (CRM) techniques. Be sure to address the following in your paper:
a. Summarize the case.
b. Formulate answers to questions 1 and 2 at the conclusion of the case.
c. Describe the importance of customer relationship management (CRM) to sales management.
d. Identify different types of technology that the organization in your case study could use to enhance their selling functions and CRM techniques.

Paper on Sampling Procedures
Coastal Star Sales Corporation is a West Coast wholesales that market to several manufacturers of leisure products. Coastal Star has 80-person sales force that... sells to wholesales in a six-states area divided into two sales regions The table below gives the names from a sample of 11 salesperson, some descriptive information about each salesperson, and the sales performance of each for the past 2 years.
Sales
Region Salesperson Age Years of experience Previous Years Current Years
Northern Jackson 40 7 $ 412,744 $ 411,007
Northern Gentry 60 12 1,491,024 1,726,630
Northern La Forge 26 2 301,421 700,112
Northern Miller 39 1 401,241 471,001
Northern Mowen 64 5 448,160 449,261
Southern Young 51 2 518,897 519,412
Southern Fisk 34 1 846,222 713,333
Southern Kincaid 62 10 1,527,124 2,009,041
Southern Krieger 42 3 921,174 1,030,000
Southern Manzer 64 5 463,399 422,798
Southern Weiner 27 2 548,011 422,001

2- Calculate the median, the mode and range for each variable in question 1.
3-Organize the data on current year sales in question 1 into a frequency distribution with the following classes:
a) Under $500,000
b) $500,001 to $999,999
c) $1,000,000 and over
3- Organize the data on years of selling experience in question 1 into a frequency distribution consisting of two classes: less than 5 years and 5 or more years
4- In a survey of 500, 60 percent responded positively to an attitude question. Calculate a confidence interval at 95 percent to get an interval estimate for a proposition.
5-In a nationwide survey, a researcher expects that 30 percent of the population will agree with an attitude statement. She wishes to have less than 2 percent error and to be 95 percent confident. What sample size is needed?
6- City Opera, a local opera company wishes to take a sample of its subscribers to learn the average number of years people have been subscribing. The director of research expects the average to be 12 years and believes the standard deviation will be about 2 years (approximately one-sixth of the range). She wishes to be 95 percent confident of her estimate. What is the appropriate sample size?
7- A researcher expects the population proportion of Cubs fans in Chicago to be 80 percent. The researcher wishes to have an error less than 5 percent and to be 95 percent confident of an estimate to be made of a mail survey. What sample size is required?
8-An automobile dealership plans to conduct a survey to determine what proportion of a new-car buyers continue to have their cars service at the dealership after the warranty period ends. It estimates that 30 percent of customers do so. It wants the result of its survey to be accurate within 5 percent and it wants to be 95 percent confident of the results. What sample size is necessary?  more

MicroEar
Business Challenges
A fledgling provider of custom, in-the-ear hearing instruments:
- had to adopt a wholesale approach due to lack of funding,
- had to develop a strong sales... organization that would help it grow profitably.
Solutions
MicroEar created a successful sales force by establishing sales management processes that the company continues to use today.
Results
Company has grown to $28 million in annual revenue.
Sales management systems drive profitability, generating gross margins
of 32-45%.
Sales representatives increased contacts with decision-makers from 5 to
20 per day.
New product introductions are exceptionally successful due to
established sales management systems.
Background
When funding sources dried up a year and a half after James Lawther founded MicroEar, he was forced to alter his business to a wholesale organization. Instead of serving patients who would come to Micro-Tech outlets, Micro-Tech would have to call on audiologists, hospital clinics and private clinics to proactively sell its products.
All of sales management systems ??" commission structure, recognition, reporting, collaborative quota setting ??" were designed to create a high- performance sales organization in which our sales representatives aligned their personal targets with corporate objectives.
Not all sales people make good managers, James Lawther says, but our adherence to a prescribed set of activities reminded me of the science of sales.
Creating a Culture of Accountability
Sales representatives developed monthly and quarterly business sales plans that documented account strategies and tactics to achieve quotas and forecasted results of implementation. This account planning was the foundation for personal accountability and company growth.
Sales Management Systems that Drive Growth
In addition to creating a culture of accountability, the sales director developed a new business-development process. They also refined the companys recruiting system.
Louder than Ever
MicroEar continues to use the systems developed more than 10 years ago. In fact, according to James Lawther, other companies have tried to mimic our systems, a testimonial to our industry leadership.
A stickler for systems, he adds, Re-engineering taught me that there are departments that a business like ours should focus on. Its imperative that each of the functions develop and work within systems.
MicroEar has adopted disciplined sales management processes and continues to appreciate training new sales people, troubleshooting with sales representatives, and coaching her with new product launches.

Answer these 2 questions

Case guide:

- What processes has MicroEar put in place in terms of sales?
- How do they maintain their success with respect to sales?  more

Requested Writer: Oriented

Assignment 2: Sales Force Compensation
Due Week 4 and worth 150 points

For companies that have a mission of selling, a major objective is to mot...ivate the salespeople. While that are many factors that go into motivating these people, one of the primary factors is the compensation plan that describes how they will be rewarded. Research a large organization?s sales force and its compensation plan.Write a five to seven (4-7) page paper in which you:
1.In order to motivate the sales force to produce the highest number of clients, describe six (6) features of an effective total rewards program.
2.Describe the behaviors of the sales force that are targeted with the compensation plan.
3.Assess how a value proposition is achieved for current and future employees in the plan you have outlined.
4.Based upon the type of plan you have created, indicate how attracted you think future salespeople may be to this plan.
5.Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.
Your assignment must follow these formatting requirements:
?Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
?Include a cover page containing the title of the assignment, the student?s name, the professor?s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
The specific course learning outcomes associated with this assignment are:
?Define total rewards and describe the advantages of a total rewards approach.
?Analyze an organization?s strategy, workforce, operating environment, and key stakeholders to identify critical factors in designing a total rewards strategy.
?Use technology and information resources to research issues in total rewards.
?Write clearly and concisely about total rewards using proper writing mechanics.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

Click here to view the grading rubric for this assignment...  more

Answer the following 19 questions in detail. Please separate each question with the corresponding answer.

