2. • Articulate broad strategic vision and
gain insights into existing business
• Finalize Opportunity
• Prepare Strategy-map

3. 1 ) Opportunity Finalization and
Potential Target :
• Identify clients based on criteria defined.
• Initiate and facilitate discussions with
shortlisted targets.
• Prepare profile of shortlisted targets.
• Conduct target screening for prioritization.

5. Indepth Understanding
Key Steps :
Obtain a detailed understanding of product portfolio
and business capability.
Understand build up of new products.
Determine existing initiatives technical marketers’ sales.
Articulate management perspective on existing business
strengths and weakness in view of overall business
objectives.

6. Methodology :
• Discussion with senior personnel with business product/units.
• High level internal data.
Deliverable : Analysis
• Existing business review.
• Internal capabilities assessment.

7. Long term plans , Identify growth
opportunity and articulate a strategy map.
Key steps :
• Strategic workshop will include top management and
core business personnel
• Strategic workshop will be conducted in 4
modules

8. I. • Outline overall strategic objective and long range
plan.
• Vision.
• Application , products and customer right.
• Revenue , profitability.
Examination of Industry structure and Key segments
IX.
• Segment Market.
• Categorize sub segment based on end user/product
dynamics across each segment.
• Market size estimates for each segment / sub
segment.

9. III. Assessment of underlying growth drivers:
• Key Segments.
• Nature of competition.
Prepare a strategy map which will lead to :
IV
. - Existing gap assessment.
- Opportunity Finalization .

10. Methodology :
• Provide strategic inputs during workshops in the form of
tools , framework and support.
• Contribute in the brainstorming of ideas and collaboratively
engage with participants and guide the team to arrive at an
action oriented agenda.
• Form a steering committee.

11. Deliverable : Definition of high level objectives
Assessment of various segments
 Industry Structure Competition
Growth drivers/inhibiters
Demand/supply gap
Profitability , 5 Entry Barriers

12. Filtration Criteria to Identify Targets
Key Steps :
Define customer based on:
• Revenues
• Key product segment
• Competitive positioning
• Profitability
• Business Risks
• Future Plans
• Factor geographical presence
• Conduct primary research with sophisticated companies
• Discuss and finalize the filtration criteria
• Prepare detailed Evaluation Scorecard

13. Methodology
• In depth secondary research through co-websites, industry reports,
market knowledge.
• Discussion with industry experts , associations, channel
intermediaries
Deliverable
• Filtration Criteria
• Evaluation Scorecards
• Documentation of key findings

15. Markets discover what’s largely invisible
• Enablement stage : Problem definition, solution search, evaluation
and validation.
• Buyers’ journey : Purchase value delivery , Nurture & retain , value streams
expanded adoption , problem definition , solution search , evaluation ,
validation.
1st Step : Separate data by Industry / Role / Segment.
2nd Step : Market research, Interview customers, new accounts , low sale
opportunity , timeline , map your target markets.
3rd Step : Map current marketing activity.
Fund activities that look for specific ………………….

16. What are my inputs ?
• Creating a lasting change.
• How to be an effective leader
• Improve relationship with colleagues such as peers ,
teammates , direct reportee’s others in your organization as well as
build relationship with customers
• Learn how to coach your own employees
• Assuming new responsibilities
• Reinvigorating a stalled recently troubled project
• Finessing a special project with high stakes or significant pressures
• Surfacing and resolving differences between you your
colleagues
• Reviving your personal motivation
• Preparing for increased upward mobility.
• Motivating/Retaining your staff.
• Increasing Personal Productivity
• Managing large or complex projects
• Acquiring or improving personal skills
• Defusing acute tensions

17. Motivate
Lead by Example Inspire
Mentor / Coach
Team work Vision
•Breakthrough performance - Opportunity
•Assumption ………………………. Reality
•Challenge the Changes
•Higher level of performance
•Tools, Strategy, Action Plan
SELF PRESERVATION  Insecurity
Fears
Urgency / Relationship

