By Janet Rubio, Patrick Laughlin
Introduces a strong, ten-step method of forging robust, life-long relationships with any company's most useful shoppers
Two former Dell executives became Fortune 500 experts demonstrate the really effectively, ten-step application they instituted on the world's number-one computing device producer for locating ecocnomic consumers, construction and preserving lasting relationships with them, and allocating assets in line with their bottom-line price: the Direct effect development procedure. Rubio and Laughlin use interesting and instructive case reviews in accordance with their studies at Dell, Xerox, Citibank, Mercedes Benz, Braun, and different most sensible foreign agencies to illustrate the procedure in motion and its exceptional results.
Janet Rubio (Austin, TX) led Dell's direct advertising and marketing and catalog courses and oversaw its 20 million greenback promotional finances. In 1998 she based Direct effect, a most sensible nationwide advertising service provider focusing on aiding businesses speed up and keep an eye on progress. Patrick Laughlin (Austin, TX) left IBM, the place he used to be the company's top-ranking salesman, to affix Dell as a advertising and marketing supervisor. At Dell, he built a number of revenues courses and patron review instruments.
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Extra info for Planting Flowers, Pulling Weeds: Identifying Your Most Profitable Customers
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We’ll discuss techniques and methodologies for preparing and communicating sales schedules, 42 Building the Value Segments assigning tasks, refining target lists, developing scripts, preparing customer presentations, preparing correspondence, readying measurement, and tracking report templates. These are the nitty-gritty details of Structured Selling—a sales methodology that is uniquely suited to compliment your direct marketing activities. Structured Selling is a system for boosting sales results by implementing four major components of a disciplined approach to your market—account planning, marketing programs, sales calls, and ongoing interaction.
Market management measurement looks at numbers of new customers, spending rates, and numbers of customers lost. 3. Business health indicators include actual sales, order value, close rate, and more. 4. Measuring opportunities involves metrics for customers buying one product or more than one, one category or more than one, and so on. 5. To quantify promotional history, gauge promotional costs, times, and methods. Overview: It Takes a System 43 6. Finally, response history shows which campaigns people responded to, their method of contact, methods of payment, and other measures.
Corporate culture teaches you that if you are going to fail you’d better be able to show that you covered all your bases. Corporations have an even bigger problem than the way they pursue their corporate objectives. Many times, they get off on the wrong foot from the beginning by picking the wrong objectives, ones that don’t truly dovetail with their business interests, are unrealistically aggressive, or too conservative. This unfortunate result is built into the fact that corporations tend to pick one school of objective-setting and neglect all others.