Question#1
What are the advantages of qualitative measurements when doing market...ing research? What are the disadvantages? Be sure to answer both questions.
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Question#2
What are the benefits to a company of a well-executed BRANDING strategy? What are the benefits to a consumer?

Question#3
Marketers recognize that the marketing of services is different than the marketing of a product because of the different characteristics that distinguish them from physical products. How do marketers communicate the value of services to consumers? How do they make these intangible services appear tangible to the consumer? What are some marketing strategies that might be employed with services to ensure positive results? In your answer, provide an example of a service to which your strategies would be utilized.

Question#4
Your company is about to introduce a new product that will increase the fuel mileage on ANY gasoline-powered car by 25%. This is a genuine product that REALLY works and has received endorsements left and right as a tool to help America become less dependent on foreign oil. Utilizing the micropulverization capabilities of electronic frequency distribution, the GasEnhance device will take an automobile that gets 28 mpg and allow it to get 25% more mileage; that is, 35mpg. It REALLY works! Your cost to manufacture this product is $115.00 and installation (which is easy) requires about one hour, or about $60 for labor. What Kotler pricing strategy will you use, knowing that your competition has a similar product that will likely use a slightly different technology and that will be out in 120 days? Rumor has it that their product will provide 35% more mileage.


Question#5
Edward Adams is the new sales manager for Wolfe Corporation. He has just come aboard to head up a sales force of seventy sales professionals, all of whom possess at least a Bachelors degree, many of whom have Masters Degrees. Mr. Adams' sales reps sell highly complex instrumentation systems that are used to analyze a variety of different materials in laboratory environments. The instruments, sixteen in total, are used to analyze gases, liquids, and blood. Each product is very technical and customers expect their Wolfe sales rep to be very knowledgeable about the technical applications and analysis requirements of their laboratories. Each sales professional covers an assigned territory, which usually comprises one to two states depending upon the geographic area and amount of industry. The sales team has been divided into twelve teams around the country, with each team having its own sales manager and five to nine sales reps, all of whom call on a variety of customers. Sales teams operate out of the same office, located in a major metropolitan area (e.g., Boston, Dallas, San Francisco, Atlanta, etc). Sales rep turnover has been about 15% annually the past few years, and Mr. Adams sees it as imperative that he do something about this. Annual sales have been averaging a 3-5% increase each year over the past five years, but the corporate president wants more. Your competition has been averaging 6-8% sales growth increases in revenue each year.Analyze the sales force structure. What is the current sales force strategy that is being used? What might be the limitations of the current sales force structure? What changes, if any, would you suggest that Mr. Adams consider making to the sales force structure to effect increased sales?

Question#6
Designing a marketing channel system requires analyzing customer needs, establishing channel objectives, and identifying and evaluating major channel alternatives. It is important to understand what the customer expects channels of distribution or channel members will provide them. Consumers desire certain key service outputs: lot size, waiting and delivery time, spatial convenience, product variety, and service backup. How does each of these affect the design of the marketing channel? |

Question#7
Describe the supply chain strategy using demand chain planning. By looking at the company as the center of a value network, how will this approach enable the company to be more financially efficient?
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Question#8
With the memory of the many companies showing poor judgment and poor ethics, such as B&P, Toyota, Enron, WorldCom, Arthur Andersen, and others fresh in your mind, you have been asked to advise your company's CEO on to how to minimize the risk of a similar event occurring at your company. Specifically, what recommendations would you make to your CEO that would minimize unethical business and marketing practices by your employees, such as those alleged to have occurred at these and other companies? |

Question#9
You are the media planner for an advertising agency, responsible for the placement of your client's ads in various media. Your client's product is a "smart" robotic lawnmower (Robo-mower) that one can easily "program" to cut a home lawn. Robo-mower will only cut grass within its programmed area and it will avoid flower beds, rocks, sidewalks, etc., while you sit in the hammock, enjoying the summer! An emergency "cut-off" switch brings it to a full stop in one-quarter of a second. Select four (4) advertising media that you would consider for an ad placement and indicate THREE (3) advantages and THREE (3) disadvantages of those that you select for advertising the Robo-mower. Failure to provide all of the requested information will result in a loss of points.

Question#10
Our colleague has been tasked to do market research for your company. Management is complaining that sales have not been where the company would like them to be (the sales are about8% behind the projected goal). Senior management wants your colleague to find out why. At a team meeting, your colleague shares that he has defined the problem, a critical "first step" towards doing market research. Specifically, he announces the Definition of the Problem as "Sales are down. "Comment on the Definition of the Problem, as shared by your colleague. Do you agree or disagree with his Definition of the Problem? How would you restate the Definition of the Problem?

Question#11
As the marketing manager for the manufacturer of a new line of computer jump drives, what strategy would you use to get your channel members to promote your product? What is the difference between a Push marketing strategy and a Pull marketing strategy? Explain how you might use each of these strategies.

Question#12
An increasing number of companies are basing their prices on the customer's perceived value of the product or service. Explain the concept of perceived value pricing and what is the "key" to pricing in this manner? How might the marketer determine the price that the consumer might pay in exchange for that value that they receive?

Question#13

Atlantic Wholesale Distributors is located in Wilmington, Delaware, and represents twenty-seven different companies that make electronic stereo equipment components (e.g., DVD players, audio speakers, amplifiers, graphic equalizers, etc).
Given the independent retail customers to which Atlantic sells, you would like to discuss with them the possibilities of their representing your company, Meyerkord Cable Company (you make cable that connects loudspeakers with the stereo equipment, DVD players, etc).
What would be at least six (6) channel functions or services that you would look to Atlantic to provide Meyerkord Cable Company and/or Atlantic's independent retailers that would provide value?

