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Quote:

"The future is already here; it's just not evenly distributed!"

William Gibson

 

You MUST continually ask yourselves:

"Are WE showing the right attitude, commitment and determination and doing ALL that we can to support our company's objective of delivering customer value and satisfying OUR customers needs, wants and desires as well as making it easy and pleasurable to do business with OUR company?"

ISDS

 

Sales & Marketing (cont)

Winning long term relationships are vital for sustainable success with RoI throughout the whole supply chain a key determinant of that success. After all, WHY should anyone remain committed to an ongoing relationship unless there is value for them within the relationship?

Positioning in the supply chain and marketplace is therefore vital for the management of RoI; perceived and delivered. Yet how many enterprises are unaware of and therefore do not manage, the specific value they add or their own drivers of that value?

Simply tracking revenue, gross margins and operating profit via management accounts is just not good enough. Tracking these purely financial metrics, whilst important to the enterprise, is firstly measuring historical performance and secondly only tracking the 'outcome' of a great deal of non-financial effort. If this 'effort' is not defined and managed, how can you be efficient and effective in maximising the RoI 'outcome' coincidental with the delivery of value to your customer; thereby facilitating an on-going relationship?

With a great deal of experience in truly global b2b S&M and chairmanships in a b2b/b2c digital media agency and a b2c e-commerce enterprise, ISDS has developed an approach to ensure proper alignment of the S&M strategic plan with the Vision and hence corporate objectives of the enterprise AND one that is fully engaged with internet technologies and techniques.

This integrated process driven approach provides the following benefits:

- Key Value Drivers are identified and properly aligned with customer value    delivery

- Market positioning and objectives plus differentiated routes to market are    defined

- Financial outcomes are tracked against and aligned with non-financial value    drivers

- Market segmentation, routes to market and client profiles are easily aligned    with corporate objectives

- The S&M business development process is efficiently and effectively aligned    with strategic and corporate objectives

- Pricing is based upon delivered (perceived) value and not cost and the sales operation, structrure and action plan is aligned with enterprise objectives

- The complete S&M programme is aligned for best fit with both traditional and    contemporary (internet) technologies and techniques

- Enterprise positioning and value delivery are easily aligned with enterprise    business model and organisational structure for improved co-operation, co-ordination and communication between departments

- Budgets are defined and managed via value as a live process as opposed to a    financial straight-jacket

- Sales incentive programmes and bonus structures are more easily defined    and aligned for enterprise benefit

- International business expansion is effectively planned and managed