STRATEGI PEMASARAN

Arriffin Mansor

Value Creation Model:

Value Creation/ Destruction

Operating Income Gross Profit

- (
Working Capital

Total Assets

WACC

Cost Structure

Current Assets

+
+

Fixed Assets

Long Term Liabilities

Revenues

Cost of Goods

Other Assets & Liabilities

Inventory

+
Debtors

Creditors
2

Value Creation/ Destruction

Operating Income Gross Profit

- (
Current Assets

Total Assets

x
Fixed Assets

WACC

Cost Structure Cost of Goods

+
+

Long Term Liabilities

Revenues

Working Capital

Other Assets & Liabilities

Inventory

+
Debtors

Creditors
3

THE STRATEGIC GAPS

HOW MUCH GROWTH IS LEFT IN MY CURRENT MARKETS? CUSTOMERS? WHERE WILL MY FUTURE GROWTH COME FROM? HOW WILL I CAPTURE MARKET SHARE? WHAT ARE THE COMPONENTS OF MY DIFFERENTIATION STRATEGY? WHERE DO I GENERATE PROFITS? WHERE COULD I GENERATE PROFITS?

P O S I T I O N I N G
5

Which segments / customers will we concentrate on ?

CUSTOMER TARGETS

Whom will we challenge for these customers?

COMPETITOR TARGETS

What incentives will we provide to get them to buy from us rather than from competitors?

CORE STRATEGY

THE ACCOUNT PORTFOLIO

Strong High Weak

Invest / Grow
ACCOUNT ATTRACTIVENESS Size Growth Profitability Location Purchasing criteria and processes Current suppliers Status of customer (prestige)
Low

Selectively Invest Manage for Cash / Withdraw

Maintain

BUSINESS STRENGTHS Product range Product efficacy Service quality Price Technical services Reputation/image Past experience Quality of sales staff Quality of relationships

ACCOUNT PORTFOLIO ANALYSIS

Strong
High Strength of Position Weak TARGET
Attractiveness: Accounts are potentially attractive since they offer high opportunity, but sales organization currently has weak position with accounts. Sales call strategy: Selected accounts should receive a high level of sales calls to strengthen the sales organizations position.

KEY
Attractiveness: Accounts are very attractive since they offer high opportunity and sales organization has strong position.

Sales call strategy: Accounts should receive a high level of sales calls since they are the sales organizations most attractive accounts.

Account Opportunity

MAINTENANCE
Attractiveness: Accounts are somewhat attractive since sales organization has strong position, but future opportunity is limited. Sales call strategy: Accounts should receive a moderate level of sales calls to maintain the current strength of the sales organizations position. And, efforts should be made to replace field sales calls with telephone sales.

WHY BOTHER
Attractiveness: Accounts are very unattractive since they offer low opportunity and sales organization has weak position. Sales call strategy: Accounts should receive no field sales calls and a minimum of inside sales resources.

Low
7

ACCOUNT SEGMENTATION AND PRIORITIZATION

High KEY ACCOUNTS
10-20% of your account base
80% of your GP$ Receives less than 50% of your resources

TARGET ACCOUNTS
(Your competitions Key Accounts)

ACCOUNT ATTRACTIVENESS

Gets very little attention

MAINTENANCE ACCOUNTS
40-45% of your account base 10-15% of your GP$ Receives 30-40% of your resources

WHY BOTHER? ACCOUNTS

30-40% of your account base Less than 5% of your GP$ Receives 20-30% of your resources Creates 90% of your headaches

Low
8

Strong

YOUR STRENGTH OF POSITION

Weak

10 LANGKAH RANCANGAN PEMASARAN

3 ways of doing business M. Porter

Mass production and cheap pricing strategi

Product Differentiation and premium pricing strategy

Niche Marketing

10

5 Langkah Rancangan Pemasaran`

11

Matlamat Perniagaan

PTJ

Pusingan Aset

Gandaan Ekuiti

PTJ

PTA

PTE

12

CORPORATE PERFORMANCE

ROA

ROS

ROE
EM

ATO
ASSETS EQUITY
13

PEMASARAN

Rancangan Jualan
Strategi Pemasaran Rancangan Keuntungan

Rancangan Pemasaran

Matlamat Pemasaran

14

5 Langkah Rancangan Pemasaran`

1
1
Titik pulang kos Matlamat Pemasaran

2
3 4 5
6

Modal kerja dan Modal Tetap Strategi Perniagaan Segmentasi ,Sasaran dan profile pelanggan Saiz dan nilai pasaran
Strategi 4 P Positioning atau perletakan Strategi Pemasaran melaui BSC perspektif Metrik Pemasaran Belanjawan Pemasaran

