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MANAGEMENT GAME

MARKETING PLANNING

THE PRICE

PROFILE AND MAIN TASKS OF A SALES MANAGER

BUSINESS DIAGNOSIS

STRATEGIC ANALYSIS

STRATEGY

STRATEGIC MANAGEMENT PROCESS

ENVIRONMENT ANALYSIS

Detecting the changes that occur in your environment and the impact they could have

ANALYSIS OF THE COMPANY

Assessing the resources and capacities at its disposal and the level of exploitation thereof

ANALYSIS OF THE COMPANY

Assessing the resources and capacities at its disposal and the level of exploitation thereof

STRATEGIC ANALYSIS

ANALYSIS OF THE ENVIRONMENT

THE ENTERPRISE ENVIRONMENT AND THE ENTERPRISE SYSTEM

Organizations are open systems, the acceptance of these two premises decisively influence the life of the company and its direction

ENVIRONMENT TYPES OR LEVELS

GENERIC ENVIRONMENT

It is the external medium that surrounds the company

SPECIFIC ENVIRONMENT

It is closer and its modifications affect the organization in a more direct and particular way

CHARACTERISTICS OR DIMENSIONS OF THE ENVIRONMENT

These two aspects, change and configurator agents determine three dimensions

STABLE ENVIRONMENTS VS DYNAMIC ENVIRONMENTS

The key variables are the speed and intensity with which the defining parameters of the environment in question are altered

CERTAIN ENVIRONMENTS VS UNCERTAIN ENVIRONMENTS

The styling variable is the predictability of evolution

SIMPLE ENVIRONMENTS VS COMPLEX ENVIRONMENTS

the key element is the number of factors that make up an environment

ANALYSIS OF THE GENERIC ENVIRONMENT

The world outside the company that has influence in its management can and should be systematized to facilitate its monitoring and analysis

ECONOMIC ENVIRONMENT

It collects the elements related to economic conditions

LEGAL POLICY ENVIRONMENT

It contemplates the interests of the different power groups

SOCIAL CULTURAL ENVIRONMENT

Incorporates people's beliefs, values, attitudes and ways of life

TECHNOLOGICAL ENVIRONMENT

It encompasses all factors with possibilities and technological changes

ECOLOGICAL OR ENVIRONMENTAL ENVIRONMENT

Integrates all factors related to the environment

ANALYSIS OF THE SPECIFIC ENVIRONMENT

STRUCTURAL FACTORS AND CHARACTERISTICS OF THE DEGREE OF ATTRACTIVENESS

• Concentration level

• Size

• Pace and potential for growth

• Degree of maturity

• High fixed costs

• Overcapacity

• Differentiation potential

• Degree of rivalry of the companies

• Existence of exit barriers

• Existence of barriers to entry

• Uncertainty

• Existence or potential of substitute products

• Client bargaining power

• Supplier bargaining power

RIVAL COMPETITION

The degree of competition in a sector will be greater

POTENTIAL COMPETITORS

They are those which, not currently operating in the same sector in which the company carrying out the analysis is, could reasonably be introduced into the

BUYERS

The bargaining power of buyers

SUPPLIERS

Attempt to improve your profitability levels

SUBSTITUTE SERVICES PRODUCTS

They are all those who meet the same need of customers

ANALYSIS OF THE SECTOR FROM THE PERSPECTIVE OF THE VALUE SYSTEM Assimilating to the concept of Business System, a chain of activities that flows from research and product development to marketing