Question#14

Edward Smeets is the new sales manager for Grunwald Instrumentation. He has just come aboard to head up a sales force of seventy sales professionals, all of whom possess at least a B.S. in a scientific field. Many have Master's Degrees.
Smeet's sales reps sell highly complex instrumentation systems that are used to analyze a variety of different materials in a variety of laboratory environments. The instruments, sixteen in total, are used to analyze gases, liquids, and blood. Each product is very technical and customers expect their Grunwald sales rep to be very knowledgeable about the technical applications of their product to their analysis requirements of their laboratories.
Each sales professional covers an assigned territory which usually comprises about one-half of a state. In some cases, the sales rep may cover two states, but 80% of the sales reps are within a two-hour drive of their home. The sales team has been divided into twelve teams around the country, with each team having its own sales manager and five to nine sales reps, all of whom call on a variety of customers. Sales teams operate out of the same office, located in a major metropolitan area (e.g., Boston, Dallas, San Francisco, Atlanta, etc).
Sales rep turnover has been 15% annually the past few years and Smeets sees it as imperative that he do something about this. Annual sales have been averaging a 3-5% increase each year over the past five years... but the corporate president wants more, complaining that your competition has been averaging 6-8% sales growth increases in revenue each year.
Analyze the sales force structure. What is the current sales force structure that is being used and what might be the limitation of the sales force structure that is currently employed? What changes, if any, would you suggest that Smeets consider to the sales force structure to effect increased sales?

Question#15

Your product, the iPhone, has had a good Introduction phase and is now in the Growth stage of the Product Life Cycle (PLC). You know that one product-related strategy that you can employ is to offer newer iPhone models or offer more features on current iPhone models.
As you prepare to do battle with other companies who area also in the market, what might be some other PRODUCT-related strategies that you might utilize to enhance your product offering that complements your introduction of newer models/features?
(NOTE: This question asks you to focus ONLY on the "product." Responses that focus on what you would do relative to the product's pricing, promotion, and channels of distribution are not what you are asked to provide. )

Question#16

The concept of a Marketing Audit is gaining acceptance within marketing circles, especially as a means to ensure that companies are seen as "above board" and "ethical" in their marketing practices. Were you tasked with creating a Marketing Audit, what would be some things that you would want to consider to ensure that your Marketing Audit was well-structured and was "all inconclusive?"

Question#17

Michael Porter proposed a tool, the value chain, for identifying ways to create more value. According to the value chain model, every company is a combination of activities that are performed to design, produce, market, deliver, and support their products. Identify the types of activities that would create value within the organization. How can an organization use this tool? What makes this an effective approach?

Question#18
Discuss the importance of a company being seen by its public as "being ethical" in its marketing practices. What can a company do to ensure its marketers are practicing ethical marketing?

Question#19
What is integrated marketing communications? To whom is it targeted? Why is it key to a company's success in the 21st century? (Use your own words.)  more

Make sure you use section headings for each of the following Questions/Issues: Write in a succinct, organized, and professional way. DO NOT USE ESSAY FORMAT.

For the organization you are au...diting, how is PROMOTION determined?
In describing the PROMOTION by your company, consider as many of the following issues on which you can find information:

Personal Selling

a. Describe the SALES FORCE for the organization you are auditing.

What types of people? How many? Is it large enough?

b. What is the ORGANIZATION of the sales force (by territory, market, product?

Is the sales force organized along the best lines of specialization (territory, market, product)?

c. What is the MORALE, EFFECTIVENESS, and ABILITY of the sales force?

How are morale, effectiveness, and ability achieved? What do you recommend to improve performance in these areas?

d. What is the TRAINING the sales force receives?

Is the sales force sufficiently trained? What do you recommend?

e. What are the INCENTIVES that the sales force can earn?

Does the sales force have enough incentives? What do you recommend?

f. What are the procedures used to EVALUATE PERFORMANCE?

Are the procedures adequate for evaluating performance? What do you recommend?

Skim this reading in Marketing Teacher to learn about Personal Selling

Advertising

g. What are the ADVERTISING OBJECTIVES of the organization you are auditing?

Does the organization you are auditing clearly state its advertising objectives?

h. Are the advertising MESSAGES EFFECTIVE?

Does its ad vertising get its messages across? If so how? If not, how can it?

i. Are its advertising THEMES, GRAPHICS, and COPY EFFECTIVE?

If so, why? If not, what do you recommend?

j. What advertising MEDIA are used?

Are the chosen media adequate? If so, why? If not, what do you recommend?

Skim this reading in Marketing Teacher to learn about Advertising

Public Relations (which includes publicity)

k. What is the organization's PUBLIC RELATIONS PROGRAM?

How effective is it? If effective, why is it effective? If ineffective, why is it ineffective and what do your recommend?

Skim this readings in Marketing Teacher to learn about Public Relations

Sales Promotion

l. What SALES PROMOTIONS are use used by the organization?

Does the organization you are auditing use sales promotions and, if so, are they working? If it is not using sales promotion, why not? What do you recommend?

Skim this reading in Marketing Teacher to learn about Sales Promotion

Would DEMAND be higher or lower if the amount of promotion is raised or lowered?
How is your company affected by the POLITICAL/LEGAL environment?
A link to Carter, S. (1997) Chapter 11: Promotion Decisions. Global Agricultural Marketing Management. Food and Agriculture Organization of the United Nations, Viale delle Terme di Caracalla, 00100 Rome, Italy.
is provided so that you can learn about promotion decisions.

Some of the above information may not be available. If the information is unavailable, make a note that you could not find the missing information and that a more complete audit will need to include that information. The missing information that should be included in a more complete audit will be included in your list of recommendations that you'll make at the end of your audit report. If you believe an issue addressed above does not apply to your organization (for example, there are no competitors) do not leave that issue un-addressed. State that ' The issue is not addressed because, ' then state why it is not addressed.



Assignment Expectations:

Use information from the modular background as well as any good quality resource you can find. Please, cite all sources at the end of your paper.

The following will be specifically assessed:

1. Your ability to clearly communicate your understanding of the concepts (i.e., the different tactical promotional activities, etc.)

2. Your ability to link the concepts above and discuss them with respect to your chosen organization.

3. In-text references to modular background readings (APA formatting not required)



Assignment Submission Requirements

Length: 2 pages, double spaced.


