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CENTER FOR MARKETING AND
SALES MANAGEMENT
PROGRAM PROSPECTUS
Center for Marketing and
Sales Management
Strategic Marketing Management
Marketing ‘Back-to-Basics’
Key Account Management
Achieving Breakthrough Customer Service
Strategies in Sales Management
Effective Sales Management
STRATEGIC MARKETING MANAGEMENT
CENTER FOR
MARKETING
AND SALES
MANAGEMENT
Program Overview
As global competition increases, there is one player
who continues to gain relative power and influence —
your customer. Sustained business performance
requires an ever greater commitment to customerfocused strategies, processes, and plans.
Strategic Marketing Management delivers a detailed
examination of all major components of marketing
strategy - including analytical, managerial, and creative
functions - as well as their integration into overall
business operations. Throughout the program there will
be explanations of key concepts and approaches,
mixed with a combination of case studies and practical
examples.
Return on Investment
•
Assess the market and customer orientation of
your strategic plans, measurement systems,
and processes
•
Develop highly effective product and service
strategies
•
Identify clear value propositions for target
market segments
•
Discover how to think creatively and develop
effective solutions
•
Identify innovative marketing strategies
•
Determine the key factors necessary to
outperform competitors
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Understand how to drive customer satisfaction,
loyalty and retention
Program Focus
Strategic Marketing Planning
•
Steps in the planning process
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Market analysis
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Customer, company, and competitor analysis
Market Segmentation
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Market segmentation, targeting, and positioning
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Segmentation tools
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Building the value proposition
The Four Phases of Customer Orientation
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Customer and market strategy and focus
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Assessing customer needs, satisfaction, and
loyalty
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Priority setting
•
Implementation through products, people, and
processes
Market and Customer Research
•
Interviews and focus groups
•
Surveys
•
Experiments
•
Secondary research
Strategic Price Management
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Price changes: what to consider
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Psychology of pricing
Strategic Brand Management
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Understanding, creating and building brand
equity
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Extending and leveraging brand equity
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Valuing and tracking brand equity
Who Should Attend?
If you are a manager charged with creating more
effective market strategies, marketing management,
corporate communications management, or a greater
overall customer focus for your organization, this
program is designed to help you implement these
initiatives.
Building a Customer Satisfaction, Loyalty, and Profit
System
•
Identifying the purpose: strategy and planning
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Building the “lens” of the customer
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Building the quality-satisfaction-loyalty survey
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From data to information: data analysis
•
From information to decisions: priority setting
Whilst it will be most appropriate for Marketing and
Business Development Directors and Managers, other
specialists such as Product Managers, Sales Directors,
Sales Managers and Key Account Managers will derive
great benefits from attending.
Managing Customer Relationships
•
Customer portfolio management
•
Segmenting on the basis of loyalty
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Understanding where loyalty resides
•
Managing customer contacts
MARKETING ‘BACK-TO-BASICS’
Program Overview
This program provides you with the core concepts and
strategic perspectives found in most marketing MBA
programs. You will understand and apply the basic
techniques of marketing, including segmenting and
targeting customers, understanding the decisionmaking processes of your customers, using lifetime
customer value in marketing planning, developing a
unique brand, managing a product line, understanding
distribution channels, and making effective advertising
decisions.
Program Focus
Understanding the Marketing Process
•
What is Marketing
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Business Environment
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Marketing Myopia
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Marketing Concept / Orientation
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The Myth About Customer Needs
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Making Profit, Is It a Marketing Objective?
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The Marketing Mix
•
Segmentation
This course will give you a significant, high-altitude view
of marketing and a close-up, hands-on look at planning
and strategy. In addition, you will be provided with a
detailed analysis of how all the pieces of the marketing
puzzle fit together to differentiate your offering - and
reinforce your market position.
The Marketing Planning Process: I
•
Situation Analysis
•
SWOT Analysis
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Setting Corporate Objectives
•
Developing the Core Marketing Strategy
Return on Investment
•
Gain a clear, in-depth understanding of core
marketing concepts
•
Identify the essential elements of a strong
marketing plan
•
Develop a thorough understanding of your
customers
•
Determine what motivates and influences
customer behavior
•
Understand the value of your brand and how to
build and develop that value
•
Increase your effectiveness in working with your
marketing team
•
Win new business through ongoing referrals from
satisfied customers
Who Should Attend?
This “essentials” program will benefit executives across
the organization (in marketing, procurement, HR,
engineering, R&D, finance, product development,
accounting, sales, public relations, and other areas).
This program also targets managers and executives
assuming marketing responsibilities for the first time, as
well as managers and executives already in a marketing
capacity but without significant formal education or
experience in this discipline.