18. HOW TO STRATEGIZE
Take Away:
•Evaluating the External business environment
•Identifying competition forces that drive industry structure
•Forecasting Industry evaluation
Knowing your Competitors:
•Recognizing your current / future competitors
•Analyzing competition, goals, assumptions, capabilities & strategy
•Predicting the behavior of your competitors
Positioning your Company to Compete:
•Identifying sources of value and competitive advantage
•Choosing the best competitive strategy for your industry
•Developing the right strategic partnership
Aligning Business Strategy & Execution:
•Ensuring that your organization can effectively execute its strategy
•Recognizing and addressing the misalignment of strategy and execution
•Realistically measuring progress against your business strategy
Ensuring a sustainable strategy:
•Identifying threats to sustaining advantage
•Recognizing when strategy should / should not and cannot be changed

19. Managing Multi Business:
•Understanding the dynamics of globalization and
competitive advantage
•Expanding successfully beyond barriers and across
cultures
•Aligning resources, activity and organizational goals
BUSINESS BREAK-THROUGH PROGRAMME
•Market Place – Internally
•What do you think?
•Level of achievement
BREAK THROUGH CULTURE
•Insights – Leadership
•What are my values ?
•What are my goals ?
•How do you get people to work to your advantage ?

20. I.Strategic Articulation & Identifying Appropriate
marketing / Distribution channels
•Articulate strategic vision
•Assess market landscape to determine bottlenecks
•Identify appropriate channels for marketing/distribution route
to market
II.Potentially target profiting and support for Alliance
negotiation
•Identify alliance partners based on the criteria defined
•Prepare detailed profiles
•Conduct target screening for prioritization
•Initiate and facilitate discussions with shortlisted targets
•Receipt of expression of interest
•Short listing and making detailed presentation to serious
alliance partners.

21. Profle of players identified channels
Target screening
Releasing corporate presentations &
Executive summary of the business plan to
Potential partners
Making detailed presentation to seniors
Alliance partners
Gain Insight into existing business
Sales trends
Resource & distribution channels
End user focus
Marketing & promotion strategy
Strategic Objective
Vision
Revenues, profitability, return to stakeholders
Current & future intent
Key customer segments
Geographic focus
Understand Management perspective and existing customer
perception, key driver which can improve improve adoption rates

22. Key steps
Examination of Industry Structure and Key Segments
Segment market
Categorize sub segment based on end user and product
dynamics
Broad market estimates for each segment / sub-segment
Drivers / Initiators of growth, substitution trends
Competitive intensity and map players into strategic group
Entry barriers for players across segments
Market assessment
Value Chain dynamics
Key influencer, decision maker, buying behavior
Key Product Segments
Competitive positioning
Geographical presence
End customer segments
Revenue
Future diversification plans

23. Business Performance Management
Business Intelligence
Sales Management ………………
5.Job description
6.Compensation & incentives
7.Recruiting
8.Hiring
9.Training
10.Sales Leads
11.Performance Goals
12.Selling skills
13.Account Management
14.Account Development
15.Performance monitoring
16.Performance development
17.Termination
18.Account Transition

24. HOW TO LEVERAGE LINKEDIN TO GENERAL SALES
Developing
Converting your profile Adding
event
attendees into
applicatio
sales n
opportunity
Creating &
Joining
Promoting
events group
Engaging
Lead
in group Positioning
Generation
discussio update
Road map
n
Creating Following
a linked prospect
in group s
Establising Adding
as a
connectio
thought
leader
Developin n
g sales
strategy
Stage III Stage II Stage I

25. START-UP TIMINGS
Market Definition
Product development
Identifying partners
Finding / funding (staging)
Locking in Intellectual property
Finding advisors
Creating a business plan
CUSTOMISING DEDICATED FACILITY
ADVANCE CUSTOMER SERVICE QUALITY
OPTIMISING PERFORMANCE OF
YOUR EXISTING ASSETS
We deliver--> Inventory Integrity
Shorter lead time
Increased productivity
Greater responsiveness
Fast & Reliable start-ups
Flexibility to meet growing volumes
Recruitment, training and motivation of
workforces
Transfer of Industry best practices from
other sectors & regions
Rock solid record keeping
Transaction Integrity
Transaction history record keeping
Comprehensive menu of standard reports

