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

New

Existing

Markets

New Business

Core

Translation

Core Churn

Business Development Tracking Grid

Decline

Introduction

Growth

Maturity

Time

Sales Revenue/ period

The Product Life Cycle

The TALC and PLC Superimposed

TALC - Sales from New Adopters/

period

PLC – Total Sales

Time

technology adoption life cycle (TALC)

Time

Revenue

Business Development Bands over the Product Life Cycle

Range of Initial Business Development for Each Offering

Range of Major Translation Effort

Range of Major Sales-Driven Effort

How to sell?

• The customer is King!

• In Japan: The customer is Emperor!

• In China: …?

Identify your current sales system

Existing Control Systems

Existing Control Systems

Select your right sales system

How come … ?

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

Challenges

• Understand your customer’s desired experience

• Leverage technology’s strength

• Decide where service works correctly

• Optimize performance across your system

Interface with the “machines”

Interface with the “machines” cont.

To come? Or is it here already?

Marketing and Sales?

The Buying Funnel

Marketing and Sales integrated!

Nutricia Middle East: Measuring Sales Force Effectiveness

1. What were the international marketing steps of Nutricia and what were the outcomes?

2. How is the market structure and buying process in the Middle East? Elaborate on the differences in the various countries.

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

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

5. Evaluate the current approach and suggest further improvements.

How did they determine the effectiveness of the sales team?

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

Sales Force Integration at FedEx

1. Describe the FedEx unique business model and the acquisition activities before and after 1996?

2. Why was RPS so important for FedEx’s business?

3. What were the differences between the sales forces behaviour of FedEx Express and FedEx Ground and why were they so different?

4. What was the motivation to implement the ARISE (Achieve Revenue and Information Technology Synergies) project?

5. What were the most critical aspects of the sales force integration?

http://resultsbrief.bain.com/videos/0609/index.htm#slide=1

Customer portfolio strategy matrixUp-to-date Information

Thank you!

谢谢！

Waldemar Pfoertsch

Professor Business Marketing

CEIBS

699 Hongfeng Road, Shanghai China