BADM 366 - Assignment 2 Kathleen Gracey
All companies must have established processes which aid in developing and supporting sales. In manufacturing companies, the sales management process is one which the company monitors and measures each staff member's ability to support sales and to sell to customers. The first step a sales manager must perform is to develop the strategic sales program or sales plan. This step involves setting objectives for the company, organizing the salesforce and selling function, forecasting sales, and developing account management policies and relationships. The second step in the sales management process is the implementation of the Sales Plan. This step includes sales force recruitment, selection, and
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The manufacturing company has 866 employees and in 2015, had a revenue of 249.9 million, with 64% of sales being exported. Canada Goose credits its success to its marketing strategy which stresses “Made in Canada” (Rogers Media Inc., 2016). When many Canadian clothing companies began to outsource clothing production to other countries, Canada Goose stayed at in Canada and soon people began to see Canadian-made outerwear in a more positive light and appreciated Canada Goose’s effort to stay Canadian made. Today Canada Goose is extremely popular, with products being sold in over 40 countries in various high end retail stores such as Saks Fifth Avenue, The Hudson’s Bay Company, and Holt …show more content…
Canada Goose might want to consider expanding sales channels to their own shops, smaller shops, and online retailing to allow customers in more rural areas to purchase their products easily. If the company can establish a better customer relationship it will help build a loyal customer base which will increase sales. Additionally, the company may want to expand their line of jackets to other similar products which will expand the products purchased by not only loyal customers but will also attract customers that may want outerwear products other than
A positive to expanding to Canada is that Canadian shoppers are similar to American shoppers, ideally making this a good target market for growth (Fiorletta, 2015). In an interview regarding expansion in Canada, CO-CEO Walter Rob said, “Our efforts in Canada are part of the effort to grow.” “We think the opportunity for fresh, healthy foods is larger now that it’s ever been”. “And we intend to grow as fast as we have ever grown — 40 new stores next year, 42-44 for the following year.” “That’s 10% square footage growth on top of 15 million square feet of retail we already have.” “People have said maybe we should stop our growth.” “I said, no, we are not going to do that because our strategy is working.” “There’s no reason to stop.” “There’s every reason to keep going.” (Vieira,
Northern Rush faces four small business competitors. With their shipping prices to Canada and the fluctuating exchange rates driving the price up, U.S.-based DormCo and DormItUp won’t present as much of a threat to Northern Rush as the Canadian competitors. The Canadian competitors have the advantage in their greater choice of items and colours. Both Residence Linens and Dorm Essentials give buyers the ability to customize their
...han a mercantile operation. This is evident through the rise of competition in the market, which prompted HBC to change to a corporative framework to carry out its operations. Furthermore, decreasing demand and supply of fur was weakening HBC. Focusing on other goods, rather than fur indicated that the company was reforming from its mercantile philosophy and exploiting other markets through a corporative framework. Lastly, the mercantile management was another declining factor to HBC’s operations. Leaders like George Simpson advocated a corporate management style so that it does not contradict with current Canadian economic environment. On the whole, it was important for HBC to transition to a complex corporate framework in order to survive through the transition. This transition initially progressed Canada towards the confederation and made its own stand globally.
Target, a high-end discount department store, hoped to continue expanding and adding to the company’s 1,752 stores, by purchasing 200 Zellers stores, located in Canada. One of Target’s, longtime goals was to expand into Canada , and after a decade, the company took a jump across the border (Shaw, 2011). Because many thousand Canadians hold a Red Card, Target’s reward card, Target assumed this would be a successful expansion, increasing the amount of US brands that encompass Canada’s market. Target spent a year converting the Zeller stores, altering and renovating them to transform them into Target Canada, a subsidiary of Target (Shaw, 2011). They opened 124 stores in locations all over Canada, hiring back only one percent of the former Zellers employees, desiring to make a fresh start for the department store chain (Target Refused Zellers Workers).