15

STRATEGI PEMASARAN

Harga Produk Promosi Saluran

Margin premium atau murah Kuantiti banyak x margin kecil

Kualiti atau biasa Faedah produk diterang dgn jelas

Media dan saluran yang sesuai Mesej yang sesuai kesesuaian Kos saluran
16

Cash

CREDITORS

Working capital

Stock

debtors

17

Kehendak Manusia
SELF ACTUALISATION EGO SOCIETY SECURITY BASIC

18

Interaksi Pemasaran
Pelanggan

Organisasi

Produk

19

Penetapan Harga

20

PEMASARAN STRATEGIK
1. 2. 3. 4. 5. 6. Senario Ekonomi Malaysia Campuran Pemasaran Analisis Pemasaran (SWOT & Audit) Kajian Kes Penyediaan Pelan Pemasaran Strategik Pembentangan

21

PEMASARAN STRATEGIK
Senario Ekonomi Malaysia Perniagaan ialah 1 unit drpd satu sistem ekonomi Perubahan dalam sistem yg besar beri kesan kpd unit-unit sekeliling Kepekaan kpd senario ekonomi semasa beri kemampuan untuk bertindak ikut rentak sealiran dgn ekonomi

22

PEMASARAN STRATEGIK
Petunjuk-petunjuk utama ekonomi (key economic indicators): 1. KNK (GDP) 2. Indeks Komposit BSKL 3. Belanjawan Negara 4. Polisi Fiskal 5. Polisi Kewangan

23

PEMASARAN STRATEGIK
Senario Ekonomi Malaysia 1. Kepentingan Usahawan 2. Dunia Tanpa Sempadan 3. K-Ekonomi 4. Islam 5. AFTA

24

PEMASARAN STRATEGIK
Apa itu Pemasaran Strategik? Suatu usaha untuk mempertahankan keuntungan dan kelebihan kompetitif melalui satu Strategi Pemasaran yang komprehensif dan terkini 3 elemen pokok dlm Pemasaran Strategik ialah S.T.P (segmentation, targeting, & positioning)

25

Sales Force Management

Fall 1999

26

Product Life Cycle Impact: The Value Added Wall for HPBA Companies

Sales

Value Added Services

Price

Product Profits

27

Time

Profit Margin Management

Sales Gross Margin

Net Profit Net Profit Margin

Cost of Goods Sold Sales Total Expenses

28

Managing Assets: Inventory and Accts Rec. are the keys

Inventory Sales Asset Turnover Accounts Receivable

Current Assets

Total Assets

Fixed Assets
29

Other Current Assets

Calculating Return on Assets

Sales Gross Margin Net Profit Net Profit Margin

Cost Of Goods Sold Sales Total Expenses

Return on Assets

x
Inventory Net Profit/ Total Assets Sales Asset Turnover

Current Assets Accts Rec.

Total Assets

Fixed Assets

Other Current Assets

30

Sales management - Outline

Role of the sales force in corporate strategy Trends in personal selling and sales management Functions of the salesperson and sales manager Course overview

31

Strategic Leverage of the Sales Force

Customer focus Enhances customer loyalty Source of competitive advantage

32

Enhances Customer Focus

Allows a targeted market segment approach
one customer at a time customize sales calls and presentations by needs important source of market knowledge and customer needs assessment

33

Develops Customer Loyalty

Creates high switching costs
salesperson (knowledge, expertise, relationship) creates product/service differentiation, particularly when competitors products deliver the same basic benefits

