cara yang termudah untuk menulis rancangan pemasaran

1. STRATEGI PEMASARAN
Arriffin Mansor
1

2. Value Creation Model:
Value Creation/
Destruction
Operating Income - ( Total Assets x WACC )
Gross Profit - Cost
Structure
Current
Assets + Fixed Assets + Long Term
Liabilities
Revenues - Cost of
Goods
Working
Capital + Other Assets
& Liabilities
Inventory
+
Debtors
-
Creditors
2

3. Value Creation/
Destruction
Operating Income - ( Total
Assets x WACC )
Gross Profit - Cost
Structure
Current
Assets + Fixed
Assets + Long Term
Liabilities
Revenues - Cost of
Goods
Working
Capital + Other Assets
& Liabilities
Inventory
+
Debtors
-
Creditors
3

4. THE STRATEGIC GAPS
• HOW MUCH GROWTH IS LEFT IN MY CURRENT
MARKETS? CUSTOMERS?
• WHERE WILL MY FUTURE GROWTH COME FROM?
• HOW WILL I CAPTURE MARKET SHARE?
• WHAT ARE THE COMPONENTS OF MY
DIFFERENTIATION STRATEGY?
• WHERE DO I GENERATE PROFITS? WHERE COULD I
GENERATE PROFITS?
4

5. P Which segments /
customers will we
CUSTOMER
TARGETS
O concentrate on ?
S
I
T Whom will we COMPETITOR
I challenge for these
customers?
TARGETS
O
N
I
N What incentives will we
provide to get them to
CORE
STRATEGY
G buy from us… rather
than from competitors?
5

6. THE ACCOUNT PORTFOLIO
Strong Weak
High
Selectively
Invest / Grow Invest
ACCOUNT
ATTRACTIVENESS Manage for
Maintain Cash /
• Size Withdraw
• Growth Low
• Profitability BUSINESS STRENGTHS
• Location
• Purchasing criteria and
processes • Product range
• Current suppliers • Product efficacy
• Status of customer • Service quality
(prestige) • Price
• Technical services
• Reputation/image
• Past experience
• Quality of sales staff
• Quality of relationships
6

7. ACCOUNT PORTFOLIO ANALYSIS
Strong Strength of Position Weak
High KEY TARGET
Attractiveness: Attractiveness:
Accounts are very attractive since they Accounts are potentially attractive
offer high opportunity and sales since they offer high opportunity, but
organization has strong position. sales organization currently has weak
position with accounts.
Sales call strategy: Sales call strategy:
Accounts should receive a high level of Selected accounts should receive a
sales calls since they are the sales high level of sales calls to strengthen
organization’s most attractive the sales organizations position.
accounts.
Account
Opportunity MAINTENANCE WHY BOTHER
Attractiveness: Attractiveness:
Accounts are somewhat attractive since Accounts are very unattractive since
sales organization has strong they offer low opportunity and sales
position, but future opportunity is organization has weak position.
limited.
Sales call strategy:
Sales call strategy: Accounts should receive no field sales
Accounts should receive a moderate calls and a minimum of inside sales
level of sales calls to maintain the resources.
current strength of the sales
organization’s position. And, efforts
Low should be made to replace field sales
calls with telephone sales.
7

8. ACCOUNT SEGMENTATION AND PRIORITIZATION
High KEY ACCOUNTS TARGET ACCOUNTS
(Your competition’s Key Accounts)
• 10-20% of your account base • Gets very little attention
ACCOUNT ATTRACTIVENESS
• 80% of your GP$
• Receives less than 50% of
your resources
MAINTENANCE ACCOUNTS WHY BOTHER? ACCOUNTS
• 40-45% of your account base • 30-40% of your account base
• Less than 5% of your GP$
• 10-15% of your GP$
• Receives 20-30% of your
• Receives 30-40% of your resources
resources
• Creates 90% of your
Low ―headaches‖
8 Strong YOUR STRENGTH OF POSITION Weak