26. MOTIVATING EMPLOYEE PERFORMANCE WITH INWARD FOCUS
(3 VITAL STEPS)
Sense of achievement
Work commensurate to ability
BITE sized tasks are better plan with a idea – end with the ultimate goal
Have a contingency plan set it
Motivating employee performance
PROFITABILITY IN TOUGH TIMES
Be a path breaker
Retain and tempt the best brains / hands in the industry
Connect with and reassure your customers
Develop a unique approach
Make co………………….. / build strategic partnership.

27. GOOD LEADERSHIP WHEN COMPANY IS NOT DOING WELL
Change the internal culture
Leadership as a tool for participation approach
Neutralize the denial and resistance to change
Help people gain a realistic assessment of their strength and weakness
Highlight the positive but do not underplay the negative
Empower and encourage the employees
Show empathy
CUSTOMER SERVICE BACK-UP
Be accessible
Be courteous
Act now
Be helpful
Go the extra mile
Listen when your customer complaints
ARE YOU A GOOD LEADER ?
Are you a master in your field
Are you leading by example
A good leader makes few promises, but when he does, he keeps them
A good leader values people more than profits
A good leader manages time for his family and ensures that every employee
does that too.

28. K.R.A’s
Devise, implement & facilitate annual marketing plan
Marketing plan for strategic activity related to campaigns
Sales forecasting
Competition tracking & strategizing in order to gain market share
Identifying target audiences
Converting potential customer
Executing promotion through seminars & presentation to enhance visibility & driving
 volumes with branding advt & promotion management
Manage day to day activities with PR, Press and marketing communication agency
Responsible for expense budgeting
Networking with sourcing centres, institutions, develop a network of consultants for
 recruitment
Representing cos at various educational events & industry meets
Research industry trends, marketing opportunity and competition analysis
Innovation & Renovation on the website basis
Use social media & other new media solutions to increase brand presence
Initiate & manage CRM activities to cross sell

29. MANAGING & MOTIVATING PEOPLE
Why your sales person have stopped proactively developing new business
Why you consistently try to motivate your sales team without a change in results
How to deal with negative attitude
How to prevent complacency
How to uncover the untapped value in your sales people
9LEADERSHIP QUALITIES
11.A positive attitude
12.Creativity
13.Intelligence / Emotional Intelligence
14.A futuristic vision & practical ideas
15.Ability to stimulate, inspire, energize and motivate followers
16.Initiatice & finish – flexibility
17.Freedom / courage to break from convention
18.Strength in adversity : Mental toughness towards perseverance
19.Reliability & Integrity : Willing to take responsibility
20.Willingness to pass knowledge, delegate and groom successors

30. WHAT DO LEADER DO?
Set vision / direction
Affirm / attribute values
High standard / Expectations
Accountable
Motivate / Achieve unity of purpose
Involve others in decision making
Serve as Role model
Listen / Explain : Communicate
Guide constituents
Set example “Walk the Talk”
CAN - ABILITY
WILL - ATTITUDE
CAN CAN NOT
WILL GOOD EMPLOYEE TRAINEE
WILL NOT INSPIRE, BURDEN,
MOTIVATE LOST
A ACTION
B BELIEF
C CONSISTENCY

31. UNPACKING THE NEW MODEL
Make the mission “The Boss” He / She will contribute to the company’s goals.
You are responsible for the accomplishment.
Let the employee ……………. Agreements
Empower everyone – truly
Do not force people into Boxes
Encourage competition for impact, not for promotions
Road to Self-Management
ADVANTAGES
13.Lower cost (Higher salary to everyone)
14.More collegiability (No politics)
15.Greater Initiative (Proactive)
16.Higher Loyalty ( (Employees do not leave)
17.Deeper Expertise (Developing your own skill)
18.Better decisions (Faster decision)
19.Increased flexibility (coming together)
DISADVANTAGES
23.Tougher adjustment
24.Longer induction
25.Accountability challenges
26.Growth issues