Loyalty reduces the customers price sensitivity

34

Source of Competitive Advantage

Creates a barrier to entry
costs of creating a sales force market access

Creates a medium-to-long term competitive advantage

unlike advertising (medium-term) or pricing (short-term)

35

Trends in Personal Selling

Nature of the sales job:
Informed consultant:
knowledge of customers, industries and applications

Process (rather than event) driven Team player Customer advocate/Market feedback Integration of promotional mechanisms (e.g. DTC)

36

Trends in Personal Selling

Nature of the sales managers job:
Decentralized management; greater span of control Automation Database targeting/customer data Evaluated on team performance (rather than individual performance) Reward in many ways (not just $$)

37

Importance of Effective Sales Management

Expensive part of marketing strategy Cost of call:
Overall average: $157 ($239 for a value-added selling environment)

38

Sales and Marketing Management

39

Drivers Of/Barriers to Change

Whats driving you to make these changes?

Whats stopping you from making these changes?

40

DIFFERENTIATING CUSTOMER SEGMENTS Customer Segment

KEY / TARGET Top priority. Top priority Yes. X% Yes. No restocking fee. Stock items same day if order place by 4:00 p.m. Stock & non-stock from stock & nonstock suppliers. Yes. No minimum. MAINTENANCE Secondary priority. Secondary priority. Yes. Hourly fee. Y% Yes, restocking fee of $X. Stock items same day if order placed before 1:00 p.m. Stock and non stock from stocking suppliers only. Yes, from stocking suppliers only. No min. on stock items; $200 minimum on non-stock items. WHY BOTHER Lowest priority. Not available. Not available. 100%. No backorders ship complete. Only if over $Y, restocking fee of $X. Stock items shipped within 48 hours. Stock, in stock only.

ELEMENT OF STRATEGY Order Processing Technical Support Training

Fill Rates
Returns On-time Shipment Product Mix

Non-stock Sourcing Minimum Order Size 41

No non-stocks. $200.

Perspectives on the Sales Management Function Traditional View Do-er Responsible for Volume Short Run New View Manager of Scarce Resources Profit Planning Long Term and Short Term Customer Types and Segment Differences Systems for Market Analysis, Planning and Control Leader Developer of People

Individual Customers

Field Work Rather Than Desk Work

Driver Developer of Sales
42

Changing Business Environment

Leads to
Changing Selling Environment

The Selling Ballgame

Better Understanding of Customers Needs Better Selectivity Better Selling Strategies Better Time & Territory Management

Resulting in
Harder to Get and Hold Customers and It Costs More!

Implications
43

THE INTEGRATED MODEL

Sales Force Drivers

People and Culture

Sales Force Activity

Customer Results

Company Results
44

PURPOSE OF A BUSINESS
Purpose of a business is to create a customer. Profit is only a test of management decision making. Profit is required to maintain the customer. A business only has two primary functions, sales and innovation, everything else is just cost. INNOVATION MARKETING The world according to Peter Drucker

45

THE LOGIC
Clarifying and Translating the Focus and Strategy Clarifying the focus Gaining consensus

Communicating and Linking Communicating and educating Setting goals Linking rewards to performance measures

BALANCED SALES TEAM

Strategic Feedback and Learning Clarifying the Focus Articulating the focus and strategy Facilitating strategy review and learning

Planning and Target Setting Setting targets Aligning strategic initiatives Allocating resources Establishing milestones

46

STRATEGY DEVELOPMENT
Extrinsic Value Customers (buying beyond product value)

Strategic Value Customers (leveraging suppliers enterprise competencies)

INCREASE BENEFITS

Create new value through sales efforts

Create extraordinary value for a few very large customers

REDUCE COST

Lessen cost and effort of acquisition

47

Intrinsic Value Customers (buying on product value alone)

Functions of the Salesperson

Prospecting Communicating: two-way Allocating & coordinating: company resources, time Servicing Helping define marketing strategy

48

Functions of the Sales Manager

Communicate expectations: tell salespeople what you expect them to do Make the work doable: an important component o the SM role here is removing obstacles to performance Evaluate and give feedback: reward successful behavior, apply corrective actions for behavior that is not acceptable
49