9. 10 LANGKAH RANCANGAN PEMASARAN
9

10. 3 ways of doing business – M. Porter
Mass Product
production Differentiation
and cheap and premium
pricing pricing
strategi strategy
Niche
Marketing
10

11. 5 Langkah Rancangan Pemasaran`
11

12. Matlamat Perniagaan
PTJ Pusingan Aset Gandaan Ekuiti
• PTJ • PTA • PTE
12

13. CORPORATE PERFORMANCE
ROS
ROA
ATO
ROE
ASSETS
EM
EQUITY
13

14. PEMASARAN
Rancangan
Rancangan Pemasaran
Jualan
Strategi Pemasaran
Rancangan
Keuntungan
Matlamat Pemasaran
14

15. 5 Langkah Rancangan Pemasaran`
1
• Titik pulang kos
1 • Matlamat Pemasaran
• Modal kerja dan Modal Tetap
2 • Strategi Perniagaan
• Segmentasi ,Sasaran dan profile pelanggan
3 • Saiz dan nilai pasaran
• Strategi 4 P
4 • Positioning atau perletakan
• Strategi Pemasaran melaui BSC perspektif
5 • Metrik Pemasaran
• Belanjawan Pemasaran
6
15

16. STRATEGI PEMASARAN
• Margin premium atau murah
Harga • Kuantiti banyak x margin kecil
Produk •Kualiti atau biasa
•Faedah produk diterang dgn jelas
• Media dan saluran yang sesuai
Promosi • Mesej yang sesuai
• kesesuaian
Saluran • Kos saluran
16

17. Cash
CREDITORS
Working Stock
capital
debtors
17

18. Kehendak Manusia
SELF ACTUALISATION
EGO
SOCIETY
SECURITY
BASIC
18

19. Interaksi Pemasaran
Pelanggan
Organisasi Produk
19

20. Penetapan Harga
20

21. PEMASARAN STRATEGIK
1. Senario Ekonomi Malaysia
2. Campuran Pemasaran
3. Analisis Pemasaran (SWOT & Audit)
4. Kajian Kes
5. Penyediaan Pelan Pemasaran Strategik
6. Pembentangan
21

22. PEMASARAN STRATEGIK
Senario Ekonomi Malaysia
• Perniagaan ialah 1 unit drpd satu sistem ekonomi
• Perubahan dalam sistem yg besar beri kesan kpd
unit-unit sekeliling
• Kepekaan kpd senario ekonomi semasa beri
kemampuan untuk bertindak ikut rentak sealiran dgn
ekonomi
22

23. PEMASARAN STRATEGIK
Petunjuk-petunjuk utama ekonomi (key economic
indicators):
1. KNK (GDP)
2. Indeks Komposit BSKL
3. Belanjawan Negara
4. Polisi Fiskal
5. Polisi Kewangan
23

24. PEMASARAN STRATEGIK
Senario Ekonomi Malaysia
1. Kepentingan Usahawan
2. Dunia Tanpa Sempadan
3. K-Ekonomi
4. Islam
5. AFTA
24

25. PEMASARAN STRATEGIK
Apa itu Pemasaran Strategik?
• Suatu usaha untuk mempertahankan keuntungan
dan kelebihan kompetitif melalui satu Strategi
Pemasaran yang komprehensif dan terkini
• 3 elemen pokok dlm Pemasaran Strategik ialah S.T.P
(segmentation, targeting, & positioning)
25

26. Sales Force Management
Fall 1999
26

27. Product Life Cycle Impact: The Value Added Wall for
HPBA Companies
Value Added
Sales Services Price
Product
Profits
27 Time

28. Profit Margin Management
Sales
Gross Margin
Net Profit
Net Profit
Margin
÷
Cost of
Goods Sold
Sales Total
Expenses
28

