Sales Planning &Operations.
Table of Contents. Introduction ……………………………………………………………………………….......................2
Task 1-
Explore the role of personal selling ithin the o!erall "ar#eting strateg$.
%.%- Explain ho personal selling at Plastic Products td supports the pro"otion "ix. ………………………………………………………………………………………………..'- ( %.2- Co"pare bu$er beha!ior and the decision "a#ing process in different situations………………………………………………………………………………………….( situati ons………………………………………………………………………………………….( -) %.'- *nal$se the role of sales tea" at Plastic Products td ithin their "ar#eting strateg$………………………………………………………………………………………........) -+
Task 2-
,e able to appl$ the principles of the selling process to a product.
2.%2.2-Sales presentation…………………………………………………………………………..+ -%'
Task 3-
nderstand the role and ob/ecti!es of sales "anage"ent.
'.%- Explain ho sales strategies are de!eloped in line ith corporate ob/ecti!es…………..%(-%0 '.2- 1hat factors should be ta#en into account hen recruiting and selecting salespeople at Plastic Products td……………………………… td……………………………………………… …………………………%0-% …………%0-% '.'- E!aluate the i"portance of increasing the perfor"ance of sales tea" through "oti!ation and training……………………………………………………………………………………..% traini ng……………………………………………………………………………………..%-%+ -%+ '.(-Suggest and explain an appropriate organi3ation structure of the sales dept. at Plastic Products Product s td…………………………………………………………………………% td…………………………………………………………………………%+-%4 +-%4 '.0-Explain the use of data bases in effecti!e sales "anage"ent……………………………%4-25 "anage"ent……………………………%4-25
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Sales Planning &Operations.
Task 4-
,e able to plan sales acti!it$ for a product or ser!ice
(.%- 6e!elop a sales plan for one of $our products……………………………… products……………………………………...... …….............25-22 .......25-22 (.2-In!estigate opportunities for selling internationall$………… internationall$…………………………… ………………………………… ………………...2' ...2' (.'-In!estigate opportunities for using exhibition or trade fairs…………………………………… fairs…………………………………….2' .2'
Conclusion ……………………………………………………………………………………...............2( 7eferences ……………………………………………………………………………………..……….20
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Sales Planning &Operations.
Task 4-
,e able to plan sales acti!it$ for a product or ser!ice
(.%- 6e!elop a sales plan for one of $our products……………………………… products……………………………………...... …….............25-22 .......25-22 (.2-In!estigate opportunities for selling internationall$………… internationall$…………………………… ………………………………… ………………...2' ...2' (.'-In!estigate opportunities for using exhibition or trade fairs…………………………………… fairs…………………………………….2' .2'
Conclusion ……………………………………………………………………………………...............2( 7eferences ……………………………………………………………………………………..……….20
1
Sales Planning &Operations.
I8T7O6CTIO8. Plastic Products td is a co"pan$ that produces pr oduces and "ar#ets its products to the catering industr$. It as established in %4)(9 as a result of the changes in the catering industr$. The The co"pan$ benefited fro" the groth of the fast food sector in the "ar#et through the pro!ision of disposable eating utensils and also fro" the groth in super"ar#ets and sales of :consu"er pac#s; through four of the large super"ar#et groups. The ai" of this assign"ent is to explore and understand the role of personal selling ith regard to Plastic Products td ithin the o!erall "ar#eting strateg$9 strateg$9 appl$ing the principles of the selling process9 understanding the role and ob/ecti!es of sales "anage"ent and planning a sales acti!it$ for a product.
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Sales Planning &Operations.
Tas# %< Explore the role of personal selling ithin the o!erall "ar#eting strateg$. %.%
Explain ho personal selling at Plastic Products td supports the pro"otion "ix.
