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Managing Business Marketing & Sales

Managing Business Marketing & Sales. Professor Waldemar A. Pfoertsch 弗沃德 Term 4/MBA 2006 Oct. 8 -28, 2007. Business Development. Forecasting markets Mutual Needs of Buyer and Seller Selling – The structure Own sales force Manufacture’s reps Distributors. Products. New. Existing.

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Managing Business Marketing & Sales

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  1. Managing Business Marketing & Sales Professor Waldemar A. Pfoertsch弗沃德 Term 4/MBA 2006 Oct. 8 -28, 2007

  2. Business Development • Forecasting markets • Mutual Needs of Buyer and Seller • Selling – The structure • Own sales force • Manufacture’s reps • Distributors

  3. Products New Existing New Business New Translation Markets Existing Core Churn Core Business Development Tracking Grid

  4. The Product LifeCycle Maturity Sales Revenue/ period Growth Decline Introduction Time

  5. The TALC and PLCSuperimposed PLC – Total Sales TALC - Sales from New Adopters/ period technology adoption life cycle (TALC) Time

  6. Business Development Bands over the Product LifeCycle Range of Major Sales-Driven Effort Revenue Time Range of Initial Business Development for Each Offering Range of Major Translation Effort

  7. How to sell? • The customer is King! • In Japan: The customer is Emperor! • In China: …?

  8. Identify your current sales system

  9. Existing Control Systems

  10. Existing Control Systems

  11. Select your right sales system

  12. How come … ?

  13. How to meet the customer? • Physical presence: sales people • Example: Schencker, Wurth, • Knowledge: Internet, data bases • Example: Granger • Emotions • Example: Singapore Airline’s Business Class • Connectivity • Example: Alibaba

  14. Challenges • Understand your customer’s desired experience • Leverage technology’s strength • Decide where service works correctly • Optimize performance across your system

  15. Interface with the “machines”

  16. Interface with the “machines” cont.

  17. To come? Or is it here already?

  18. Marketing and Sales?

  19. The Buying Funnel

  20. Marketing and Sales integrated!

  21. Nutricia Middle East: Measuring Sales Force Effectiveness • What were the international marketing steps of Nutricia and what were the outcomes? • How is the market structure and buying process in the Middle East? Elaborate on the differences in the various countries. • How did they determine the effectiveness of the sales team? • What is the process of determining of sales force Key Performance Indicators (KPIs)? • Evaluate the current approach and suggest further improvements.

  22. How did they determine the effectiveness of the sales team?

  23. What is the process of determining of sales force Key Performance Indicators (KPIs)?

  24. Sales Force Integration at FedEx • Describe the FedEx unique business model and the acquisition activities before and after 1996? • Why was RPS so important for FedEx’s business? • What were the differences between the sales forces behaviour of FedEx Express and FedEx Ground and why were they so different? • What was the motivation to implement the ARISE (Achieve Revenue and Information Technology Synergies) project? • What were the most critical aspects of the sales force integration?

  25. Customer portfolio strategy matrix Up-to-date Information http://resultsbrief.bain.com/videos/0609/index.htm#slide=1

  26. Thank you!谢谢！ Waldemar Pfoertsch Professor Business Marketing CEIBS 699 Hongfeng Road, Shanghai China

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