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Case Study A-4 Appendix A: The Johnson Drug Company: Implementing a Sales Strategy Change

This case is designed to demonstrate the relationship between marketing strategy and the behavior of ...the sales force that must support that strategy. As a company responds to market changes, it must make corresponding changes in sales areas that include training, compensation, supervision, and control.

In this case, managements decision to shift to systems selling creates a need to implement a new channel of distribution strategy. Even though management is committed to systems selling, customers are not buying through the system.

In the context of systems selling, the sales person becomes a business consultant rather than an order taker. Management has upgraded its expectation of the salespeople without providing them the necessary skills and motivation to meet these expectations.

Read the case carefully and address the following issues in your analysis. In addition to responding to the issues posted, you are to provide some analysis based on each factor mentioned.

1.What should the salespersons role and objectives be under the new concept?
2.Are existing sales personnel capable of implementing the systems selling concept? Explain.
3.What changes in supervision and compensation are added to better motivate salespeople under the new concept?
4.Should a training program be developed to assist salespeople in learning how to fulfill their new responsibilities?
5.To what extent should the sales managers role and responsibilities be revised to correspond to the new selling strategy?
6.What changes should be made in the company's salesperson recruiting procedure?


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Job Analysis and Selection

? Conduct a job analysis.
? Outline a workforce planning system.
? Create a selection process for staffing.

Course Assignments

1. Readin...gs

? Read Ch. 5?7 of Managing Human Resources.

? Read the Human Resource Management Activities of Global Corporations section through the Geocentrism: Seeking the Best Person for the Job Regardless of Nationality section in Ch. 16 of Managing Human Resources.

? Read this week?s Electronic Reserve Readings.

2. Individual Assignment: Career Development Plan Part I?Job Analysis and Selection

InterClean has just merged with EnviroTech and, as a result, has taken on a new strategic direction. The company will no longer sell only cleaning products, but will also provide full-service cleaning solutions for organizations in the health care industry. As a midlevel sales manager, select new members for your sales team and create a development plan to help your team succeed with the company?s new strategy.

? Review the InterClean?EnviroTech Merger Scenario on the student website.

? Read the Week Two?Student Road Map on the student website for specific information you must include in the assignment and read the Employee Profiles on the student website for information on your potential employees.

? Write a 1,050- to 1,400- word report that includes the following information:

o Explain your job analysis information.
o Describe your workforce planning system.
o Identify your selection method, including its advantages and disadvantages.
o Identify the five to seven employees you chose to represent your team and explain why they were chosen. Include their knowledge, skills, abilities, and what role you think they will play with your new team.

Note. APA format is not required for this assignment; however, you must include an APA formatted title page and references page with 3 APA formatted matching citations and references.
.

Weekly Reminders
Summary of Week 2 Deliverables

In the $8 billion dollar institutional and industrial cleaning and sanitation industry, success is no longer about which products best cut through the grime or kill the most germs. As the industry evolves, clients are more and more interested in not just products, but solutions and services that will streamline their cleaning efforts in the wake of more stringent requirements for environmental safety.

Health care clients, for example, are continually faced with new regulations governing the maintenance of their sterile environment. Cleaning companies can offer greater value to these clients by providing turn-key solutions that include product training for employees, regular monitoring and info-sharing of new relevant regulations and, in some cases, full cleaning service contracts. Retail customers have shown interest in similar operational solutions.

For InterClean, Inc., a major player on the sanitation scene, future profitability hinges on fulfilling this emerging need. Currently, the sales force excels at demonstrating and selling product, but under the newly proposed solutions/service model, reps will be grouped into multi-functional teams prepared to support InterClean?s high-quality products with high-quality service. They?ll be instructed in development of full-range service packages tailored to individual accounts. They?ll be trained to engage directly with facilities managers, health care professionals, and operational executives in their customers' organizations. And this will all happen in 90 to 180 days, when a marketing blitz announces the launch of InterClean?s new service focus.


THE PLAYERS

David Spencer, President and CEO: At age 47, David inherited InterClean from his father, who was responsible for the company?s early corporate accomplishments. A successful businessman himself, David is driven to make InterClean an industry leader. He is ambitious, competitive and willing to take risks in order to grow the business and expand into new markets.

Janet Durham, Vice President of Human Resources: Janet began as a sales representative with InterClean 15 years ago, when she was 40 years old. Though she?s worked her way up to her current position, she still has strong ties to many sales force members. She is pragmatic and very interested in using technology to automate the HR function.

Tom Jennings, Vice President of Marketing: David Spencer recruited Jennings to lead this new department just a year ago, when Jennings was 62. Tom?s expertise lies in strategic systems planning and he?d like to move InterClean rapidly into strategic dominance in its industry. Tom views the current corporate restructuring as a obstacle to his goal, but a necessary evil that requires his short-term attention. It?s his desire to move quickly, so that he can continue his plans for global expansion.

Sam Waters, Chief of Compliance: Sam has been with InterClean for two years, and holds a law degree.

Carol Stanley, Internal Consultant: David has asked Carol to conduct a skills inventory in preparation for InterClean's launch of solutions-based selling. Tom Jennings recommended Carol for the assignment, and Carol will report to Janet Durham.

Sally Lindley, CEO of EnviroTech, Inc.: Forty-nine-year-old Sally is interested in developing some joint ventures with other firms in the cleaning industry in order to optimally leverage her future power. Politically active, she is well-connected to key state and national elected officials in Florida.

Eric Borden, Ving Hsu, and Terry Garcia, Senior Sales Specialists at EnviroTech, Inc.: Veteran employees with a combined 30 years at EnviroTech, Borden, Hsu and Garcia anticipate playing key roles in EnviroTech after it?s acquired by InterClean. In fact, they expect to be named the sales and marketing leadership team for the new company.


Communication Emails

January 31, 2005
URGENT!
MEMO TO: All InterClean Employees
FROM: David Spencer
RE: Strategic Direction

As you are aware (because we?ve been discussing it forever!) our industry has been evolving in response to changes governing environmental safety. While this has created more work for our clients, it has simultaneously created new opportunities for us. For quite a while, I?ve felt strongly that the key to expanding our company -- both domestically and worldwide -- lay with the development of full-service solutions packages. If we are among the first to introduce all-inclusive service, the potential for growth and strategic advantage is huge. That said, I?m pleased to announce that in the next three to six months, InterClean will begin a media blitz to publicly announce this new strategy.