Personal selling can be defined as one hich in!ol!es the to-a$ flo of co""unication beteen a bu$er and seller9 often face-to-face encounter9 designed to influence a person;s or group;s purchase decision. =>erin 255) et al?.It is a part of co"pan$;s pro"otion "ix"ar#eting "ix along ith ad!ertising9 sales pro"otion9 public relations and publicit$ and direct "ar#eting. Personal selling is "uch effecti!e in "a#ing the aareness of the product toards a purchase. It enables to explain all the aspects regarding the product to the custo"ers and also enables the co"pan$ to gather "ar#et infor"ation9 feedbac#s9 etc. @ost i"portant ad!antage on personal selling is that e!en if the product "a$ not be purchased b$ the custo"er9 the sales person gets to build a good relationship. Personal selling in!ol!es eight steps
•
•
•
Prospecting< This in!ol!es finding and identif$ing bu$ers ho are "ost li#el$ to bu$ the product or ser!ice. There are nu"erous a$s to Aualif$ leads< cold calls b$ telephone9 e"ail9 through social netor#ing9 or personal referrals. *pproaching< In this step9 it is crucial for a salesperson to "a#e a positi!e first i"pression hile introducing hi"selfherself9 the co"pan$ represented9 and the product or ser!ice being offered. It is also i"portant that the salesperson listen carefull$ to the prospect and respond appropriatel$. Presentation< This step is designed to grab the bu$erBs attention9 ignite interest9 create desire9 and inspire action =*I6*? b$ shoing the productBs ad!antages and benefits.
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Sales Planning &Operations.
The salesperson has to continuousl$ hold the custo"er;s attention throughout the presentation.
•
•
•
•
6e"onstration< This step is used to displa$ and de"onstrate the product explaining the utilit$ and distincti!e Aualities. andling ob/ections< *l"ost e!er$ custo"er ill present ob/ections to "a#ing a purchase. * good salesperson is not flustered b$ these ob/ections and handles the" in a positi!e9 confident "anner. One approach to handling ob/ections9 is si"pl$ to ac#noledge the ob/ection then continue ith the presentation. Closing the sale< *lthough technicall$ DclosingD a sale happens hen products or ser!ices are deli!ered to the custo"erBs satisfaction and pa$"ent is recei!ed9 here it can be defined as as#ing for the order and adeAuatel$ addressing an$ final ob/ections or obstacles. Post sale follo-up This step ensures repeat business9 is a good opportunit$ to obtain referrals9 and increases the chances that subseAuent pa$"ents ill be "ade.
Fust as ith traditional "ar#eting9 successful selling begins and ends ith the custo"er. The hole ob/ecti!e is to ascertain needs and create the best solution for custo"ers. *long the a$ one builds relationships and continue to gather infor"ation about ho heshe can better ser!e custo"ers hich is the reason for being in business in the first place. Gor this9 the ne recruits to Plastic Products td should ha!e past experience and can be gi!en appropriate training.
%.2
Co"pare bu$er beha!ior and the decision "a#ing process in different situations ith special reference to Plastic Products td.
Since Plastic Products td sells its products to the catering industr$ and super"ar#ets9 e ill consider organi3ational bu$er beha!ior and decision "a#ing process.
%.2.% Organi3ational ,u$er ,eha!ior. Organi3ational bu$er beha!iour is hea!il$ influenced b$ deri!ed de"and. The de"and for co"ponents b$ a "anufacturer ill depend on the de"and co"ing fro" their custo"ers9 the retailers and holesalers9 hich in turn co"es fro" their indi!idual custo"ers.
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Sales Planning &Operations.
Gor exa"ple9 the de"and for disposable eating utensils produced b$ Plastic Products td is dependent on the de"and fro" their custo"ers9 i.e.9 the catering industr$ and super"ar#ets hich in turn are dependent on their indi!idual custo"ers. If a "ar#eter can identif$ the bu$er beha!ior9 he or she ill be in a better position to target products at the". * ell-de!eloped and tested "odel of bu$er beha!ior is #non as the sti"ulus-response "odel9 hich is su""ari3ed in the diagra" belo<
Gigure %. Sti"ulus-response "odel. In the abo!e "odel9 "ar#eting and other sti"uli enter the custo"ers Hblac# box and produce certain responses. >otler and *r"strong =2552? suggest that consu"ers respond in particular a$s to different sti"uli after the$ ha!e processed those sti"uli in their "inds. 8oada$s the "ar#et perspecti!e has been changed fro" bu$ers "ar#et to the sellers "ar#et. The best a$ the sellers can co"e out ith a strateg$ the best it can influence the bu$ers. So this stud$ influences the co"panies h$ the$ ha!e to concentrate "ore on decision "a#ing process.
%.2.% Organi3ational decision "a#ing process The decision "a#ing process of an organi3ation gi!en b$ =>otler 255+ et al? is as follos< •
7ecognition of a proble" =need?
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Sales Planning &Operations.
