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
Business Development
Tracking Grid
Products
New
New
Existing
New
Business
Translation
Core Churn
Core
Markets
Existing
The Product Life Cycle
Maturity
Sales Revenue/
period
Growth
Decline
Introduction
Time
The TALC and PLC Superimposed
PLC – Total
Sales
TALC - Sales from
New Adopters/
period
technology adoption life cycle
(TALC)
Time
Business Development Bands over the
Product Life Cycle
Range of Major Sales-Driven Effort
Revenue
Time
Range of Initial Business
Development for Each Offering
Range of Major
Translation 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?
Customer portfolio strategy matrix
Up-to-date Information
http://resultsbrief.bain.com/videos/0609/index.htm#slide=1
Thank you!
谢谢！
Waldemar Pfoertsch
Professor Business Marketing
CEIBS
699 Hongfeng Road, Shanghai China