Sales process

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  • Millions of dollars have been spent investigating and pursuing ways to grow sales, and no wonder; after all, sales are the lifeblood of any organization. Yet only a handful of companies have been able to grow their sales steadily not just in good times, but in lean times, too, and in the face of ferocious competition. A careful study of the vast majority of companies that have been less successful than these few superstars shows that they fall prey to a number of common mistakes.

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  • Review the types of decisions firms face in designing a sales force. Learn how companies recruit, select, train, supervise, motivate, and evaluate a sales force. Understand how salespeople improve their selling, negotiation, and relationship-building skills.

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  • It is concise. Inadequate sales training is common among managers in IT solution providers. These managers, whilst talented at their core competencies, can be intimidated when selling propositions to clients. Similarly, clients often fail to understand why an IT consultancy has refused to bid for work or disengaged from the sales process at a late stage. In these situations, consultancies can be reluctant to give

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  • Learning objectives of this chapter include: Describe the un-integrated sales processes of Fitter Snacker, a fictitious company whose operations are used as an example; explain why un-integrated Sales and Marketing information systems lead to company-wide inefficiency, higher costs, lost profits, and customer dissatisfaction; describe how SAP R/3 processes a standard sales order;...

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  • Chapter 1, introduction to sales and distribution management. After studying this chapter you will be able: To understand evolution, nature and importance of sales management; to know role and skills of modern sales managers; to understand types of sales managers; to learn objectives, strategies and tactics of sales management;…

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  • Bài giảng chương 3 gồm có các mục tiêu sau: Mô tả quy trình bán hàng không tương tác của công ty Fitter Snacker giả định; giải thích tại sao HTTT Sales và Marketing không tương tác dẫn đến sự kém hiệu quả trong các hoạt động của công ty, như: chi phí cao, mất lợi nhuận và khách hàng thì thất vọng; mô tả qui trình quản lý đơn hàng chuẩn của SAP R/3;... Mời các bạn cùng tham khảo.

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  • We know that sales results are activity driven. In an inside sales or prospecting initiative the focus is often on the number of dials, number of connects, number of proposals, etc. Although this strategy allows us to keep salespeople busy, it does not always put qualified prospects into the pipeline. Genuine prospecting requires that salespeople do more than just talk to a decision-maker. They have to make some headway into the relationship. They need to do some telling and some listening. They need to advance the sales process or determine that no advancement is reasonable right now.

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  • Recently I called a store to find out if it had a specific item in stock. “Oh yes,” the sales clerk replied, “We have it, but we can’t quote the price over the phone — you’ll have to come into the store to find out the price.” So I went to the store. Not only didn’t the store have what I was looking for, but the sales clerk tried to sell me a completely different product than the one I came in for. There is nothing worse than knowing that your time is being wasted.

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  • Lecture Principles of Marketing - Chapter 16 presents the personal selling and sales promotion. The main contents of this chapter include all of the following: Personal selling, managing the sales force, the personal selling process, sales promotion.

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  • After studying this chapter, you should be able to: Describe the basic business activities and related information processing operations performed in the revenue cycle; discuss the key decisions that need to be made in the revenue cycle, and identify the information needed to make those decisions; identify major threats in the revenue cycle, and evaluate the adequacy of various control procedures for dealing with those threats.

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  • Chapter 19: Personal selling and sales management. When you finish this chapter, you should: Describe the value added of personal selling, define the steps in the personal selling process, describe the key functions involved in managing a sales force, describe the ethical and legal issues in personal selling.

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  • This chapter presents the following content: The sales and operations planning process, strategies for adjusting capacity, strategies for managing demand, quantitative techniques for aggregate planning, hierarchical nature of planning, aggregate planning for services.

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  • Chapter 2, personal selling: Preparation and process. After studying this chapter you will be able: To understand psychology in selling, buying decision process and buying situations; to learn communication skills, sales knowledge, and sales related marketing policies; to understand personal selling process; to learn about negotiation.

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  • Chapter 3, planning, sales forecasting, and budgeting. After studying this chapter you will be able: To understand strategic planning, its linkage to strategic marketing and marketing management; to know how sales strategy is developed from marketing strategy; to learn basic terms used in forecasting, forecasting approaches, and methods of sales forecasting; to understand purposes and the process of sales budget.

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  • Chapter 6, training, motivating, compensating, and leading the salesforce. After studying this chapter you will be able: To understand sales training process; to learn importance, theories, and tools of motivation; to know objectives and designing of sales compensation plan; to understand views, styles, and skills of sales leadership; to know the methods used to supervise salespeople.

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  • Chapter 7, controlling the salesforce. After studying this chapter you will be able: To know criteria and types of salesforce expense plans; to understand salesforce audit and its evaluation process; to learn evaluation of effectiveness of a sales organisation through sales, cost, profitability, and productivity analysis;…

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  • Chapter 12, designing channel systems. After studying this chapter you will be able: Understanding customer needs to define channel objectives; channel design factors, components, issues, steps and process; method of evaluating various channel alternatives; how channel partners are: selected, trained and kept motivated; principles of vertical integration and electronic channels.

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  • The purpose of this book is to look at a wide variety of these brand failures, and brands which have so far managed to narrowly escape death, in order to explore the various ways in which companies can get it wrong. The process of branding was. The process of branding was developed to protect products from failure. This is easy to see if we trace this process back to its 19th-century origins. In the 1880s, companies such as Campbell’s, Heinz and Quaker Oats were growing ever more...

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  • In Think Like Your Customer Bill Stinnett draws upon more than two decades as a sales professional and consultant to the Fortune 500 to offer you a powerful new approach for connecting with clients and building enduring, highly profitable customer relationships.

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  • The systematic acquisition of real estate properties over time is unquestionably one of the surest means of accumulating wealth. While building a respectable real estate portfolio is a process that can take months, or even years, the patient and diligent investor enjoys a high probability of earning above-average returns for his or her efforts. Careful analysis, however, is required for each and every property considered. Proper analysis is not limited to a simple review of the property’s condition and location. To be successful in this business requires a more exhaustive approach....

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