• • • • • •
6eter"ination of characteristics9 specification and Auantit$ of needed ite" Search for and Aualification of potential sources *cAuisition and anal$sis of proposal E!aluation of proposals and selection of supplier=s? Selection of an order routine Perfor"ance feedbac# and e!aluation
*ccording to 1ebster =%44%? as a bu$ing situation arises9 the organi3ation creates a so called Hbu$ing centre hich consists of a group of persons ithin the organi3ation that ill ta#e part in the bu$ing decision process.
Gigure 2. bu$ing centre concept.
*nd according to 7obinson9 Garis and 1ind =%4)? there are three distinct t$pes of bu$ing situations9 so called :bu$classes;< Straight 7ebu$9 @odified 7ebu$ and 8e Tas#. *ccording to 1oodside =%442? the classification of a purchase ithin the different bu$classes depends pri"aril$ on the percei!ed i"portance of the actual purchase. The bu$er ta#es feer decisions in a straight rebu$ and the "ost in a ne tas# purchase. 1e ill discuss these different bu$ing situations ith special reference to Plastic Products td 8e Tas#s. It is a bu$ing situation in hich the business bu$er purchases a product or ser!ice for the first ti"e. Exa"ple9 In a ne tas# bu$ing situation a super"ar#et =bu$er? see#s a ide !ariet$ of infor"ation to explore alternati!e solutions to his purchasing proble". The greater the cost or percei!ed ris#s related to the purchase the greater the need for infor"ation and the larger the nu"ber of participants in the decision "a#ing unit. This pro!ides Plastic Products td =!endor? ith considerable opportunit$ and •
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Sales Planning &Operations.
challenge. The !endor is in a greater position to influence the decision "a#ing process b$ the infor"ation that it pro!ides. •
•
%.'
@odified 7ebu$. It is a bu$ing situation in hich the super"ar#et =bu$er? ants to replace a product or ser!ice that the fir" has been using. The decision "a#ing "a$ in!ol!e plans to "odif$ the product specifications9 prices9 ter"s or suppliers. This is the case hen "anagers of the co"pan$ belie!e that significant benefits such as Aualit$ i"pro!e"ent or cost reduction can be achie!ed b$ "a#ing the change. The decision "a#ing unit is hoe!er usuall$ s"aller than in ne tas# situation and therefore "a#es it relati!el$ easier for the !endorBs "ar#eting personnel to attend effecti!el$ to the infor"ation needs of the bu$ers. Straight 7ebu$. It is a bu$ing situation in hich the super"ar#et =bu$er? routinel$ reorders a product or ser!ice ithout an$ "odification due to satisfaction ith Plastic Products td =supplier?. The supplier is retained as long as the le!el of satisfaction ith the deli!er$9 Aualit$ and price is "aintained.
*nal$3e the role of sales tea"s at Plastic Products td ithin their "ar#eting strateg$.
Sales tea" pla$ a significant role ithin "ar#eting strateg$ of this co"pan$. * salesperson;s pri"ar$ ob/ecti!e is to sell9 though there are "an$ s#ills in!ol!ed and their duties can be Auite di!erse depending on things li#e the si3e of outlet the$ are in!ol!ed ith. 7esearchers sho that there is a direct and consistent correlation beteen the caliber of the sales force and organi3ational groth. The role of an$ sales tea" can be su""ari3ed as follos<
• • • • • • • •
Gind potential custo"ers fro" a!ailable database. Connect ith the potential custo"ers. 6ecide the selling approach. *d"inistrate the sales order. *ct as a ser!ice pro!ider. Jather infor"ation and report rele!ant data. pgrading s#ills b$ attending sales trainings and trade shos. *d"inistrati!e responsibilities li#e attending sales "eetings and conferences9 fill in call and expense reports etc. The folloing is an anal$sis of the responsibilities of sales tea" at Plastic Products td ithin their "ar#eting strateg$<
7
Sales Planning &Operations.