32. POSITIVE MIND CREATES
Productivity
Creativity
Engagement
Happiness Advantage
-Jot down 3 things they are grateful for
-Write a positive message to someone in their social support network
-Meditate at their desk to 2 minutes
-Exercise for 10 minutes
-Take 2 minutes to describe in a journal the most meaningful experience

33. BUSINESS PLAN
To identify any problems before implementing plans
To get the participation & commitment of those who will help you implement the
plans
To establish a roadmap to compare results as the venture moves forward into
reality
To achieve greater profitability
To obtain financing from investors
To minimize the rise of failure
To update your plans and operation as the world changes
To clarify your goals and strategies
WHAT COULD AFFECT CHANGE IN YOUR BUSINESS PLAN
Market Research could be wrong
Changes in the economy, customer ability, interest and ability to purchase can
change dramatically overnight.
Product or service may not be projected in your plans. Be flexible in product line
and
be open to changing to meet market interest
Let customers shape the product & message
Figuring out the right marketing strategy

34. 5 SALES TIPS
Confidence
Focus on the client
Target the right client
Network
Delivery on promise
INNOVATION  Get idea implemented
INVESTORS  Create New ………………
ENTERPRENEUR  Create people wealthier
HOW TO KEEP THEM GOING
What they look for ?
Value assignment : Top performers want to work it their personal values & corporate
values is a strong connection
Promote values of the Company
Employee value proposition : Different than the rest
Positive reputation – Brand recognition
Development opportunity
Reorganize & reward – Challenge, honest work environment, recognition to work,
money
SIX HABITS OF EFFECTIVE LEADERSHIP
Invention – Generate ideas
Reframing – Create new perspective
Attraction & Orchestration – Power of persuasion
Influence – Cajole, encourage
Drawing the line – Difference between success & failure
De-risking – Do not enter market where they have no core competency
HABIT OF KNOWLEDGEABILITY, HABIT OF LEARNING

35. SIX BUSINESS MANTRA FOR ACCOUNTABLE LEADER
3.They’re not you (Natural guy)
•What do you think
•What’s one thing we could do right now
•What obstacles do you anticipate
•What can you do more or less differently
•How can I ……….. support you
2.Your performance is based on the performance of your people. Each one has his own
skills, gifts, perspective, show them that you see this and you appreciate what they do
well.
3.When you are right – it will be right. When you are solid, everything around will be solid
4.What you say is not necessarily what someone else hears
5.A small change in your behavior can make a big difference in your results
6.The luck starts here .. With you right now today.
I.PLAY BACK
Whatever was discussed and decided including short term goals, long term plans and
priorities
Any insights, break through and solutions that were uncovered
Anything else worth noting.
II.PLAY FORWARD
What the employee will accomplish between now and the next accountability meeting
Specific action plans, what , how and when
III.QUESTIONS
Any questions that were raised in the meeting, but left unanswered
Additional questions or concerns that may have emerged after the accountability
meeting

36. 7 Essential Behaviors:
Experiment & try new things
Tell the absolute truth
Start being early for everything
Get support to handle your problem
Set goals that are much much bigger
Treat people much much better
Keep yourself well
ARE YOU READY:
Are you looking to build a merger business
How do you define success
How much do each expect to take out of the business
How long can you each hang it there, until the business takes off?
Do a credit check
How do you determine your value of business
What happens if the business fails
How do you want to be glorious, supportive that makes your business better & life
easier

37. SOUND BUSINESS BUILDING PRINCIPLES:
Do what you know
Find a niche, fill a void
Fulfill your social mission
Leverage core competency when diversifying
Consolidate when necessary
SIX WAYS – Which can support, encourage, tap into employee creativity
Create an environment to new thinking
Employ a process of development for new ideas
Encourage communication
Have a neutral facilitation
Support employee engagement
Follow through must be assured
SIX GOOD THINGS A GOOD MANAGER NEVER DOES:
Never behaves as a Dictator
Never runs down his employees
Never encourages ‘YES’ men
Never lose sight that you exist because of customer
Be an example to his employees
Never allow ego’s to rule