Clearly, this is a golden opportunity for anybody at InterClean who wants to help create and fill new and exciting positions of responsibility, and I?m asking for everybody?s support as we move in this exciting direction. Our goal is to provide a full spectrum of cleaning services and solutions that will become our major avenue for sales. As we align our organizational structure around this vision, we will be reviewing our current staffing -- particularly in sales and marketing -- to determine if we have the skills in place that will enable us an effective transition. We?ll need to determine the current strengths of our sales team, areas of needed development, and future staffing requirements.

Obviously, though we have a talented sales team, its operation will have to adapt to fit our new direction. Solutions-based selling will require our sales force to be more knowledgeable about emerging issues in sanitation, environmental regulation of cleaning and cleaning systems, and OSHA standards. Instead of merely knowing how a product works, they will need to understand the legal, environmental, safety, ethical and regulatory issues that affect sanitation and cleaning in varied industries and settings. They?ll need to develop customized packages of cleaning solutions and systems -- not just a patchwork of tools and services -- which include products and processes that meet our clients? needs. Finally, since our clients themselves may need staff education and training, our sales force must become conversant in the language of each client's industry as it relates to cleaning and sanitation.

I know this represents a significant challenge for our sales force as we learn to effectively grow and serve new markets. But I must reiterate what an excellent opportunity this is for all of us to gain valuable skills that will serve us individually and collectively over the next several years. To meet this challenge, our sales staff will undergo intensive training in the next few months. It may be grueling at times, but I am confident that the increased technical skill and expertise will pay off for everyone.

Our HR department will lead the staffing review effort. It?s possible that discoveries made in the review process could necessitate internal organizational changes to help ensure a more seamless transition. It is important that our departmental teams are structured in a manner consistent with our new direction.

Later this week, I will call a meeting of the Executive Team to review each department?s plans for this change. These will be exciting times, and, with your cooperation and teamwork, we all can benefit tremendously from the opportunities ahead.


FEBRUARY 1, 2005
MEMO TO: HR Staff
FROM: Janet Durham
RE: New Strategic Direction and Implications for HR

I trust you?ve all read David?s memo regarding InterClean?s move to solutions-based selling, and I?m sure the subtle references to HR?s role in this process didn?t get by you. It?ll be up to us to screen new sales hires for the appropriate background and skill sets that will ease this transition. The existing sales staff will no doubt be watching us very closely; I?m sure more than a few of them feel threatened by this change, and it will be a challenge for all of us to play this diplomatically. Until we know what staffing changes are necessary, I?d ask that you not discuss any of our plans. Deal with panic as it occurs, but be discreet as you do -- don?t add fuel to the fire.

I?d like you all to start thinking about training strategy as well. If our training and development budget is tight -- and I expect it will be based on previous experience -- then our new hires must need minimal orientation. We?ll probably need to focus more of the budget on training managers to implement these changes. And of course, we should take a look at our HR policies and see if any of them could be updated to more strongly align with this new direction.

I?m depending on all of you to maintain your usual efficiency and discretion as we make this change.

Thanks.

FEBRUARY 3, 2005
E-MAIL
FROM: Tom Jennings, VP of Marketing
TO: David Spencer, CEO

Dave,

I overheard two sales reps talking about the changes and I didn?t like what I heard. Sounded like pre-bunker mentality: Us against them. I don?t have to tell you this isn?t good. Everybody knows there will be some terminations, but we need to find a way to control this kind of talk.

Tom

FEBRUARY 7, 2005
DAVID SPENCER?S NOTES FROM EXECUTIVE MEETING

(1) Employee morale is currently low and management is concerned about employees will perceive the staffing audit and follow-up.
(2).The executives are determined to proceed in transforming InterClean's workforce in whatever way necessary to achieve the CEO's ambitious long range goals.
(3) There is some unstated mistrust of Janet Durham, who is seen by other executives as a defender of the status quo and loyal to long-time employees.
(4) To meet staffing plan expectations, we must:
1. Inventory the skills of the current sales force, and identify skills and competency levels needed for the new sales direction. Determine which gaps need to be filled with new hires.
2. Establish optimal size and composition of the sales force.
3. Project estimated training and development costs.
4. Develop a staffing audit process, and identify phases of execution.


From: Carol Stanley, Consultant
TO: Janet Durham, VP for HR

Janet,

I really think our audit process will improve if we can tell each department (particularly sales) that no one will be harmed or let go by this transition. I?d recommend recruiting key sales team leaders to help us get that message out so that we can maintain better morale.

Carol


FROM: Janet Durham, VP of HR
TO: Executive Team

There are lots of rumors floating around that huge cuts -- particularly in sales -- are coming down the pike. We need to calm things down until Carol and I can finish our staffing plans. I know that impending change makes these kinds of waves; please know that HR is doing what it can to be reassuring but it isn?t easy.


FEBRUARY 21, 2005

MEMO TO: Dave Spencer
FROM: Sam Waters

Dave,

I know that you?ve got a lot on your plate preparing for this upcoming media announcement, but have you given any thought to compliance-related services specifically? I think they?re going to be critical to the success of our clients? programs. If you agree, it probably makes sense to modify our organizational structure so that the Compliance Department reports directly to you. And if we?re going to serve the compliance needs of our clients, it would also make sense to beef up my staff to help me out with that.

I'd be happy to discuss this at your convenience, but I?d prefer to do it sooner rather than later. I?d like our sales teams to be able to take advantage of what we provide as soon as possible.

FEBRUARY 22, 2005

MEMO TO: All InterClean employees
FROM: David Spencer
SUBJECT: Acquisition

I am delighted to announce that InterClean, Inc. has officially acquired EnviroTech, one of our major domestic competitors in the corporate market. With this acquisition, InterClean has taken a giant step in achieving domestic market dominance in the sanitation industry. More than that, the service expertise that comes with EnviroTech dovetails perfectly with our new strategic direction. With that expertise and InterClean?s resources, we fully expect to reach our sales goals for the next year, which should increase profitability by 40 percent. This is exciting news, indeed.