•
• •
•
•
•
•
The$ are responsible for researching and anal$3ing the business and the "ar#et. sing the infor"ation gathered9 the "ar#eting plan9 budget and #e$ perfor"ance indicators are de!eloped. *ction plans are de!ised and the "ar#eting strateg$ is i"ple"ented. The "ar#eting depart"ent "easures and reports on the results of the "ar#eting strateg$. Staff in the "ar#eting depart"ent train staff in other dep art"ents so the$ are conscious of current ca"paigns. The purpose of their acti!it$ is to "anage the four Ps of "ar#eting< Product9 Price9 Pro"otion and Place. The ai" is to sti"ulate de"and for disposable eating utensils and to generate leads. eads are custo"ers ho are li#el$ to "a#e a purchase. The$ are identified b$ collecting the details of people ho contact the business to as# about products or ser!ices9 or b$ gathering details of prospecti!e custo"ers fro" online sur!e$s etc. *fter raising interest and de"and for the products and ser!ices9 the leads that are generated are passed on to the sales depart"ent. It is up to sales staff to contact people9 identif$ their needs and help the" "a#e a purchasing decision. Sales staff deal directl$ ith custo"ers and the$ "ust build a good relationship. The role of sales staff is to "a#e sure the business gets a return fro" its in!est"ent in "ar#eting and to turn de"and into sales.
@an$ co"panies under-in!est in their sales effort9 treating sales li#e an afterthought9 to be handled after the "anagers sol!e all the "anufacturing9 distribution and financing issues. The best sales forces are professional9 ell-co"pensated9 supported ith a strong "ar#eting effort and e"poered to act9 ser!ing #e$ client interests ith "ar#eting support9 "one$ and ti"e. The$ ha!e strong personal relationships ith #e$ custo"ers9 or the$ learn ho to build the".
Tas# 2< ,e able to appl$ the principles of the selling process to a product or ser!ice.
2.% 2.2
Sales Presentation.
The presentation is on *udi *).
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Sales Planning &Operations.
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Sales Planning &Operations.
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Sales Planning &Operations.
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Sales Planning &Operations.
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Sales Planning &Operations.
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Sales Planning &Operations.
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Sales Planning &Operations.
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Sales Planning &Operations.
Tas# '< nderstand the role and ob/ecti!es of sales "anage"ent. '.% Explain ho sales strategies are de!eloped in line ith corporate ob/ecti!es.
* sales strateg$ can be defined as a planned approach to account-"anage"ent polic$ for"ation9 prospect identification and Aualification9 sales presentation9 and order generation ai"ed at achie!ing a fir"Bs sales Auotas or targets. *nd a corporate ob/ecti!e is a ell defined and realistic goal set b$ a co"pan$ that often influences its internal strategic decisions. @ost corporate ob/ecti!e targets used b$ a business ill specif$ the ti"e fra"e anticipated for their achie!e"ent and ho the co"pan$Bs success in doing so is to be assessed. The sales and corporate strategies ha!e to go hand in hand ithin an organi3ation to a!oid conflicts. Corporate strateg$ defines Hhat the business ants to do9 such as gro "ar#et share9 increase re!enue9 reduce costs9 increase custo"er retention9 pre!ent custo"er defection9 etc. hile a sales strateg$ defines Hho the business ill achie!e those goals. *nd the sales "ethodolog$ defines the s#ills the sales people need to Hexecute the strategies. *ll these strategies need to be aligned and consistent in order for a co"pan$ to reach success and "aintain a positi!e custo"er retention rate. Corporate strateg$ is based on #noing<
@ission.
To be the best #non na"e the "ar#et.
Joal.
To be the top pro!ider in the "ar#et.
Ob/ecti!e .
To increase sales b$ %5K per $ear.
Table %.
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Sales Planning &Operations.
The sales strateg$ co"es fro" the corporate strateg$.
Gigure '. Sales strateg$.
* good corporate strateg$ should define the sales process. In other ords9 the sales process is a function of the corporate strateg$ =H1hat e ant to do? since it helps define Hho the corporate strateg$ ill be carried out. It identifies ho does hat9 ho the$ do it9 to ho" and ho it gets handed off to the next persondepart"ent9 ho follo-ups are handled9 here i nfor"ation gets recorded and logged9 and all aspects of ho interfaces ith the custo"er and ho the$ are handled. *ll parties "ust be #noledgeable and trained on the process so the$ understand their role and the roles of others. ,$ aligning corporate strateg$ ith the sales strateg$9 one can ensure that the co"pan$ ill control costs9 pre!ent asted o!erhead9 a!oid internal conflicts9 conser!e !aluable resources9 and protect the "ost !aluable asset9 custo"ers.
'.2
1hat factors should be ta#en into account hen recruiting and selecting salespeople at Plastic Products td. 7ecruit"ent in!ol!es see#ing and attracting a pool of people fro" hich Aualified candidates for /ob !acancies can be chosen =lo$d . ,$ars & eslie 1. 7ue9 2550?.