29. Managing Assets: Inventory and
Accts Rec. are the keys
Inventory
Sales
Asset Accounts
Turnover Current Assets Receivable
÷
Total Assets
Fixed Other Current
Assets Assets
29

30. Calculating Return on Assets
Sales
Gross Margin
Net Profit
Net Profit
Margin
÷
Cost Of
Goods Sold
Return on
Assets
Sales Total Expenses
x
Inventory
Net
Profit/ Sales
Total
Assets Asset
Turnover
Current Assets
Accts Rec.
÷
Total Assets
Fixed Other Current
Assets Assets
30

31. Sales management - Outline
• Role of the sales force in corporate strategy
• Trends in personal selling and sales
management
• Functions of the salesperson and sales
manager
• Course overview
31

32. Strategic Leverage of the Sales Force
• Customer focus
• Enhances customer loyalty
• Source of competitive advantage
32

33. Enhances Customer Focus
• Allows a targeted market segment approach
– one customer at a time
– customize sales calls and presentations by needs
– important source of market knowledge and
customer needs assessment
33

34. Develops Customer Loyalty
• Creates high switching costs
– salesperson (knowledge, expertise, relationship)
creates product/service
differentiation, particularly when competitors’
products deliver the same basic benefits
• Loyalty reduces the customers’ price
sensitivity
34

35. Source of Competitive Advantage
• Creates a barrier to entry
– costs of creating a sales force
– market access
• Creates a medium-to-long term competitive
advantage
– unlike advertising (medium-term) or pricing
(short-term)
35

36. Trends in Personal Selling
• Nature of the sales job:
– Informed consultant:
• knowledge of customers, industries and applications
– Process (rather than event) driven
– Team player
– Customer advocate/Market feedback
– Integration of promotional mechanisms (e.g. DTC)
36

37. Trends in Personal Selling
• Nature of the sales manager’s job:
– Decentralized management; greater span of
control
– Automation
– Database targeting/customer data
– Evaluated on team performance (rather than
individual performance)
– Reward in many ways (not just $$)
37

38. Importance of Effective Sales
Management
• Expensive part of marketing strategy
• Cost of call:
– Overall average: $157
– ($239 for a value-added selling environment)
38

39. Sales and Marketing Management
39

40. Drivers Of/Barriers to Change
What’s driving you to What’s stopping you
from making these
make these changes? changes?
40

41. DIFFERENTIATING CUSTOMER SEGMENTS
Customer Segment
ELEMENT OF
STRATEGY KEY / TARGET MAINTENANCE WHY BOTHER
• Order Processing Top priority. Secondary priority. Lowest priority.
• Technical Support Top priority Secondary priority. Not available.
• Training Yes. Yes. Hourly fee. Not available.
• Fill Rates X% Y% 100%. No backorders
ship complete.
• Returns Yes. No restocking Yes, restocking fee Only if over $Y,
fee. of $X. restocking fee of $X.
• On-time Stock items same Stock items same Stock items shipped
Shipment day if order place day if order placed within 48 hours.
by 4:00 p.m. before 1:00 p.m.
• Product Mix Stock & non-stock Stock and non stock Stock, in stock only.
from stock & non- from stocking
stock suppliers. suppliers only.
• Non-stock Yes. Yes, from stocking No non-stocks.
Sourcing suppliers only.
• Minimum Order No minimum. No min. on stock $200.
Size
41 items; $200 minimum
on non-stock items.