Course Overview
Effective Personal Selling Strategic Issues Tactical Issues Industrial Settings
informed buyers discipline of repeat purchase often genuine differentiation is possible

50

PEMASARAN STRATEGIK
Petunjuk-petunjuk utama ekonomi (key economic indicators): 1. KNK (GDP) 2. Indeks Komposit BSKL 3. Belanjawan Negara 4. Polisi Fiskal 5. Polisi Kewangan

51

Pyramid Metrics

52

Course Overview (continued)

Effective Personal Selling
What is effective personal selling? Business to business selling and the Buyclass Framework (Case: Lawford Electric)

53

Course Overview (continued)

Strategic Issues
Vertical Integration (Case: Jamestown) Control Systems Structuring the Sales Force(Cases: Wright Line & Siebel Systems Sales Force Allocation: Deployment & Organization (Case: Syntex) Territory Assignment & Design Strategy for Optimal Sales Productivity
54

Course Overview (continued)

Tactical Issues
Sales Analysis (Case: Milford A) Performance Evaluation (Case: Milford B) Compensation (Case:Mary Kay Cosmetics) & Motivation (Case: IMAGE) Selection (Case: IDS) & Training Information Systems/Sales Force Automation (Case: Profiling at National Mutual) Sales Force Automation
55

Personal Selling
Everybody lives by selling something.
Robert Louis Stevenson

Careers in Sales
High demand but not a career for everybody, but, good experience early in any career Negative perceptions $$$

56

Personal Selling 7 steps

Selling Process

1. 2. 3. 4. 5. 6. 7.

Prospecting Customer Profile Approaching Presenting/Demonstration Handling Objections and Questions Closing Follow-up

57

Personal Selling
Sales force activities
Cultivating new clients Communication Selling Servicing Information gathering Allocating scarce resources

58

Personal Selling
Objectives
Units or $ sold Market share by territory Target profit per sale Maximize sales per $ cost Maximize number of sales calls per period
but these mostly conflict?

59

Personal Selling
Salary versus Commission
controlincentive securityfairness simplicityflexibility

60

Personal Selling
4 Es
1. 2. 3. 4. Energy for long hours Enthusiasm for job, product Empathy for customer Ego, victory, desire to win

61

Blowing in the Wind Video

Annoying Sales Promotion Works

62

Cost-Volume-Profit Graph
Revenue Total Revenue

Profit Y Loss

Total Cost

X
X = Break-even point in units Y = Break-even point in revenue

Unit sold

63

Profit-Volume Graph
Profit I = (P - V)X - F

Slope = P - V

Units Loss -F Break-Even Point In Units

64

Example 3
The Rapid Meal has two restaurants that are open 24 hours per day. Fixed costs for the two restaurants together total $450,000 per year. Service varies from a cup of coffee to full meals. The average sales check for each customer is $8.00. The average cost of food and other variable costs for each customer is $3.20. The income tax rate is 30%. Target net income is $105,000.

65

Example 3 Contd
Compute the total dollar sales needed to obtain the target net income.

How many sales checks are needed to break even?

Compute net income if the number of sales checks is 150,000

66

Multiple-Product Example
Assume the following: Regular
Units sold Sales price per unit Sales Less: Variable expenses Contribution margin Less: Fixed expenses Net income 400 $ 500 $200,000 120,000 $ 80,000

Deluxe
200 $750 $150,000 60,000 $ 90,000

Total
600 ---$350,000 180,000 $170,000 130,000 $ 40,000 =======

Percent
------100.0% 51.4 48.6%

1. What is the break even point? 2. How much sales revenue of each product must be generated to earn a before tax profit $50,000?
67