INTERNAL ANALYSIS

ANALYSIS OF RESOURCES AND CAPABILITIES

Identify the nature of different resources and capabilities of organizations

VALUE CHAIN ANALYSIS

It is based on a classic tool that introduced Porter Value Chain sequentially

SUPPORT ACTIVITIES SUPPORT

Related activities

· Supply

· Technological evelopment

· Hr Management

· Infrastructure

PRIMARY ACTIVITIES

The company performs directly on the product or service it offers

· Internal Logistics

· Manufacturing

· External Logistics

· Marketing

· Services

TANGIBLE RESOURCES

Financial and Physical

INTANGIBLE RESOURCES

Technological, Reputation and Human

PHASES OF A STRATEGIC ANALYSIS

• Identification of resources and capabilities

• Study the relationship between resources and capabilities

Assessment of resources and capacities

*Assessment of strategic importance

*Assessment of relative strengths

ESTABLISHMENT OF THE SWOT AND DETERMINATION OF THE OVERALL COMPETITIVE POSITION OF THE COMPANY

The proposed strategic analysis concludes with the DIAGNOSIS OF SWOT

OPPORTUNITIES AND THREATS

Factors arising from external analysis have a positive or negative impact

STRENGTHS OR WEAKNESSES

Factors that, derived from the Internal analysis, have a positive or negative impact

PURPOSES

* Serves to help break down strategic questions and associated issues

* Strategic analysis forms the basis for the formation of parts and fragments of discernment.

* It guides us in the reconstruction of the parts and fragments of discernment

ANALYSIS OF OPPORTUNITIES RESPONSE

It brings together a number of strategic analysis tools and techniques that collectively have the potential to produce very useful insights.

ü Market Opportunity

ü Knowledge of the company

FIRST STAGE CONTEXTUAL ANALYSIS

We can use the system to help develop an understanding of the organization's external environment

SECOND STAGE STRATEGIC ANALYSIS

Based on the outcome of this activity, resources and capabilities are reconfigured

ANALYSIS OF THE SINGLE COMPETITION SPACE

The system is based on an ingenious readjustment of known strategic notions

STRATEGIC CONDITIONS LIMITE

These conditions define for the organization

* What distinguishes it

* Where this value proposition delivers

UNIQUE COMPETITION SPACE

Provides a graphical description of the company's strategic boundary conditions

UNIQUE COMPETENCE SPACE EXTENDED ANALYSIS LEVEL

They poll in this way the internal and external competitive contexts of the organization

THE COMPETITIVE FRONT

Represents the boundary conditions that determine the competitive front for competitors in the organization

THE MOBILIZATION OF DOMESTIC RESOURCES

Represents the internal mobilization interface of the organization

THE INTERFACE OF THE CLIENT

Represents the adjacent area of the organization with the customer

a process that allows to establish the strengths and weaknesses, the restrictive forces, the dynamics of change, the operational system and the health of an organization

STEPS TO MAKE A DIAGNOSIS

*PREPARATION

*ANALYSIS

*DEFINITION OF THE SITUATION OR NECESSITY

*ACTION PLAN

*DRAFTING OF THE DIAGNOSTIC REPORT

METHODS TO MAKE A BUSINESS DIAGNOSIS

*DIAGNOSTIC RESEARCH BY A COLSULTOR

*ANALYSIS OF THE PHILOSOPHY OF THE MAIN LEADER

*INTERNAL SEMINAR ON CORPORATE STRATEGY

*STUDY OF THE DESIGN OF THE ORGANIZATION

*APPLICATION OF DIAGNOSTIC INSTRUMENTS

*DISCUSSION ON THE CONSULTANT'S PROPOSAL

*SELF-INVESTIGATION OF BUSINESS DIAGNOSIS

The strategic plan defines the company's overall mission and sets objectives for each UEN

SUMMARY FOR EXECUTIVES

Allows senior management to quickly understand the main aspects of the plan

CURRENT MARKETING SITUATION

The marketer provides information about the topics

*DESCRIPTION OF THE MARKET

*PRODUCT REVISION

*COMPETITION

*DISTRIBUTION

THREATS AND OPPORTUNITIES

The manager studies the future and visualizes the main threats and opportunities facing the product

OBJECTIVES AND PROBLEMS

Setting objects and considering problems

MARKETING STRATEGIES

It is the marketing logic by which the business achieves its marketing objectives

*TARGET MARKETS

* MARKETING MIX

* LEVEL OF MARKETING EXPENDITURE

ACTION PROGRAM

Answer the following questions

*What will be done

*When It Will Be Done

*Who is responsible for Doing So

*How much it will cost

BUDGET

Action plan support budget, for declaration of profits and projected losses

CONTROLS

The controls that will be used to monitor progress are established

UTILITY OPTIMIZATION PLANNING

Quantitative relationship between sales volume and the various elements of the marketing mix

CONCLUSIONS ON MARKETING PLANNING

The price of a product is the amount that the buyer must pay to the seller in order to own that product.