42. Perspectives on the Sales Management Function
Traditional View New View
Manager of Scarce
Do-er
Resources
Responsible for Volume Profit Planning
Long Term and Short
Short Run
Term
Customer Types and
Individual Customers
Segment Differences
Field Work Rather Systems for Market
Than Desk Work Analysis, Planning
and Control
Driver Leader
Developer of Sales Developer of People
42

43. Changing Business
Environment The
Leads to Selling
Changing Selling
Ballgame
Environment
Resulting in
 Better Understanding of
Customer’s Needs
Harder to Get and Hold
Customers and It Costs  Better Selectivity
More!
 Better Selling Strategies
 Better Time & Territory
Implications Management
43

44. THE INTEGRATED MODEL
Sales Force Drivers
People and Culture Sales Force Activity
Customer Results
Company Results
44

45. PURPOSE OF A BUSINESS
• Purpose of a business is to create a customer.
• Profit is only a test of management decision making.
• Profit is required to maintain the customer.
• A business only has two primary functions, sales and
innovation, everything else is just cost.
INNOVATION MARKETING
The world according to Peter Drucker
45

46. THE LOGIC
Clarifying and Translating
the Focus and Strategy
 Clarifying the focus
 Gaining consensus
Communicating and Strategic Feedback and
Linking Learning
 Communicating and Clarifying the Focus
 Articulating the focus and
educating
 Setting goals BALANCED SALES TEAM strategy
 Facilitating strategy
 Linking rewards to review and learning
performance measures
Planning and
Target Setting
 Setting targets
 Aligning strategic
initiatives
 Allocating resources
 Establishing
milestones
46

47. STRATEGY DEVELOPMENT
Strategic Value Customers
Extrinsic Value Customers (leveraging supplier’s
(buying beyond product value) enterprise competencies)
Create
Create new extraordinary
value through value for a few
INCREASE sales efforts very large
BENEFITS customers
REDUCE
Lessen cost
COST
and effort of
acquisition
Intrinsic Value Customers
47 (buying on product value alone)

48. Functions of the Salesperson
• Prospecting
• Communicating: two-way
• Allocating & coordinating: company
resources, time
• Servicing
• Helping define marketing strategy
48

49. Functions of the Sales Manager
• Communicate expectations: tell salespeople
what you expect them to do
• Make the work doable: an important
component o the SM role here is removing
obstacles to performance
• Evaluate and give feedback: reward successful
behavior, apply corrective actions for behavior
that is not acceptable
49

50. Course Overview
• Effective Personal Selling
• Strategic Issues
• Tactical Issues
• Industrial Settings
– informed buyers
– discipline of repeat purchase
– often genuine differentiation is possible
50

51. PEMASARAN STRATEGIK
Petunjuk-petunjuk utama ekonomi (key economic
indicators):
1. KNK (GDP)
2. Indeks Komposit BSKL
3. Belanjawan Negara
4. Polisi Fiskal
5. Polisi Kewangan
51

52. Pyramid Metrics
52

53. Course Overview (continued)
• Effective Personal Selling
– What is effective personal selling?
– Business to business selling and the Buyclass
Framework (Case: Lawford Electric)
53

54. Course Overview (continued)
• Strategic Issues
– Vertical Integration (Case: Jamestown)
– Control Systems
– Structuring the Sales Force(Cases: Wright Line &
Siebel Systems
– Sales Force Allocation: Deployment &
Organization (Case: Syntex)
– Territory Assignment & Design
– Strategy for Optimal Sales Productivity
54

55. Course Overview (continued)
• Tactical Issues
– Sales Analysis (Case: Milford A)
– Performance Evaluation (Case: Milford B)
– Compensation (Case:Mary Kay Cosmetics) &
Motivation (Case: IMAGE)
– Selection (Case: IDS) & Training
– Information Systems/Sales Force Automation
(Case: Profiling at National Mutual)
– Sales Force Automation
55

56. Personal Selling
“Everybody lives by selling something.”
Robert Louis Stevenson
Careers in Sales
High demand but not a career for everybody,
but, good experience early in any career…
Negative perceptions
$…$…$
56

57. Personal Selling 7 steps
Selling Process
1. Prospecting
2. Customer Profile
3. Approaching
4. Presenting/Demonstration
5. Handling Objections and Questions
6. Closing
7. Follow-up
57

58. Personal Selling
Sales force activities
– Cultivating new clients
– Communication
– Selling
– Servicing
– Information gathering
– Allocating scarce resources
58