Pulangan terhadap ekuiti

Pusingan Aset Pulangan terhadap Jualan

Gandaan Ekuiti

68

Pulangan Prestasi Utama

PTA

PTE

PTJ
69

KEY PERFORMANCE INDICATORS

J/A = PUSINGAN MODAL U/J = UNTUNG BERSIH

A/E = GANDAAN HUTANG

70

KEY PERFORMANCE INDICATORS

J/A = PUSINGAN MODAL U/J = UNTUNG BERSIH

A/E = GANDAAN HUTANG

71

Maximising ROS strategies

72

Maximising ROA strategies

73

Maximising ROE strategies

74

Costs plus profit

Variable costs

Fixed costs

Profit

Price

75

Harga Pengilang

76

Harga Jual

77

Kos Overhead Syarikat

78

Overhead Kilang

79

OVERHEAD JUALAN

80

Total Capital

81

Financial Leverage:
Assets Liabilities

82

Harga Kilang

83

Harga Produk

84

Value Chain

85

Strategy Map: Capture a Cause Effect Relationship from the Bottom Up

Stakeholder

Improved Returns on Investments

More rapid and accessible services

Internal Process

Economic Model Process

Reduce Re-Activities thru ABC/M

Establish Web Based Self Services

Learning & Growth

Expand Global Facility Reach

Leadership Development

Knowledge Management

Investments

Facilities and Fixed Assets

Human Capital

IT Infrastructure
86

Managing Assets: Inventory and Accts Rec. are the keys

Inventory Sales Asset Turnover Accounts Receivable

Current Assets

Total Assets

Fixed Assets
87

Other Current Assets

Perspektif BSC

88

Perspektif BSC

89

Perspektif BSC
Kewangan
Pelanggan

Proses Dalaman
Pekerja dan Kemahiran
90

KOS DAN HARGA

91

Strategi Pemasaran
Perspektif KPIs

92

Matlamat Pemasaran

PTJ

untung Jualan

PTA
GE

Jualan Jumlah Aset

Aset Ekuiti
93

Produk
isi
Intangible Jaminan Bungkusan

94

Kualiti Produk
keselamatan

economy

95

STRATEGI PEMASARAN
PULANGAN TERHADAP JUALAN

Kurangkan kos tingkatkan jualan

PULANGAN TERHADAP EKUITI

PUSINGAN ASET

Jualan tunai dan belian secara kredit

GANDAAN EKUITI

Sewa jangan beli Jika beli dengan pinjaman bank

96

Rancangan Pemasaran

97

PEMASARAN

Strategi Perletakan Segmentasi

98

Marketing Plan
Marketing Objectives Increase Market Share Product New Product Place Penang Price Reduce Price of product A Promotion Have web based promotion

Gain New Customers Market Penetration

Add benefits

Direct selling

Higher margin

networking

Better brochures

Existing klang valle channel

Reducing Price by 3%

CRM

Improve Sales Margin

Reduce Change packing marketing costs

Increase Price

Using web based marketing

99

Strategi Pemasaran perspektif BSC

Tingkatkan Pulangan Syer pasaran Tambah Pelanggan Nilai Jualan

Matlamat Kewangan

Kepuasan Pelanggan

Pekerja & Latihan

Kompetensi Teknologi baru

Proses Dalaman
Masa penyampaian Kos menurun

100

Rancangan Pemasaran
Analisis kos, volum dan untung. Belian atau harga kilang Tunai + penghutang + stok Kos Penghantaran Overhead Pemasaran

101

14 Langkah Rancangan Pemasaran

Analisis Kos volum dan untung Matlamat Pemasaran Segmentasi Pelanggan Strategi Pemasaran 4ps

Belanjawan Belian atau harga kilang

7 Langkah menjual

Pengurusan Jualan

Perletakan Produk

Ramalan
Jualan Bualanan

Modal Kerja

Kos Penghantaran

Overhead Pemasaran

Belanjawan Pemasaran

Metrik Pemasaran

102

COMPTENCY DEVELOPMENT
Role Identified competencies Assessment result Areas of improvement Action plan

Dr. MG Jomon, XIMB

Current Sales Trend

104

Musical stairs

105

Soalan soalan jika ada

106

Bottom Line
A business can no longer rely on the uniqueness of their products to retain customers or grow new sales revenue.

Customers will align their business with strategic suppliers who understand their business and bring a unique offering which adds value by impacting their bottom line through increased sales revenue or reduced costs

107

Inadequate Sales Performance

Aware of what was expected No How can goals and standards be made clear?

Yes
Aware of own performance Yes Uncontrollable negative factors No Yes Yes No How can the salesperson be sensitized?