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Sales Planning &Operations.
The need for recruit"ent ould be identified through an effecti!e 7 planning process. Plastic Products td should "a#e their recruit"ent decisions b$ carr$ing out 7 Planning acti!it$. The recruit"ent and selection process of the co"pan$ should be strategicall$ designed to "atch ith the co"pan$ culture and the industr$ the$ operate in. Candidates can be chosen internall$ or externall$. Internal recruit"ent uses less resources and pro!ides for groth ithin the co"pan$. External recruit"ent in!ol!es higher costs9 but ensures di!ersit$ and fresh thin#ing. * !ariet$ of "ethods can be used to select the ideal candidate9 including inter!ies9 !arious for"s9 biographical infor"ation9 and standardi3ed tests. The selection criteria for ne recruits at Plastic Products td should be< • • • • • • • • • •
a!e #noledge related to suppl$9 production and properties of plastic produces. Enthusiastic and energetic. Jood tea" pla$er. Jood or# ethics and "orale. Confident and self-"oti!ated. Past experience of selling fast-"o!ing consu"er goods. *bilit$ to build relationships. Should be fa"iliar ith plastic products. >noledge of general sales principles and ter"s. *bilit$ to deal ith different sales situations.
* flaed recruit"ent and selection process is definitel$ a asteful underta#ing for the organi3ation.
'.'
E!aluate the i"portance of increasing the perfor"ance of the sales tea" through "oti!ation and training. The sales tea" of an$ organi3ation are its "ost !aluable asset since the$ are in the front line representing the co"pan$ and handling custo"ers. Therefore9 it is of ut"ost i"portance to an$ organi3ation to increase their sales force perfor"ance through "oti!ation and training. @oti!ation is the process that produces goal-directed beha!ior in an indi!idual. It dri!es hu"an perfor"ance i"pro!e"ent. This is especiall$ true in the field of salesforce "anage"ent9 since salespeople or# ith "ore /ob autono"$ and freAuentl$ face custo"er re/ection. In order to attain the goals of the organi3ation9 it is essential that the sales tea" sta$s highl$ "oti!ated. @oti!ation can be done based on the theories belo<
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Sales Planning &Operations.
%?
Gigure (. 2?
19
Sales Planning &Operations.
Gigure 0.
I"portance of training sales tea"< a!e #noledge about the technological changes and is able to i"ple"ent the". 7espond to organi3ational changes. *dapt to increase the di!ersit$ of the or# force. Supports career de!elop"ent. Gulfill e"plo$ee need of groth. Prepare salespeople to "eet custo"er expectations. Enhanced co"pan$ i"age and ris# "anage"ent. • • • • • • •
@oti!ation and training not onl$ benefits organi3ation b$ pro!iding the" ith s#illed force9 but e"plo$ees indi!iduall$ as ell b$ increasing their effecti!eness and efficienc$ =apart fro" other benefits discussed abo!e?.
'.(
Suggest and explain an appropriate organi3ation structure of the sales depart"ent at Plastic Products td.
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Sales Planning &Operations.
Organi3ational design is the process of coordinating9 structural ele"ents of organi3ations in appropriate "anner. ere e consider the functional organi3ational structure for the sales depart"ent at Plastic Products td. •
•
•
•
•
In a functional structure9 a co""on configuration9 an organi3ation is di!ided into s"aller groups b$ areas of specialt$. So"e refer to these functional areas as HsilosDLentities that are !ertical and disconnected fro" each other. Correspondingl$9 the co"pan$Bs top "anage"ent tea" t$picall$ consists of se!eral functional heads =such as the chief financial officer and the chief operating officer?. Co""unication generall$ occurs ithin each functional depart"ent and is trans"itted across depart"ents through the depart"ent heads. Gunctional depart"entali3ation arguabl$ allos for greater operational efficienc$ because e"plo$ees ith shared s#ills and #noledge are grouped together b$ function.
*d!antages< Gunctional depart"ents arguabl$ per"it greater operational efficienc$ because e"plo$ees ith shared s#ills and #noledge are grouped together b$ functions perfor"ed. Each group of specialists can therefore operate independentl$ ith "anage"ent acting as the point of cross-co""unication beteen functional areas. This arrange"ent allos for increased speciali3ation.