REVENUE

They should be the highest

EGRESSES

These directly influence costs and benefits

OBJECTIVES IN SETTING PRICES

Before setting a price the management has to clarify the market of the company

MAXIMIZING CURRENT UTILITY

Estimates the level of demand and total income at every possible price

MARKET SHARE LEADERSHIP

This is associated with achieving a dominant market share

SKIM THE MARKET

Take advantage of the fact that some buyers are willing to pay a higher price than others because the product has a high current value to them

LEADERSHIP IN QUALITY PRODUCTS

Adopt the goal of being a leader in quality products in the market

MARKETING MIX STRATEGY

Develop a new market mix strategy that helps you achieve your marketing goals

IMPORTANCE OF PRICING

It's a problem when a company develops new or different products

COST-ORIENTED PRICING STRATEGIES

*Profit Margin Pricing

*Target pricing

DEMAND-DRIVEN PRICING STRATEGIES

*Pricing using the perceived value

*Pricing for differential demand

*Customer-based

* Based on product form

*Place-based

*Time-Based

COMPETITIVELY ORIENTED PRICING STRATEGIES

It is not necessary to be assigned the same price as that of the competition

FIXING OF PRICE ACCORDING TO THE CURRENT RATE

Try to keep your price at the average level assigned by the industry

FIXING OF PRICES FOR TENDERS

Tenders for the manufacture of equipment and employment contracts

GENERAL PRICE DETERMINANTS

The company works with variable margins of maximum and minimum profits, revenue, costs and sales volume taking into account

*Normal demand

*Reverse demand

*Production capacity

*Means of support

*Quality and price

*Competence

*Characteristics of the potential consumer

*Substitute products

*Monopoly products

*Targeted pricing

*Market price

*Price levels

PRICE FUNCTION IN MARKETING

Prices in a suggestive manner and appropriate to consumer psychology

* Broken prices

CHANGES IN INITIAL PRICES

Circumstances often lead the seller to investigate the justifications for reducing or increasing the initial price