59. Personal Selling
Objectives
Units or $ sold
Market share by territory
Target profit per sale
Maximize sales per $ cost
Maximize number of sales calls per period
…but these mostly conflict…?
59

60. Personal Selling
Salary versus Commission
control…incentive
security…fairness
simplicity…flexibility
60

61. Personal Selling
4 E’s
1. Energy for long hours
2. Enthusiasm for job, product
3. Empathy for customer
4. Ego, victory, desire to win
61

62. Blowing in the Wind Video
Annoying Sales Promotion Works
62

63. Cost-Volume-Profit Graph
Total Revenue
Revenue
Profit Total Cost
Y
Loss
X Unit sold
X = Break-even point in units
Y = Break-even point in revenue
63

64. Profit-Volume Graph
Profit I = (P - V)X - F
Slope = P - V
Units
Loss Break-Even Point
In Units
-F
64

65. Example 3
The Rapid Meal has two restaurants that are open 24
hours per day. Fixed costs for the two restaurants
together total $450,000 per year. Service varies from a
cup of coffee to full meals. The average sales check for
each customer is $8.00. The average cost of food and
other variable costs for each customer is $3.20. The
income tax rate is 30%. Target net income is $105,000.
65

66. Example 3 Cont’d
Compute the total dollar sales needed to obtain the
target net income.
How many sales checks are needed to break even?
Compute net income if the number of sales checks
is 150,000
66

67. Multiple-Product Example
Assume the following:
Regular Deluxe Total Percent
Units sold 400 200 600 ----
Sales price per unit $ 500 $750 ---- ----
Sales $200,000 $150,000 $350,000 100.0%
Less: Variable expenses 120,000 60,000 180,000 51.4
Contribution margin $ 80,000 $ 90,000 $170,000 48.6%
Less: Fixed expenses 130,000
Net income $ 40,000
=======
1. What is the break even point?
2. How much sales revenue of each product must be generated to earn
a before tax profit $50,000?
67

68. Pulangan terhadap ekuiti
Gandaan
Pusingan Ekuiti
Pulangan Aset
terhadap
Jualan
68

69. Pulangan Prestasi Utama
PTE
PTA
PTJ
69

70. KEY PERFORMANCE INDICATORS
A/E =
J/A = GANDAAN
PUSINGAN HUTANG
MODAL
U/J = UNTUNG BERSIH
70

71. KEY PERFORMANCE INDICATORS
A/E =
J/A = GANDAAN
PUSINGAN HUTANG
MODAL
U/J = UNTUNG BERSIH
71

72. Maximising ROS strategies
72

73. Maximising ROA strategies
73

74. Maximising ROE strategies
74

75. Costs plus profit
Variable Fixed
Profit Price
costs costs
75

76. Harga Pengilang
76

77. Harga Jual
77

78. Kos Overhead Syarikat
78

79. Overhead Kilang
79

80. OVERHEAD JUALAN
80

81. Total Capital
81

82. Financial Leverage:
Assets Liabilities
82

83. Harga Kilang
83

84. Harga Produk
84

85. Value Chain
85

86. Strategy Map: Capture a Cause Effect
Relationship from the Bottom Up
Stakeholder
Improved More rapid and
Returns on accessible
Investments services
Internal Process
Economic Reduce Re-Activities Establish Web
Model Process thru ABC/M Based Self Services
& Growth
Learning
Expand Global Leadership Knowledge
Facility Reach Development Management
Investments
Facilities and IT
Human Capital
Fixed Assets Infrastructure
86

87. Managing Assets: Inventory and
Accts Rec. are the keys
Inventory
Sales
Asset Accounts
Turnover Current Assets Receivable
÷
Total Assets
Fixed Other Current
Assets Assets
87