How to avoid, eliminate, or ignore?

Lack of ability
No Yes Lack of want-to
108

How to train?

How to motivate?

Evaluating Sales Performance

Data Analysis

Information Sources

Observation

Interview

109

Possible Situations...
Causes of the problem are fixable Fix the problem (ROTI)

Causes of the problem are fixable, but not work fixing Causes of the problem are not fixable
110

Forget the problem or Terminate the person

THE SALES REPRESENTATIVE THINKS

1. What is expected of me? The Planning Process Priorities Programs Processes The Numbers

2. How am I doing? The Feedback Process Metrics Performance Appraisals Field coaching Meetings Compensation

3. How do I need to change?

The Adjustment Process Corrective actions Continuous Improvement KIPs, PIPs New planning for the future

111

QUOTES FROM PERFORMANCE APPRAISALS

This individual has talents but has kept them well hidden.
Combs his hair to one side and appears rustic. A quiet, reticent, neat appearing individual industrious, tenacious, diffident, careful, and neat. I do not wish to have this person as a member of my staff at any time. "His leadership is outstanding except for his lack of ability to get along with his subordinates. He hasnt any mental traits.

He needs careful watching since he borders on the brilliant.

Believes sincerely in the power of prayer and it is astonishing to note how many times his prayers are answered. He never makes the same mistake twice but it seems to me that he has made them all once.
112

Gives the appearance of being fat due to the tight clothes he wears.

QUOTES FROM PERFORMANCE APPRAISALS2

Is keenly analytical and his highly developed mentality could best be used in the research and development field. He lacks common sense. An independent thinker with a mediocre mentality. Recently married and devotes more time to this activity than to his current assignment. Tends to create the impression of unpositive personality through needless and undiscerning gentility and soft spokenness. Of average intelligence except for lack of judgment on one occasion in attempting to capture a rattlesnake for which he was hospitalized.

113

The Key Challenge

Sales Productivity Where:
Implications 1. 2. 3. 4. 5.
114

G.M. C.O.S. Gross Margin Dollars Cost of Sale in Dollars

G.M. = C.O.S. =

Less discounting. Selling higher margin products. Selling more product lines to each customer (cross-selling). Being more selective and discriminating in qualifying potential buyers. Better use of selling time (deployment).

SUMMARY
Sales Efficiency
Defined Getting in front of customer at minimum cost Working harder: time management incentives call reports territory design penetration call rates cost / call

Sales Effectiveness
Using skills and abilities to maximize sales potential Working smarter: coaching skills training account strategies success rates repeat business sustainable margins

Mechanisms for improving

Measures

115

MOVING TO ACTION

Efficiency: Can be driven top down Effectiveness: Acting differently Hard to drive top down Salespeople and managers do it

Source: The Klompmaker Consulting Group

116

Logistics A Strategic Perspective

Measured by Cost Technology allows firms to manage inventory they cannot see and sometimes do not own Disintermediation Creating wholesaler value

117

Two Views of Inventory Management

Velocity

Level

118

Inside the Buyers Mind

119

What do you offer? What do you offer that no one else has? What do you offer of value? Does it really fill my need? Is it real world? Will it work? Will it work in our environment? How will it impact our people? How could it impact our success? Will senior management buy in? Will my people use it? How will we produce as a result of the purchase? How will we profit as a result of the purchase? Do I trust the people Im buying from both as people and for their ability to deliver what they promise? How will it come together? How do we buy it? Do I have the comfort to sign off now?

ABC Analysis Based on Annual Dollar Volume

Annual Dollar Volume Percentages 1 Item 1 2 3 4 5 6 7 8 9 10 Unit Cost 4.00 2.50 3.00 30.00 31.00 1.20 25.00 20.00 8.00 6.00 2 Annual Usage (units) 1,000 1,500 5,000 4,000 10,000 8,000 1,500 100 625 2,000 Total 3 Annual Usage (dollars) 4 % of Total Dollar Usage

100%

1. Now rank the answers from the highest annual dollar usage to the lowest: 1 Annual Usage (dollars) 2 % of Total 3 Cumulative % 4 Classification

Item

120