Chapter 3 #2 - When is a company’s competitive advantage most likely to endure over time? A company’s competitive advantage is most likely to endure over time when the company has built barriers to imitation‚ which make it difficult for a competitor to copy the company’s distinctive competencies. Another element needed is the ability to quickly react to changes in the customer’s needs and have a high absorptive capacity in order to identify‚ value‚ assimilate‚ and use new knowledge. Lastly‚ the
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1. The four core beliefs of value-added selling are as follows. The first belief in value-added selling is trust. If the customer does not trust the salesperson‚ how are they going to even trust the company. Building trust between the salesperson and customer results in the customer being comfortable doing business with salesperson and the price of the sale may not be as big of an issue. The second core belief is people want to get as good as they give. For this belief both the seller and buyer
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Content CHAPTER 1 - INTRODUCTION 1.1. Background of the Study 1.2. Statement of the Problem 1.3. Objectives of the Study 1.4. Significance of the Study 1.5. Scope and Limitations of the Study CHAPTER 2 – REVIEW OF RELATED LITERATURE 2.1. Sales 2.2. Customers 2.3. Policy on Granting Collection on Accounts Receivable 2.4. Treatment on Uncollectible Accounts CHAPTER 3 – RESEARCH FRAMEWORK 3.1. Theoretical Framework 3.2. Conceptual Framework 3.3. Operational Framework CHAPTER 4 – RESEARCH
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Personal Selling & The Marketing Concept Personal Selling - A Definition and a Philosophy Personal Selling is a process of developing relationships; discovering needs; matching the appropriate products with these needs; and communicating benefits through informing‚ reminding‚ or persuading. The development of a personal selling philosophy for the information age involves three prescriptions: 1) Adopt marketing concept. 2) Value personal selling. 3) Assume the role of a problem solver or partner
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Business Project Management MGT 172 Chapter 2: Organization Strategy and Project Selection April 8‚ 2010 UCSD – MGT 172 - Business Project Management This information may not be used or reproduced without prior written approval of the authors. Some content © 2008 The McGraw-Hill Companies‚ All Rights Reserved Slide 1 Class Roadmap April 8‚ 2010 UCSD – MGT 172 - Business Project Management This information may not be used or reproduced without prior written approval of the authors. Some content
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LMTSOM 12 Personal selling Managing Sales Force PRATEEK PARBHAKAR 501204032 Contents Personal selling 3 The personal selling process consists of the following steps 3 Sales Management: 5 The Sales Funnel (or Sales Pipeline) 5 Sales tips 7 Sales promotion 8 Sales Promotion Strategies 8 Advantages 9 Disadvantages 9 Managing Sales Force 10 Designing of the Sales Force 11 BIBLOGRAPHY 12 Personal selling - Personal presentation by the firm’s sales force for the
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3 costoReview Questions: CHAPTER 3; Cost Volume Profit True/False 1. Determining the number of units that must be produced in order to generate enough profit to cover total fixed costs is one reason for using a break-even analysis. 2. An expected value is the w eighted average of the outcomes‚ based on the percentage combinations of the incomes. 3. Which of the following statements about net income (NI) is TRUE? a. b. NI = operating income plus income taxes. NI = operating income
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is more than just “telling and selling.” * Marketing is a process by which companies create value for customers and build strong customer relationships to capture value from customers in return * Today‚ marketing must be understood not in the old sense of making a sale – ‘’telling and selling’’ – but in the new sense of satisfying customer needs. If the marketer does a good job of understanding consumer needs; develops products that provide superior value; and prices‚ distributes‚ and promotes
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Management August‚ 2009 Salesperson Professional Selling and the Effect on Buyer and Salesperson Relationship Maznah Wan Omar Faculty of Business Management‚ Universiti Teknologi MARA Kedah‚ Malaysia Tel: 60-4-4562-550 E-mail: maznah199@kedah.uitm.edu.my Kamaruzaman Jusoff (Corresponding author) Department of Forest Production‚ Faculty of Forestry‚ Universiti Putra Malaysia 43400 UPM Serdang‚ Selangor‚ Malaysia Tel: 60-3-8946-7176 E-mail: kjusoff@yahoo.com Mohd Noor Mohd
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Marketing Management Case Analysis: OMNITEL PRONTO ITALIA‚ SHOWING HOW CUSTOMER VALUE CAN BE CREATED Diagnosis: Telecom Italia Mobile (TIM) had a monopoly over the Italian Communications Market. It generated 97% of Italy‟s 7.5% market penetration‚ also until Omnitel‟s entrance into the market because of the lack of the competition‚ TIM didn‟t incur the huge marketing costs. TIM‟s marketing strategy was primarily directed towards the uppers echelons of Italian society. Omnitel entered the market
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