38. Raheja …………..
How can I be a good leader for you
What will enable you to get the most of our relationship
In an ideal world, what sort of relationship do you hope we will be
able to create
What else do you think we need in order to create a successful
relationship
What are some of your personal and professional values (education,
hard work, courage, fairness, loyalty, integrity etc) How much these
affect our working relationship
What are some of your strengths, what are some of mine

39. 5 common networking errors:
3.Leading with your need
5.Relying exclusively on online social network
7.Overlooking the people you come across every day
9.Defining your talents & interests too narrowly
NO TIME MARKETING
Understand marketing principle
Create a message that attracts profitable leads
Ensure you have the right marketing information and materials
Have meaningful filters to quickly access future marketing
opportunity
Generate quality leads

40. EFFECTIVE SALES CHANNEL MANAGEMENT
SALES CHANNEL
Sales Force
Telemarketing
Direct Mail
Distributors
Brokers
Partners
Seminars
Trade shows
Social media
SALES CHANNEL STRATEGY
One size does not fit all
Right choice
Success or demise in the market place
SALES PERFORMANCE MANAGEMENT
Goal setting
Ongoing feedback
Performance diagnostics
Skills development
Performance review

41. OBJECTIVE OF
Describe the major changes taking place in selling and the forces causing
these changes
Define Sales management
Describe the sales management process
Discuss competencies required to be a successful manager
Marketing Mix
Products Prices Promotion Distribution
Advertising Public Relation Personal Selling Sales promotion Internet
SALES MANAGEMENT
Planning Motivating
Budgeting Compensating
Recruiting/ Designing
Selecting Evaluating –
Training Performances

42. COMPETITION
•Globalization of markets
•Shorter Product cycle
•Building market boundaries
CUSTOMER
•Rising Expectations
•Increasing Power
•Fewer Suppliers
Selling Process
Relationship selling
-Sales Team
-Inside Selling
-Productivity metrics

45. Transactional Selling Module  Relationship selling
module
Emphasis on Sales Skills  Emphasis on general mgt
skills
Responsive to customer needs  Proactive innovation /
Opportunity identification
& Offers
Good products, price and Service  Value based offers,
Organizational enablers
Narrow customer focus  Broadened to customers
Differentiation through product  Differentiation through
people
Sales / Revenue Focus  Profit management focus,
share of customers
Traditional Customer Relationship  Trusted business – Advisor
& partner

46. SALES PRODUCTIVITY METRICS
Amount of time necessary to complete the sale
Gross margins associated with the sale
Level of pricing discounting
Amount of promotional support
Impact of future product sales
PEOPLE DEVELOPMENT
50% Personal Development
30% Sales & Product Leadership
10% Compliance
10% Administration

47. SALES MANAGEMENT COMPETENCIES
Strategic
action
competency
Technology
Competency Coaching
competency
Sales
Management
Effectiveness
Global Team
perspective building
competency competency
Self
Management
competency
STRATEGIC ACTION COMPETENCY
Understanding the Industry
Understanding the Organization
Taking strategic Action

48. TEAM BUILDING COMPETENCY
Designing teams properly
Creating a support environment
Managing team Dynamics appropriately
COACHING COMPETENCY
Providing feedback
Role modeling
Trust building
TECHNOLOGY COMPETENCY
Understanding new technology
Implementing sales force automation
CRM program me
CAREER PATHS  To be made very focused

49. 1.What is your business ?
2.Who do you want your customer to be ?
3.How do you differentiate yourself ?
Positioning
Statement
Develop a powerful sales strategy
Implement Ask for Referrals Track Results
Tactics

50. Methodical Sales Process
Support Operation Deliver / Implement
Develop Relationship
Identify Gain Establish Conduct Close Deal
opportunity attention interest discovery
tunity
oAccount / Territory Management
oSales Operating support
oHuman Resource Management
oQuality Assurance
oProcess Management & Metrics
Sales Operation Sales Support Customer Satisfaction