6isad!antages< * disad!antage of this structure is that the different functional groups "a$ not co""unicate ith one another9 potentiall$ decreasing flexibilit$ and inno!ation.
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Sales Planning &Operations.
Gigure .
'.0 Explain the use of data bases in effecti!e sales "anage"ent.
E!er$ sales organi3ation should ha!e access to a good custo"er relationship "anage"ent database to "anage sales opportunities. * Aualit$ sales database ill ser!e as an effecti!e tool to help the sales force handle accounts and understand ho "an$ and hat t$pes of opportunities are in the sales pipeline at an$ gi!en ti"e.
I"pro!ed Sales and @ar#eting Infor"ation * sales database can house a ealth of infor"ation on prospects and custo"ers. *part fro" de"ographic infor"ation the sales force "a$ ha!e the abilit$ to tag custo"ers b$ t$pe or industr$ and indicate hether prospects are li#el$ to close in the short or long ter". * sales database allos an$one ith access to an account to re!ie notes and infor"ation specific to that prospect or custo"er.
22
Sales Planning &Operations.
I"pro!ed Producti!it$ Sales force is able to "a#e sales calls out of a centrali3ed database and update the status of accounts instantaneousl$9 this helps i"pro!e the efficienc$ of the entire sales depart"ent. 6atabase can help sales tea" focus efforts in sales and "ar#eting ca"paigns and can be "ore effecti!e. It sa!es the business not onl$ ti"e9 but reduces costs and sa!es "one$.
,uild ,etter 7elationships 1ith a robust database9 sales force ne!er has to forget an i"portant custo"er "ilestone. *gents "a$ e!en be able to set re"inders of i"portant dates in the application so that the$ sta$ organi3ed and on top of accounts. 1ith prospects and custo"ers being a top priorit$ for the business9 a sales database can "aintain those relationships e!en if the agent assigned exits the co"pan$.
Tas# (< ,e able to plan sales acti!it$ for a product or ser!ice. (.% 6e!elop a sales plan for one of $our products.
Plastic Products td is a co"pan$ that sells disposable plastic cutler$ and utensils "ainl$ to the catering industr$. Co"pan$ "anage"ent is "ore focused on building a business hich is sustainable and "ore profitable. Gurther the$ ant to ha!e the brand presence as ell. The !ision is "ore focused on creating better !alues for their end users and sellers. Co"pan$ is loo#ing for the groing opportunities ith business expansion and ne sales force recruit"ent. @oreo!er the co"pan$ should de!elop and build a co"petiti!e en!iron"ent for the target "ar#et to choose its products o!er the co"petitor brands. The folloing sales plan has been de!ised for disposable plastic part$ croc#er$ and cutler$ in Plastic Products td.
Sales ob/ecti!e< To increase the production and sales of disposable plastic part$ croc#er$ and cutler$ b$ 0K b$ the end of 25%. @ission< To beco"e the best #non na"e in "ar#et pro!iding Aualit$ plastic croc#er$ and cutler$. The co"pan$ guarantees %55K custo"er satisfaction and !alues friendl$ ser!ice. It
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Sales Planning &Operations.
see#s to "anufacture plastic products b$ exceeding "ini"u" acceptable Aual it$ standards and b$ pro!iding highest Aualit$ product at the loest possible price. Target "ar#et< •
•
@ain focus is on catering industr$ as the de"and for the product ill be high. *lso focuses in the groing fast food sector.
7e!enue< Sales forecast for the next fi!e $ears <
700000 600000 500000 400000 300000 200000 100000 0 year 1
year 2
year 3
year 4
year 5
Gigure ).
Sales
Mear % N 2)5+)5.55
Mear 2 N ''+0+).05
Mear ' N (5'50.55
Mear ( N ()(522.05
Mear 0 N 0(%)(5.25
Table 2.
Strateg$ and i"ple"entation< •
@ar#eting strateg$
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Sales Planning &Operations.
The co"pan$ ill bench"ar# the ob/ecti!es for pro"otion9 outlet selling and personal selling.
•
Pricing strateg$ It ill be to initiall$ undercut our price fro" "ain co"petitors b$ 0K9 using "ar#et penetration strateg$. Then pricing ill be ad/usted to be directl$ co"petiti!e ith other "a/or co"petitors.
•
Pro"otion strateg$ Pro"otion ill be initiall$ spearheaded b$ public relations because of its lo cost9 and then through ad!ertising once there is an increase in cash flo in acceptable figure.