Over the next four months, we will be working to merge about 60 EnviroTech sales staff and operations specialists into the InterClean structure. This will roughly coincide with the launching of our major media blitz to announce our new service focus.

I hope you?ll join me in welcoming the EnviroTech staff into the InterClean family. I expect all management personnel to begin integration efforts immediately.


MARCH 8, 2005

MEMORANDUM***
TO: Tom Jennings, Janet Durham
FROM: Sam Waters
SUBJECT: Compliance Issues

My staff and I have been working on identifying a broad set of compliance issues, knowledge of which will be essential in a solutions-based selling market. For 10 of the major markets InterClean serves or would like to serve, we looked at the environmental regulations and local sanitation standards and found numerous technical specifics that will be critical for our sales folks to know.

My staff is preparing a manual that will be helpful, and should be ready in another week. We are committed to making our company's expansion successful and we anticipate that compliance will be a major issue to address with each customer group. I?d like the go-ahead to start work on a training plan to educate sales staff on compliance matters.


MARCH 10, 2005

TO: Eric Borden and Ving Hsu
FROM: Terry Garcia
SUBJECT: Acquisition Implications

I just had a conversation with Sally about our new sales strategy, and she confirmed that after a short transition at InterClean, we should be prepared to take lead roles in sales and marketing.
It?s my understanding that InterClean will be looking to us for guidance in the customer- and service-based system we pioneered here at EnviroTech.

I think this is our big break; now that there will be additional funding and support of our work, we really have a chance to advance in this company. There are so many things I want to talk to you guys about (including the territory division we?ve discussed); can you do lunch on Thursday?


APRIL 11, 2005

E-MAIL
TO: JANET DURHAM
FROM: CAROL STANLEY
Skills Analysis Results

Janet,

Based on my personnel interviews with the InterClean sales team members, I?ve compiled some demographic data for you concerning proficiency levels in the skill areas we discussed (see Attachment A). And, per your request, I?ve created a similar analysis of EnviroTech?s sales force (see Attachment B). I think you?ll agree it?s pretty obvious that EnviroTech?s and InterClean?s sales skill sets are pretty divergent. I hope this provides you with the information you need. Let me know if there?s anything else you?d like me to pull out or compare.

Carol

APRIL 18, 2005

Water Cooler Conversation

InterClean Employee 1

It looks like we'll have to look for a new set of customers. I overheard Jim in Marketing Support say that if InterClean wants to sell sanitation services to hotels and convention centers, all the staff will have higher sales quotas each month and rumor has it there will be a lot of new hires. That sure doesn?t sound like the company has any plans to retrain us.

InterClean Employee 2

Have you seen the report summarizing our sales team efforts over the past year. I'm not sure why this is being circulated to the Executive Team except to remind them what a lousy year we had. I know I had a lot of leads fall through because of that new client tracking system the IT department wanted us to use. It was useless -- just caused me a lot of grief. I would hate to think we're going to be judged on it when everybody is talking about how there are going to be terminations.

InterClean Employee 3

I heard that Mary resigned yesterday. She and I worked on the same marketing team since 1999 and she's going back to school for her graduate degree. I don't think she wants to be in sales anymore. Maybe she's getting out at a good time.

InterClean Employee 1

Well good for her. I?ve decided to volunteer for the training that Janet mentioned might be coming. Although, I'm concerned about not being able to keep up my level of sales production while I'm learning about new services. I don?t know how they?re going to determine who stays and who goes, but I think getting on board this train is probably a step toward showing my value. They're going to bring in lots of new people and if I get this training and bust myself big time, maybe I'll be able to hang in for a few months. Here we go again, huh?  more

Hi...again...

This paper is from a enterprenuership class...

My company gonna make new software for web content monetization (target to B2B business not B2C )...

In this pap...er, you should write down the marketing plan for Web Media Contents Monetization software (B2B based)

You know this is about BUSINESS PLAN NOT JUST A RESEARCH PAPER...

Here is the question you should answer...Section A to I...

(Please try to answer every single thing if possible...)



Section V. The Marketing Plan

The Marketing Plan describes how your projected sales will actually be attained. How will you make sales actually happen? A great idea is meaningless if you cant find customers. Thus, this section builds on the earlier Market Section, where you defined your market and outlined your targeted segments and their buyer behavior. The marketing plan needs to provide detail on the overall marketing strategy that will exploit the opportunity and your competitive advantages. Include a discussion of sales and service policies, pricing, distribution, promotion and advertising strategies, and sales projections. The marketing plan needs to describe what is to be done, how it will be done, when it will be done, and who will do it.

A.Overall Marketing Strategy:

1.Describe the specific marketing philosophy of the company.

2.How will your business be positioned in the marketplace?

3.How will you differentiate your product/service from your competitors?

4.Include, a discussion of the kinds of customer groups that have already placed orders, have expressed an interest, or will be targeted for either initial intensive selling effort. Explain how you will try to position your products or services in the marketplace and in the minds of particular target audiences.

5.Make it clear how your marketing strategy reflects the characteristics of the primary market segments you will be targeting.

6.Indicate whether the products or services will initially be introduced internationally, nationally, regionally, or locally; explain why, and indicate any plans for extending sales at a later date.

7.What is your firms unique selling proposition---the central theme of all marketing communications?

8.From an overall standpoint, make it clear whether marketing efforts will center on personal selling, media advertising, or what (you will get into specific below).


B.Pricing

1.Discuss pricing strategy, including the prices to be charged for your product and service, and compare your pricing policy with those of your major competitors, including a brief discussion of payback (in months) to the customer.

Explain how the price you set will enable you (1) to get the product or service accepted, (2) to maintain an increase in your market share in the face of competition, and (3) to produce profits.

Justify your pricing strategy and differences between your prices and those for competitive or substitute products or services in terms of economic payback to the customer and value added through newness, quality, warranty, timing performance, service, cost savings, efficiency, and the like.