51. Pg:77
Sales Operation
SALES PROCESS Customer Satisfaction
Sales Support
Finding Right Prospects
Improving B2B sales performance
Received enough qualified
Opportunity
Pg. 78
SALES PROCESS
1.Distribute qualified lead to sales people
2.Accept it or decline the lead
3.Sales initiates contact with the lead
4.Follow up with actions & forecasts
5.Sales cycle occurs
6.Share info & ideas with customer
7.Create track & assign task to sales support
8.Sales plan – Track activity – Relationship development
9.Management reports for future projection
10.Sales uses marketing materials to enhance the sales cycle
11.Proposal is written and submitted
12.P.O. is generated

52. Pg. 79
Improving your business
•New opportunities
•New process
How did you get ……………
Problems that you can solve ..
Don’t assume that you can do what you expect
•How will you give the team the needed skills
•How will you coach them
•KNOW-NOW TO DO IT

53. Pg. 80
3 tips to Profitable Prospect
•Post wanted Poster on my …………..
•Send E-mails to other agencies
•Investigation
•Preparation
•Execution
Modus Operandi - Decision makers
- Finding talent
- Emails / phone calls
- Who owns the responsibility for the problems
you solve.
How do decision makers buy solutions to their problems?
Create a prospect list of companies that fit your ideal profile
Look at their web sites
Search LinkedIn

54. Pg.81
PREPARATION:
Even if I have a referral I begin by calling the sales people
Do they have a problem
Have they done anything to address – if so, what they have
done
Are there consequences if they do nothing
SPECIALITIES:
Strong Organizational …………………………
Visions, Execution, Stakeholders, Relationship, Sales marketing,
Advertising, Purchase, People Development, Change
Management, Finance & HR skills, Strong Experience in
Technical collaboration & Acquisition
GREAT TEAMS ARE BUILT WITH
Common Goal
Good communication
Organization
Support & Guidance
Mutual Respect
Adaptability

55. Pg. 84
THE GREAT SALES PEOPLE PART I
1. Know the product
2. Know the company
3. Know the customer
4. Go viral – spread your relationship across functions
5. Go viral – with your customer organization
6. Love politics within your company
7. Respect competition
8. Integrity selling – Sell only if it is solving a problem
9. Make it your problem to solve the problem
10. Do not compromise (even it is costs your job)
11. Work within a set of values
12. Create your own brand
13. Act as an ‘Orchestra – conductor’
14. Constantly add value to the customer beyond your organization product or
services
15. Every sale is not your business
16. Understand the idea of a good loss
17. Develop a mindset that those who say price issue, price haven’t
understood you yet
18. No will always be a starting position, job starts now
19. Great sales a people + Mediocre sale people is not their closure rate, the
difference is great over always have a pipeline of leads.
20. Seek customers who are demanding, what your product doesn’t have
21. Be an equal opposite a customer, a vendor, a leader anyone. You are no
lesser human being. Practice partnership obsessively
22. Thank-you – The most powerful emotion yet.

56. 23.When you look across the table have this attitude. How can I get this
company a breakthrough and get him / her promoted.
24. Have you made a difference to those you meet today? Make sure you
can
answer yes every evening.
25. Keep your bloody power point slides simple & minimal
PART-II
26.Opportunism mostly wins. The great ones are good at Plan B
27. Nothing succeeds the first time. Absolutely nothing – Passion
28.If no WOW then no GO
29.Speed – on solutions, speed on sending proposals, speed in delivery,
speed on excellence, speed differentiates Bosses & Clients.. Love speed
30. A startling discovery – All wake up at 5 am to exercise & read
31.Micromanage to the last degree
32.The biggest key to outsell competition & your own colleagues – Ask better
and more intelligent questions
33.Good listener are good sales people
34.Great listeners are great sales people
35. A big secret to Winning – Out read everyone else, Out read the
competition, the clients, the colleagues, the leaders, out read the outdo. work
100% if the time.
36.Are you a great interviewer?
37.Are you a great presenter
38.Under promise even if it costs you business