88. Perspektif BSC
88

89. Perspektif BSC
89

90. Perspektif BSC
Kewangan
Pelanggan
Proses Dalaman
Pekerja dan Kemahiran
90

91. KOS DAN HARGA
91

92. Strategi Pemasaran
Perspektif KPIs
92

93. Matlamat Pemasaran
• untung
PTJ • Jualan
• Jualan
PTA • Jumlah Aset
• Aset
GE • Ekuiti
93

94. Produk
isi
Intangible
Jaminan
Bungkusan
94

95. Kualiti Produk
keselamatan
economy
95

96. STRATEGI PEMASARAN
PULANGAN
TERHADAP Kurangkan kos tingkatkan
JUALAN jualan
PULANGAN PUSINGAN Jualan tunai dan belian
TERHADAP ASET secara kredit
EKUITI
GANDAAN Sewa jangan beli
EKUITI Jika beli dengan
pinjaman bank
96

97. Rancangan Pemasaran
97

98. PEMASARAN
Strategi
Perletakan
Segmentasi
98

99. Marketing Plan
Marketing
Product Place Price Promotion
Objectives
Have web
Increase Reduce Price of
New Product Penang based
Market Share product A
promotion
Gain New
Add benefits Direct selling Higher margin networking
Customers
Market Better Existing klang Reducing Price
CRM
Penetration brochures valle channel by 3%
Using web
Improve Sales Reduce
Change packing Increase Price based
Margin marketing costs
marketing
99

100. Strategi Pemasaran perspektif BSC
• Tingkatkan • Tambah
Pulangan Pelanggan
• Syer pasaran • Nilai Jualan
Matlamat Kepuasan
Kewangan Pelanggan
Pekerja & Proses
Latihan Dalaman
• Kompetensi • Masa
• Teknologi penyampaian
baru • Kos menurun
100

101. Rancangan Pemasaran
• Analisis kos, volum dan untung.
• Belian atau harga kilang
• Tunai + penghutang + stok
• Kos Penghantaran
• Overhead Pemasaran
101

102. 14 Langkah Rancangan Pemasaran
Analisis Kos Strategi
Matlamat Segmentasi
volum dan Pemasaran –
Pemasaran Pelanggan
untung 4ps
Belanjawan
7 Langkah Pengurusan Perletakan
Belian atau
menjual Jualan Produk
harga kilang
Ramalan Kos Overhead
Modal Kerja
Jualan Bualanan Penghantaran Pemasaran
Belanjawan Metrik
Pemasaran Pemasaran
102

103. COMPTENCY DEVELOPMENT
Identified Assessment Areas of
Role competencies result improvement Action plan
Dr. MG Jomon, XIMB

104. Current Sales Trend
104

105. Musical stairs
105

106. Soalan soalan jika ada
106

107. “Bottom Line”
A business can no longer rely
on the uniqueness of their
products to retain customers
or grow new sales revenue.
Customers will align their business with strategic
suppliers who understand their business and
bring a unique offering which adds value by
impacting their ―bottom line‖ through increased
sales revenue or reduced costs
107

108. Inadequate Sales Performance
Aware of what No How can goals and standards
was expected be made clear?
Yes
Aware of own No How can the salesperson
performance be sensitized?
Yes
Uncontrollable Yes How to avoid, eliminate,
negative factors or ignore?
No
Yes
Lack of ability How to train?
No
Yes
Lack of want-to How to motivate?
108

109. Evaluating Sales Performance
Data Analysis
Information Observation
Sources
Interview
109

110. Possible Situations...
Fix the
Causes of the problem
problem
are fixable
(ROTI)
Causes of the problem Forget the
are fixable, but problem
not work fixing or
Terminate
Causes of the problem the person
are not fixable
110

111. THE SALES REPRESENTATIVE THINKS…
1. What is expected of me?
 The Planning Process
Priorities
Programs
Processes
The Numbers
2. How am I doing? 3. How do I need to change?
The Feedback Process The Adjustment Process
Metrics Corrective actions
Performance Appraisals Continuous Improvement
Field coaching KIP’s, PIP’s
Meetings  New planning for the
Compensation future
111