The Marketing Planning Process: II
•
Myths & Misconception about Marketing Plans
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Long Term vs. Short Term Planning
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Implementation Procedures
The Customer and Market Audit
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Importance of Marketing Information
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Types of Customers
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Customer Behavior
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Types of Benefits
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Customer Attributes
The Product Audit
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Product Life Cycle
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PLC & 4 P’s
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Product Portfolio, BCG Matrix
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GE 9 Cell Matrix
Setting Marketing Objectives and Strategies
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Corporate Objectives
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What is Marketing Objectives
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How do we set Marketing Objectives
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Responses to BCG
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Ansoff’s Matrix
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What Are Marketing Strategies
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Choosing the Best Strategic Alternative
CENTER FOR
MARKETING
AND SALES
MANAGEMENT
KEY ACCOUNT MANAGEMENT
CENTER FOR
MARKETING
AND SALES
MANAGEMENT
Program Overview
This program provides processes and tools that equip
participants to identify and engage with their key
customers on a strategic level, enabling them to build
more profitable and sustainable relationships.
Furthermore, this program aims to provide participants
with the ability to determine key account success
factors, develop a strategic insight into both their own
organization's strategic edge and into the requirements
of key clients and develop superior value for these
clients.
Through in-class development of a creative, structured
and value-generating strategic account plan,
participants will learn to deliver “win-win” business
solutions against these high-potential accounts and
return with actionable tools to implement a Strategic
Account Management plan in their organizations.
Return on Investment
•
Capitalize on new opportunities at strategic
accounts
•
Realign your organization against account
needs
•
Acquire tools to bring Strategic Account
Management to your organization
•
Understand the key issues surrounding
Strategic Account Management
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Determine in which account you should best
invest your time, resources and energy
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Build a comprehensive strategy to defend and
expand your business in each target account
•
Improving the effectiveness and profitability of
the sales department
Who Should Attend?
Senior and mid-level sales and marketing executives
who are involved in structuring, implementing and
growing strategic accounts, as well as cross-functional
managers charged with creating organizational cultures
focused on strategic accounts will all find this program
valuable.
Content is focused primarily on selling services and
industrial products in a business-to-business
environment.
Program Focus
What are Key Accounts?
•
3 Methods to Identify and select Key Accounts
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Determining company comparative advantages
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Setting up company profile
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Segmenting the market
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Analyzing industry level needs and requirements
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Analyzing individual account needs
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The matching process
Developing the offer
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The product offering:
- Product range and product types
- Customization
- After sales service
- Training
- Technical advice
•
The support system:
- Research and development
- Customization
- JIT delivery
- Logistic support
- The price
The Long Term Plan
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Setting objectives
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Selecting strategies
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Selecting the Account Team
The Short Term Plan
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Scheduling of sales calls
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Follow up of deliveries
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Service delivery schedule
Key Account Handling
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Taking on a new account
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The Key Account profile
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Getting organized
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The Key Account Diary
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Internal communication
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Account meetings / Account follow up
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Handing over an account
The Customer-Led Approach
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Putting customer needs first
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Making the customer feel special and valued
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Ensuring there is a 'no pressure' relationship
ACHIEVING BREAKTHROUGH CUSTOMER SERVICE
Program Overview
Many of today's most successful and innovative
companies know that "merely good" customer service
is not good enough. This program is specifically
designed to prepare executives to outdistance merely
good competitors and propel their service to
breakthrough levels. By leveraging the breakthrough
service model, managers learn to target investments in
order to develop employee and customer satisfaction
levels for maximum competitive impact.
Most important, the program affords participants the
opportunity to craft a customized strategy for their own
businesses. They return to their professional roles with
a strategic vision of the service mission, as well as with
the tools and skills to implement breakthrough service
throughout their career.
Return on Investment
•
Implement best practice to ensure internal and
external customer satisfaction
•
Build business through the sale of related
products and services to existing customers
•
Win new business through ongoing referrals from
satisfied customers
•
Value investments in people as much as or more
than investments in tangible assets
•
Create a customer (internal / external) centric
corporate culture
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Link employee rewards to employee performance
at every level
•
Retain current customers and establish a
loyal customer base
Who Should Attend?