•
Sales strateg$ -
1ill i"ple"ent PS strateg$ through discounts and trade pro"otions.
-
6esign of ne pac#age design that is "ore appealing.
-
Sales channels ill include direct sales and personal selling.
-
*d!ertise"ents through e-"ar#eting tools and social "edia.
Sale budget< It is usuall$ the #e$stone in planning and control of operation of a business. Sales forecast ser!es as a base for the sales budget. The total of expected sales for next fi!e $ears < N 295'%9020.25 ,udget a"ount < N '95559555.55 S1OT anal$sis< Strengths.
1ea#nesses.
Opportunities.
Threats.
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Sales Planning &Operations.
- Sound econo"ic condition of co"pan$ -7eliable products.
-ac# of Aualified salespeople.
-Poor penetration strateg$
-Jroth of fast food sector.
-Increasing de"and for disposable cutler$ & croc#eries. -Increase in producti!it$ & sales of biodegradable products.
-Change in consu"er beha!ior about plastics
-Co"petiti!e "ar#et
-Jlobal recession.
(.2 In!estigate opportunities for selling internationall$.
In!esting internationall$ increase the di!ersification and total return of the co"pan$. oe!er9 although the benefits of in!esting internationall$ are idel$ accepted theories9 there are "an$ ris#s to it. The biggest barriers to in!esting in international "ar#ets are the transaction costs. It can !ar$ greatl$ depending on hich foreign "ar#et that the co"pan$ is in!esting. ,ro#erage co""issions are al"ost ala$s higher in international "ar#ets than do"estic in addition to the freAuentl$ added additional charges such as taxes9 le!ies etc. *nother ris# inherent in foreign "ar#ets9 especiall$ in e"erging "ar#ets9 is liAuidit$ ris#. iAuidit$ ris# is the ris# of not being able to sell $our stoc# Auic#l$ enough once a sell order is entered. Since Plastic Products td is focusing on establishing its brand in the do"estic "ar#et9 it is ad!isable not to participate in international selling as it ould in!ol!e a huge expenditure in direct export acti!it$ in addition to the ris#s gi!en abo!e. *lthough9 doing international sales b$ sta$ing ithin the countr$ ill reduce cost and increase profitabilit$.
(.'
In!estigate opportunities for using exhibitions or trade fairs.
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Sales Planning &Operations.
Participation of Plastic Products td in trade shos and exhibitions is beneficial as trade shos are generall$ targeted at an industr$ and people in!ol!ed or interested in that industr$. Exhibiting at a trade sho can be a great a$ to ad!ertise to a target "ar#et and create brand aareness. Exhibitions are open to a large and so"eti"es di!erse range of audiences =usuall$ the general public?. This pro!ides a platfor" to pro"ote products to a broader group that "a$ ha!e little or no #noledge of the co"pan$;s products. ,eing in!ol!ed in a trade sho or exhibition can pro!ide $ou ith opportunities to branch out to business-to-business trading and create a custo"er database fro" the !isitors to $our displa$ booth.
CO8CSIO8 In this assign"ent9 there are four tas#s. The first as in regard to the role of personal selling at Plastic Product td. The aspects of personal selling9 bu$er beha!ior and decision "a#ing process and the role of sales tea" as discussed in brief. The second tas# as to create a sales presentation on an$ product and I had chose *udi car. The presentation print out is also attached. In the third tas#9 e discussed the role and ob/ecti!es of sales "anage"ent ith regard to Plastic Products td. The final tas# included de!eloping a sales plan for one of the products and to in!estigate the opportunities for international selling and participation in trade fairs and exhibitions.
27
Sales Planning &Operations.
7eferences Online boo#s< -
1a$ne @olone$ =25%(?9 Your roadmap to sales management success, a3elbroo#9 @oshPit Publishing. *run >u"ar =255(? et al9 Consumer behaviour 9 8e 6elhi9 *tlantic publishers and distributors. *!ailable fro"< https<boo#s.google.co".Aa
Online /ournal< -
Gran# . Gu9 25%09 @oti!ate to I"pro!e Salesforce Perfor"ance< The Sales Training Perspecti!e9 Performance Improvement 9 0( =(?9 pp'%-'0. *!ailable fro"< http<onlinelibrar$.ile$.co"doi%5.%552pfi.2%()(abstract
1eb references<
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