Owing to the fact that HBC is a parent company, which owns and operates Zellers, Home Outfitters, Lord & Taylor, Designer Depot and Sportarena, it has been challenging in order to manage all to be profitable. In 2013, Baker added one more company to its list, that HBC bought an American fashion apparel retailer Saks Fifth Avenue(Saks), and it is successfully opened in Toronto in 2016. Moreover, it is noticeable that HBC’s new CEO and management team seeks for a growth. According to company’s official goal, which is more commonly known as a mission statement, it states, “HBC targets $1.5 billion in incremental sales and revenue” (“About HBC”), that one of HBC’s main values is Growth-oriented. “We have a 900,000-square-foot store in downtown Toronto,” Baker told the Financial Post after buying HBC in 2008 from American investor Jerry Zucker. “It’s not productive. Instead of having anemic sales in this building that’s too big, why not do something truly exciting?” (Shaw, Financial Post). Additionally, and luckily, Torontonians want Toronto to be more modernized, wherein 2016 John Tory a Mayor of City of Toronto has announced details of a plan to modernize Toronto, (Draaisma, "Tory announces the plan to improve service, save money"). Thus, HBC’s decision of buying and bringing Saks Fifth Avenue to Toronto, a modernized mall with an elegant atmosphere was a rewarding decision and
Holt Renfrew, known today as Canada’s elite high end retailer started out as a simple hat and fur shop in 1837 Quebec City. Offering top quality cosmetic brands and fashion designers, both local and imported (Prada, Gucci, Armani, etc.) , Holt Renfrew provides a uniquely upscale shopping experience for both Canadian men and women. Operating ten stores in Canada, Holt Renfrew offers everything from classics to the most current trends in fashion. Holt Renfrew’s main customer base is high end.
Doug’s first order of business is to meet with the two regional sales managers. He should treat them as team players that are crucial to the development of the new sales force. He will need to be straightforward with them regarding the company’s plans. He should also instruct them to be honest with the brokers should they get wind of the reorganization before a plan is complete. The three will need to devise a structured plan to minimize fallout.
The Rich Picture shows human activities and work processes through use of simple diagramming. From this diagram we can extract the faults of the current system, and aim to improve it. The diagram can relate to current conflicts between the marketing and sales team as they interact with each other to develop marketing strategies.
Strategic marketing involves five crucial processes. The first step in strategic marketing involves identification of the mission of the strategic marketing approach (Bryan 2015). The firm needs to determine the reason it exists in the market in the first place. A succinct definition and description of the firm’s future desires and anticipated achievements that are influenced by current steps. Each product and service offered by the organization must contribute towards the achievement of the company’s mission.
Now that we have discussed how sales and marketing should share revenue accountability, we are now going to step through each of the four steps of our buying process; Research, Tryoritize, Buy and Optimize. It may be difficult for marketing teams to change their mindset and see its value in a different way going forward.
In past few years, companies and industries of various sizes have become aware that they need to improve business processes such as product development, order fulfilment, planning, distribution, and customer service. So everybody is now focusing on doing process improvement or redesigning.
Strategic management is the “identification of one or more sustainable competitive advantages a firm has in the markets it serves (or intends to serve), and allocation of resources to exploit them” (Business Dictionary, 2016). In order for industries and organizations to thrive, they must have strategies in place and strategic management processes to stay competitive, profitable, attractive to stakeholders, and to sustain advantages that set them apart from other competitors (Barney & Hesterly, 2015). The strategic management process involves a set of procedures that lead to choosing a strategy that will eventually lead to competitive advantage (Barney & Hesterly, 2015). The six steps of the strategic management process involves defining
Section 1: Introduction and situational analysis. The current situation that exists in today's sales environment is that sales must be made to sustain the life blood of a corporation that provides goods and services. Revenue drives a sales team and lack of revenue can bring down an entire team, group, sales force and possibly, the company itself.
All sales persons must know that when the prospective buyer is “ready” then YOU should be ready by having all of your paperwork and information on-hand, and they also need to make sure the sale is to the right person that knows exactly what they are buying. A sales person should “never ever, EVER quit, because if you do- the competition is going to take your place.” (Rick Brown, Segment 4). Stage seven, following-up and servicing customers, is the last and final stage in the selling process, but hopefully the beginning of a long-term customer relationship. A sales representative may have to actually work the hardest at this stage to provide its customers with post-sale customer service.
Step 1, need recognition: the organizational buying process is a form of problem solving resulting from a buying situation that is created when someone (the purchasing manager, the consulting manager or as regulatory requirement) in the organization recognizes a problem that can be solved through some buying action so that the discrepancy between a desired outcome and the prevailing situation can be resolved.