112. QUOTES FROM PERFORMANCE APPRAISALS
• ―This individual has talents but has kept them well hidden.‖
• ―Combs his hair to one side and appears rustic.‖
• ―A quiet, reticent, neat appearing individual—
industrious, tenacious, diffident, careful, and neat. I do not wish to
have this person as a member of my staff at any time.‖
• "His leadership is outstanding except for his lack of ability to get along
with his subordinates.‖
• ―He hasn’t any mental traits.‖
• ―He needs careful watching since he borders on the brilliant.‖
• ―Believes sincerely in the power of prayer and it is astonishing to note
how many times his prayers are answered.‖
• ―He never makes the same mistake twice but it seems to me that he has
made them all once.‖
• ―Gives the appearance of being fat due to the tight clothes he wears.‖
112

113. QUOTES FROM PERFORMANCE APPRAISALS–2
• ―Is keenly analytical and his highly developed mentality could best
be used in the research and development field. He lacks common
sense.‖
• ―An independent thinker with a mediocre mentality.‖
• ―Recently married and devotes more time to this activity than to his
current assignment.‖
• ―Tends to create the impression of unpositive personality through
needless and undiscerning gentility and soft spokenness.‖
• ―Of average intelligence except for lack of judgment on one
occasion in attempting to capture a rattlesnake for which he was
hospitalized.‖
113

114. The Key Challenge
G.M.
Sales Productivity =
C.O.S.
Where: G.M. = Gross Margin Dollars
C.O.S. = Cost of Sale in Dollars
Implications
1. Less discounting.
2. Selling higher margin products.
3. Selling more product lines to each customer (cross-selling).
4. Being more selective and discriminating in qualifying
potential buyers.
5. Better use of selling time (deployment).
114

115. SUMMARY
Sales Efficiency Sales Effectiveness
Defined Getting in front of Using skills and abilities
customer at minimum to maximize sales
cost potential
Mechanisms Working harder: Working smarter:
for improving – time management – coaching
– incentives – skills training
– call reports – account strategies
– territory design
Measures – penetration – success rates
– call rates – repeat business
– cost / call – sustainable margins
115

116. MOVING TO ACTION
• Efficiency:
– Can be driven top down
• Effectiveness:
– Acting differently
– Hard to drive top down
– Salespeople and managers do it
Source: The Klompmaker Consulting Group
116

117. Logistics – A Strategic Perspective
• Measured by Cost
• Technology allows firms to manage inventory
they cannot see and sometimes do not own
• Disintermediation
• Creating wholesaler value
117

118. Two Views of Inventory Management
Velocity
Level
118

119. Inside the Buyer’s Mind
• What do you offer?
• What do you offer that no one else has?
• What do you offer of value?
• Does it really fill my need?
• Is it real world?
• Will it work?
• Will it work in our environment?
• How will it impact our people?
• How could it impact our success?
• Will senior management buy in?
• Will my people use it?
• How will we produce as a result of the purchase?
• How will we profit as a result of the purchase?
• Do I trust the people I’m buying from both as people and for their ability to deliver
what they promise?
• How will it come together?
• How do we buy it?
• Do I have the comfort to sign off now?
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120. ABC Analysis Based on Annual Dollar Volume
Annual Dollar Volume Percentages
1 2 3 4
Item Annual Usage Annual Usage % of Total
Unit Cost
(units) (dollars) Dollar Usage
1 4.00 1,000
2 2.50 1,500
3 3.00 5,000
4 30.00 4,000
5 31.00 10,000
6 1.20 8,000
7 25.00 1,500
8 20.00 100
9 8.00 625
10 6.00 2,000
Total 100%
1. Now rank the answers from the highest annual dollar usage to the lowest:
1 2 3 4
Item Annual Usage
% of Total Cumulative % Classification
(dollars)
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