This program is intended for a select group of executives
in service, retail, and manufacturing firms who assume
decision-making roles. Typical participants include, but
are not limited to, general managers and executives
responsible for service-related functions such as:
•
•
•
•
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Marketing / Sales / After-Sales / Customer Service
Human resource management
Operations / Quality assurance
Information Technology
Procurement
Program Focus
Customer Expectations
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Emphasize the importance of customer
expectations
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Recognize how expectations are formed
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Define categories of expectations
Governing Forces
•
Present forces that govern customer services
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Compare systematic forces that are not within
the control of participants with those that are
within their control
Moments of Truth
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Provide an opportunity for participants to think
about their own customer service experiences
•
Identify negative customer service behaviors
•
Determine if negative behaviors exist in their
own organizations
Determining Needs: Communication
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Emphasize the importance of listening in
determining customer needs
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Paraphrasing, emphasizing, and questioning
•
Body Language
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Demonstrate the importance of body language in
communicating with customers
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Practice non-verbal behavior
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Positive Language
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Change the paradigm from “what you can’t do” to
“what you can do”
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Practice changing negative statements into
positive statements
Dealing with Anger
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How to deal with angry customer
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Present the “Stages of Frustration”
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To end up with “Win-win” situation
Meeting Needs
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Describe the steps of problem solving
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Give an opportunity to practice problem solving
•
Final Equation Components
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Recognize how to make the moments
memorable
Cost / Benefits
•
Appreciate the financial implications of business
decisions
•
Using calculations that make the difference
CENTER FOR
MARKETING
AND SALES
MANAGEMENT
STRATEGIES IN SALES MANAGEMENT
CENTER FOR
MARKETING
AND SALES
MANAGEMENT
Program Overview
The successful sales manager has discovered that
integrating the sales function with the company’s
strategic planning increases productivity and
maximizes profits. The principles presented in this
program for developing a strategically oriented sales
plan are proven to improve sales performance in
corporations of all sizes.
Return on Investment
•
Focus your sales team’s resources
•
Integrate planning levels to create a competitive
advantage for your firm
•
Identify and correct barriers to the success of
your sales team
•
Develop and coach selling skills
•
Assess your customers’ true needs and buying
motives
•
Identify specific activities that produce long-term
results
•
Identify common barriers to results oriented
management
•
Acquire tools to strengthen your sales skills as a
driver of profitable growth.
•
Understand and shape the interplay between
corporate strategy and sales strategy.
Who Should Attend?
This program is designed for experienced marketing
managers, sales managers, and other managers
associated with developing and evaluating sales
operations.
Program Focus
The Strategic Perspective
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Understanding the strategic intent of your firm
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Models and tools used in strategic planning
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The impact of “street smarts” in strategic
thinking
Financial Aspects of Sales Management
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Measuring the profitability of market segments
and customers
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Financial benchmarking of your sales
organization
Building and Managing the Account Portfolio
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Initiating systems to identify key, target,
maintenance, and “why bother” accounts
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Developing appropriate sales strategies for
each customer category
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Building internal systems to support the value
proposition
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Allocating selling resources for maximum ROI
The Market Plan
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The marketing/sales interface
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The purpose of a market plan: “Focus and Own”
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Understanding the market: Segmentation
analysis tool
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Developing the go-to-market strategy
Structuring the Sales Team
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The drivers of sales success
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The “Balanced Sales Team”: roles and functions
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Structural criteria: effectiveness, efficiency, and
flexibility
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Owning or renting the sales channel
Programming Sales Performance
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Sales leadership behavioral competencies
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Sizing the sales team
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The hiring/training trade off
Understanding Buying Behavior
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Purchasing models
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The one-to-one environment
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Organizational buying
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Selling through distribution
The Sales Team Audit
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Issues in a turbulent economy
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Barriers to success and how to overcome them
EFFECTIVE SALES MANAGEMENT
Program Overview
The program addresses the changing business
environment and the key role that sales management
plays in creating a market-driven organization.
Developing a team-oriented organizational structure
designed to deliver value to customers is the primary
focus.
Participants will learn how to identify and replicate
specific activities that produce long-term results,
identify and overcome barriers to results-oriented sales
management, develop and sustain salespeople’s
motivation, improve the performance of salespeople,
and measure sales effectiveness against meaningful
benchmarks for better-informed decision-making.
Return on Investment
•
Identify specific activities that produce long-term
results
•
Implement time-frame action plans
•
Identify common barriers to results-oriented
management
•
Generate methods to enhance performance of
sales people
Who Should Attend?
Whether you are a newly appointed or an experienced
sales manager who would like to step back and
benchmark your behaviors, this program is appropriate.
The program content is applicable to industrial and
consumer markets, tangible products or services, and
private or public sector firms.
Program Focus
Planning the Sales Program
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The market plan: focus, priorities, and programs
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The account portfolio
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Drivers of sales success
The Role of the Sales Manager
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Job descriptions, functions, and competencies
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Transition from selling to managing
Results-Oriented Sales Management
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Priority activities and time utilization
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Setting objectives and goals
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Assessing leadership style
Organizing the Sales Team
•
Roles of the seller
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Organization and deployment of selling
resources
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Measuring the effectiveness and efficiency of
the sales team
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Sizing of the sales force
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Territory and account management
Recruiting and Selecting Sellers
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The hiring/training tradeoff
Training Issues
•
Role of the sales manager
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Sources of training
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Program content
•
Sales process models
Diagnosing and Improving Sales Performance
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Identifying performers and non-performers
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Sources of information
•
Factors impacting the numbers
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Coaching
•
Performance appraisals
•
Motivation models
Building a “Can-Do” Sales Culture
CENTER FOR
MARKETING
AND SALES
MANAGEMENT