If your products is to be priced lower than those of the competition, explain how you will do this and maintain profitability (e.g., through greater value added vial effectiveness in manufacturing and distribution, lower labor costs, lower material costs, lower overhead, or other component of cost).

Discuss pricing structure, or how your prices will differ by aspect of the product or service, by customer group, and by time and form of payment (e.g., the discount structure).

Discuss the use of special price offers, rebates, coupons, and so forth. This can be done under price or under sales promotion.


C.The Selling Cycle

In the MARKET section you described the customers buying process. Now, map out a selling cycle or process that reflects that buying process. How do you plan to move a customer from never having heard of you to being a loyal user?

Make it vividly clear how your overall use of personal selling, advertising, and publicity will reflect a blend of tools that moves your target customer through their buying process.

D.Sales Tactics

Describe the methods (e.g., own sales force, sales representatives, ready-made manufacturers sales organizations, direct mail, or distributors) that will be used to make sales and distribute the product or service. Also include both the initial plans and longer-range plans for a sales force. Include a discussion of any special requirements (e.g., refrigeration).

Describe how distributors or sales representatives, if they are used, will be selected when they will start to representatives by month, and the expected sales to be made by each.

If a direct sales force is to be used, indicate how it will be structured and what rate ( a head count) it will be built up; indicate if it is to replace a dealer or representative organization and, if so, when and how. How will you recruit, train and compensate the sales force?

Show the sales expected per salesperson per year and what commission, incentive, and/or salary they are slated to receive, and compare these figures to the average for your industry.

Present a selling schedule and a sales budget that includes all marketing promotion and service costs.

Discuss any seasonal trends that underlie the cash conversion cycle in the industry and what can be done to promote sales out of season.


E.Advertising and Sales Promotions

Describe the media approaches the company will use to bring its product or service to the attention of prospective purchasers. How will you inform your target market about the availability of your products/service and continue to communicate the benefits you are offering to that market

If direct mail, magazine, newspaper, or other media, telemarketing, or catalog sales are to be used, indicate the specific channels or vehicles, costs (per1,000), and expected response rates and yield (as percentage) from the various media, and so on, used. Discuss how these will be built up.

For original equipment manufacturers and for manufacturers of industrial products, indicate the plans for trade show participation, trade magazine advertisements, direct mailings, the preparation of product sheets and promotional literature, and use of advertising agencies.

For consumer products, indicates what kind of advertising and promotional campaign is planned to provided to dealers, what trade shows, and so forth, are required.

Present a schedule and approximate costs of promotion and advertising (direct mail, telemarketing, catalogs, etc.), and discuss how these costs will be incurred. Determine the total marketing budget required.

Note any viral or buzz marketing efforts you plan to employ.


F.Publicity

What methods will you use to get free publicity for your business?

What sort of guerilla publicity tactics will you employ?

How might you create news?


G.Customer Service

How will customer service be defined and measured?

What system will you have in place to manage customer service and ensure service levels are consistent?


H.Warranty or Guarantee Policies

If your company will offer a product that will require service, warranties, or training, indicate the importance of these to the customers purchasing decisions and discuss your method of handling service problems.

Describe the type and terms of any warranties to be offered, whether company service people, agencies, dealers, and distributors will handle service, or simply return to the factory.

Indicate the proposed change for service cell and whether service will be a profitable or loss operation.

Compare your service, warranty, and customer training practices to those of principal competitors.


I.Distribution

Describe the methods of distribution you will employ. Why is this best/better?

Discuss the value chain and the resulting margins to be given to retailers, distributors, wholesalers, and salespeople and any special poicies regarding discounts, exclusive distribution rights, and so on, given to distributors or sales representatives and compare these to those given by your competition.

What distribution channel(s) will be important to your business? How will you gain access to these channels? Note any special issues that need to be resolved, or present potential vulnerabilities.

Explain any methods to be employed to obtain distributor cooperation and support.

If international sales are involved, note how these sales will be handled, including distribution, shipping, insurance, credit, and collections.

**I'm gonna send you additional files including the paper I already done (This gonna give you the big picture)

**Please use WEB RESOURCES not BOOK SOURCES if possible***

Thanks...

There are faxes for this order.  more

DIRECTIONS:Got to mycampus.phoenix.edu/LOGIN:Larkin1/PASSWORD:billsfan/Select open rEsource/Go to week five/Select the Simulation at the bottom of the page(This is your resource for the assignment)


Estimating Demand and Forecasting Sales and Sales Force Simulation Summary

Complete the simulation Estimating Demand and Forecasting Sales and Sales Force Size located on the page and write a summary answering the following questions:
a. The Jury of Executive Opinion technique of forecasting is extremely popular among managers in several leading companies. What are some reasons for this preference?
b. Is it a good idea to use various sales forecasting techniques in the context of a company entering a new market? Why or why not?
c. How would you forecast sales force size in a specialized industry, for example, aircraft?
d. How would you use market research to estimate sales potential?
Be sure to include verification that you completed the simulation in your summary.

Given the challenges faced by ABC Pharmaceuticals:

1. Identify 3 areas of training they should implement in order to make their shift to NetworkWeb more effective. Provide a rationale for wh...y you believe these areas of training are necessary

2. For each area of training identified, suggest a specific training objective that should be established

3. For each training objective suggested, recommend 2 employee training methods that will best help ABC Pharmaceuticals meet their objectives. Provide a rational for each training method you recommend.

(3 pages doubled spaced)

Training Scenario:
The Changing Needs of ABC Pharmaceuticals Workforce

ABC Pharmaceuticals is a successful global pharmaceutical company that yielded over $16.9 billion in revenue in their last fiscal year. Headquartered in New Jersey, they have administrative offices, plants and distribution centers in a variety of geographic regions including North America, Latin America, Western Europe, and Asia/Pacific.

Recently, ABC Pharmaceuticals COO Kirk Rodney decided to implement a new network system that would allow them to better distribute and share customer feedback. With this new network system, sales associates would be able to document customer feedback, log in to the companys network system, enter the companys online forum, post customer concerns/comments, review postings left from others sales people, and retrieve answers to common and unique customer inquiries. K. Rodney intends to implement a new platform that will be highly user friendly so that the sales force will embrace this new method of sharing knowledge.