*Reduction of the initial price

*Initial price increases

*Cost inflation in the world

*Buyer reactions or price changes

*Price elasticity of demand

*Reactions from competitors

*Response or changes in prices

BASIC CHARACTERISTICS FOR THE FIXING OF PRICES

POLICIES AND SYSTEMS OF DISCOUNTS AND REBATES IN PRICES

PRICE TYPES

* MARKET PRICE

* COMPANY PRICE

MARKET-BASED PRICING

*Supply and demand and price rules

*Elements of the final sales price

*Pricing rules

*Sale at a below-market price

*Sale at market price

*Sale at a price above the market

*Factors that influence the choice of sales system

*The type of product

*The type of market

*The average unit sales size

*The nature of competition

*The commercial advantages

*Explanation

*Fixing of specific selling prices

*Pricing policies in a rising market

*Pricing policies in a bear market

*Advantages of the guarantee against the lowering of the price

*Danger of the guarantee against the price fall

PRICE MAINTENANCE

*Price maintenance problems

*Supporters of price maintenance

*Purpose of price maintenance

*Price maintenance and trade restriction

*Price maintenance and conspiracy price

*Price maintenance and monopoly

FIXING OF PRICES TO PRODUCTS IN CONSIGNMENT

* Consignment

RIGHT TO REFUSE TO SELL

INTERNAL FACTORS TO BE TAKEN INTO ACCOUNT IN THE FIXING OF PRICES

*Industrial cost price

*Commercial cost price

* Net profit

*Final selling price

PROCESS FOR SETTING THE PRICE

PRICING POLICIES FOR NEW PRODUCTS

*Preliminary aspects

*Functioning of the market

*Study of the suitable price

*Price relations

PRICE DISCOUNT AND DISCOUNT SYSTEMS

*Importance of discount rules

*Commercial discounts

*Commercial discounts to different types of buyers

*Quantity discount

*Discounts by quantity and period

*Geographic discounts

*Deferred maturities

*Functional discount

MAIN TASKS

*The seller develops business

*The manager develops people

*The seller's task is lonely

*The seller is the player

*The seller has a rebellious attitude

*Seller sells products and services

*Seller seeks to talk to customers

*Seller must retain

*The seller detects needs

PROFILE

*They are strong in communication

*Effective communication

*Good listening

*They are organized

*They are persuasive

*They are conciliators and mediators

*Ability to choose

*Creative

*Service attitude

*Motivators

SALES PLANNING AND BUDGETING

*Those who believe that we must choose very high objectives

*Those who believe it is better to insure themselves with goals

*Those who choose realistic and dynamic goals.

RECRUITMENT, SELECTION AND INITIAL TRAINING

SELL IDEAS TO YOUR TEAM

The four most common mistakes

*Suppose

*Believing there are no ways to convince

*Thinking that one meeting is enough

*Transmit the idea as if it were your own or the directory's

GENERATE OPPORTUNITIES FOR YOUR SELLERS

*Negotiate with allied companies

*Analyze your sales formula

GET INVOLVED IN MARKETING DECISION-BASED

MONITORING, EVALUATION AND CONTROL

*SALES EFFECTIVENESS

Number of contacts vs sales

*COLLECTION EFFECTIVENESS

Number of sales signed vs sales charged

*TIME SPENT PER SALE

From first contact to closure

*MARKETING OF GREATER CALL

Which media attract more calls, visits or emails

* MARKETING MAY EFFECTIVENESS

Which media have the highest sales results

* SELLER GROWTH

Measuring the race they are running against themselves

* TIME AND FORM OF TIME SPENT ON SALE

How to manage time and what are the activities of the best seller, to transfer a successful

format to the rest

MAINTAIN A GOOD ORGANIZATIONAL CLIMATE

*CONFLICT MANAGEMENT

MANAGE SALES MANAGEMENT

PLAN SALES

*Collection of information

*Goal setting

*Strategy development

*Program development

*Budget

COMPENSATION, MOTIVATION AND DIRECTION OF THE SALES FORCES

DEVELOPMENT AND TRAINING OF YOUR SALES FORCE

*International conferences

*Extracurricular or diploma courses

*Open trainings

*Closed and tailor-made trainings for your company

*Training capsule

TRAIN AND STAY INFORMED

It is a plan to manage an issue and is oriented to achieve a goal following a pattern of action

AUTHORS OF DEFINITIONS

*Alfred Chandler

*Kenneth Andrews

*Michael Porter

*Richard Rumelt

TYPES OF BUSINESS STRATEGIES

They are based on upgrade plans to manage a business or line of business

CORPORATE OR DIVERSIFIED STRATEGY

It covers the level of the whole company contemplating several businesses, the strategies are formed from measures that establish a business position in different industries and from the approaches that are used to conduct the business group of the company

BUSINESS STRATEGY

It is the action plan that the administration formulates for a business

HORIZONTAL STRATEGY

Is responsible for the goals and strategies of business activities

ALLIANCES STRATEGIES AND PARTNERSHIPS

Help determine presence in competing markets

MERGER AND ACQUISITION STRATEGIES

Strengthen the competitiveness of the company

PROGRESSIVE OR REGRESSIVE VERTICAL INTEGRATION

Role of the strategy only if it strengthens the position of the company

OFFENSIVE STRATEGIES

They usually target the strengths or weaknesses of competitors

DEFENSIVE STRATEGIES

Protect a company's position

PRESENTED BY

JAVIER FERNANDO PELAEZ RIVEROS

MANAGEMENT GAME

2021