Since a new program and new technology will be required for this network, new technical skills on the part of employees will also be necessary. K. Rodney has instructed the Human Resources department to recruit recent college graduates, since its understood that reputable programs currently train their students on NetworkWeb, the new program they will be implementing. Current employees have been made aware of the new shift in technology that will soon be occurring, and K. Rodney wants to make sure that employees receive effective training in an attempt to increase effectiveness, reduce production losses, and minimize employees resistance to change. Additionally, he has decided to give some of the older employees the option to accept retirement packages rather than following the company through this radical change process.

Rather than implementing NetworkWeb in all of the ABC Pharmaceuticals regions at once, K. Rodney has decided to implement it in the U.S.A and Canada first, then key individuals from these offices will relocate to the other regions and head efforts to implement NetworkWeb in the other locations.  more

Topic - Marketing Plan for DuMaurier Cigarette Brand - Imperial Tobacco Canada

Guidelines Please ensure that the paper addresses all the issues in each section

SITUATION ANALYSIS - (SECTION 1)

INTRODUCTION
MARKET SITUATION
MACROENVIRONMENT
*Demographics
*Economics
*Political-Legal
*Ecological
*Socio-Cultural
*Technological
*COMPETITIVE SITUATION
*DISTRIBUTION SITUATION

OPPORTUNITIES AND ISSUES ANALYSIS (SECTION 2)
*OPPORTUNITIES AND THREATS
*STRENGTHS AND WEAKNESSES
*ISSUES ANALYSIS

OBJECTIVES (SECTION 3)
*FINANCIAL
*MARKETING

MARKETING STRATEGY (SECTION 4)
*TARGET MARKET
*POSITIONING
*PRODUCT/SERVICE
*PRICING
*DISTRIBUTION OUTLETS

MARKETING COMMUNICATIONS
*Sales Force
*Sales Service
*Direct Marketing
*Sales Promotion
*Public Relations
*Advertising

MARKET RESEARCH (SECTION 5)

ACTION PROGRAM

FINANCIAL IMPACT

CONTROLS AND CONTINGENCY

APPENDIX

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There are faxes for this order.

Paper on Bivariate Analyses
1. Suppose Abraham Lincoln had answered a survey questionnaire in which he indicated that he had not received a grade school diploma. The researcher found that Lincoln...s education score did not correlate highly with the expected variables. What was wrong.
2. The management of a regional bus line thought its cost of gas might be correlated with its passenger/mile ratio. Comment on the data and correlation matrix below:
Avg Wholesale
cost of gas Passenger/Mile Ratio
56.5 8.37
59.4 8.93
63.0 9.15
65.6 9.79
89.0 11.20

Correlation Coefficients/probability> IRI
Under H0: RHO = 0/N = 5
year price mile
year 1.00000 .87016 .95127
.0000 .0551 .0128
price .87016 1.00000 .97309
.0551 .0000 .0053
Mile .95127 .97309 1.0000
.0128 .0053 .00000

3. A correlation matrix (correlation coefficients and probability level under the hypothesis rho = 0) for a companys sales force (age, years of service, and current sales) is given below. Comment
Age Years of service Current sales
Age 1.00000 .68185 .21652
.0000 .0208 .5225
Years of service .68185 1.00000 .64499
.0208 .0000 .0321
Current sales .21652 .64499 1.00000
.5225 .0321 .00000

4. Interpret the following
a) Y^ = a^ + ?^X; Y^ = 3.5 + .7X , where Y^ = likelihood of buying a new car and X = total family income
b) Y^= a^ + ?^X; Y^= 3.5 - .4x, where Y^ = the likelihood of buying tickets to a rock concert and X = age.
5. The ANOVA summary table below is the result of a regression of sales on year of sales. Is the relationship statistically significant at .05? Comment
Source of Variation Sum of squares df Mean Square F-Value
Explain by regression 605,370,750 1 3.12
Unexplained by regression 1,551,381,712 8 193,922,714
Total error 9

6. A metropolitan economist is attempting to predict the average total budget of retired couples in Phoenix based on average US urban retired couples total budget. An r2 of .7824 is obtained. Will the regression be a good predictive model?
7. A football teams season ticket sales, percentage of games won, and number of active alumni for the years 1992-2000 are given below:
Year Season Ticket Sales Percentage of Games Won Number of Active Alumni
1992 4,995 40 NA
1993 8,599 54 NA
1994 8,479 55 NA
1995 8,419 58 NA
1996 10,253 63 NA
1997 12,457 75 6,315
1998 13,285 36 6,860
1999 14,177 27 8,423
2000 15,730 63 9,000

a) Interpret the correlation between each set of variables .
b) Calculate : Regression sales = Percentage of games won.
c) Calculate: Regression sales = Number of active alumni.

8. A researcher has a series of Likert-scaled items and a measure of frequency of absenteeism. He uses each of the Likert-scaled items in a separate bivariate correlation with absenteeism without testing for the assumptions of linear relationships. Is this ethical?  more

Request Writer Assco5522
based on LA accounting company

Marketing Strategy Sections

14. Assess the INFORMATION NEEDS of target market(s). What information will your potential customers need, (e.g. address of premises)?

15. indicate whether any PERSONAL SELLING will be involved and if so what forms this will take. If not explain why not. If so:

16. What training should be received?
17. What incentives will the sales force earn?
18. How will you evaluate selling performance?
19. Set COMMUNICATION OBJECTIVES for your service. What do you want to achieve in what time frame in terms of your communicating to your potential customers?

20. Develop an effective COMMUNICATIONS STRATEGY.

21. What advertising media are to be used?
22. Develop an effective public relations program for your business.
23. Decide what sales promotions you are going to use.
24. Describe how you will measure ADVERTISING AND PROMOTIONS EFFECTIVENESS.

Make sure you use section headings for each of the sections. Use the CAPITALIZED BOLD words as main headings and the non-capitalized bold words as subheadings.

Write in a succinct, organized, and professional way. DO NOT USE ESSAY FORMAT