57. 39.Keep your word always especially on time commitments.
40.People keep looking for product or service differentiators
41.Everyone should win or it wasn’t a good sale
42.Repeat He or she with most number of good relationship will
have most number of wins
43.Phones beat E-mail
44.Lend a helping hand to your client esp., when you don’t have
the time
45.Enthusiasm is an important as any skill
46.Your single minded goal – in building a sales career – works
like hell to build a reputation of an expert
47.Be kind
48.Think TURNKEY
49.Work on your story – A better story outsells a better product
50.Luck matters – So get lucky by doing all this
PART-III
51.Give value first. Give value before, Give value after.
52.No one likes to be sold, people like to buy
53.Don’t ask questions which are none of your business eg: money
54.Don’t compare yourself to competition
55.Don’t try to find pan – point Please focus on building rapport
56.Don’t meet non-decision maker.. why would you
57.Don’t ever discuss prejudices eg religion, gender, geographic
58.Don’t make excuses for what went wrong

58. 59.Don’t forget to Google yourself
60.Don’t ever make the mistake of analyzing that a customer did not buy
because price was the issue
61.Cold calls are annoying , more over referrals net worthy, social
networking all yes
62.Sales are engagement. Create a question based strategy versus a tell all
strategy
63.Repeat Attitude and enthusiasm will outperform any strategy
64.Most sales people don’t have a value preposition
65.Don’t be in meeting to make sales make relationship
66.Sales are made emotionally and then justified logically
67.Connect with customer emotionally
68.Customers who buy at low price – recommend them to your competition
69.Don’t hang around negative people
70.First 20 people you call hang up on you. Resilience is how you react,
respond and recover from such situations
71.B Have a bloody sense of humor
72.Always do the right thing over and above the acceptability thing – You
will have lifetime success
73. Eliminate other people’s drama
74. Don’t ever say ‘I have no time’

59. 1. A final check list:
c. I have done homework about the company
d. I have done homework on the person I am meeting with
e. I’m prepared with questions of engagement about them
f. I am prepared with ideas in their favors
g. I am relaxed than formal
h. I am confident, not cocky
i. I am more friendly than professional
j. I give signed books not brochures
k. I do not start until I have established a rapport and found common ground
l. I listen more and talk less
m. I walk into sales call with ideas and questions not a pitch
n. I look for pleasure not for their pain
o. I don’t talk about what …………………. Talk about how they win.
p. I ask for & get their bucket list
q. Discover my customer reason and motive for buying
r. I do not make presentation from my laptop
s. If I …………………………..
t. I make my own slides
u. I often clarify a statement with a question, before I answer
v. I discuss money openly
w. I use testimonials to prove points
x. I am more patient than anxious
y. When I hear a buying signal, I ask for and confirm the sales
z. I do not leave without asking for the sales or for making the next step

60. Pg.92
FIFTH …………………
•Identify new personal capabilities you might have been overlooking
•Better understand yourself, your potential
•Enhance existing capability
•Develop new skills
•Draw new influences, energy and possibilities
BENEFIT
•Creating lasting change
•Being a leader
•Assuming new responsibility
•Surfacing & resolving differences
•Reviving your personal motivation
•Preparing for increased upward mobility
•Motivating & Retaining your staff
•Increasing personal productivity
•Managing large or complex projects
•Acquiring or improving personal skills
REALITY + IDEA = POSSIBILITY

62. Pg. 94
FOUR TRAPS THAT EFFECT KILLING WORK
Rank programs as the most important motivation. You can do better
TRAP I - Mediocrity Signals
TRAP II - Strategic Attention deficit disorder (too
many initiatives)
TRAP III - Corporate keystone naps. Complex matrix
structure (chaotic situations)
TRAP IV - Misbegotten Big Hairy audacious goals.
Goals  Extreme - as unattainable
Vague - to seem as empty
Result - VACCUUM
AVOIDING THE TRAPS
Innovating in process, rather than products
Product – Purpose
Communicate with employees
Keep sight of Individual employees perspective
Do you have an early warning system that your view from the top
doesn’t match the reality on the ground
We are in war – we can win

63. FIVE EMPLOYEE MOTIVATIONS 
Incentive
Recognition
Clear goals
Interpersonal support
Progress
Pg. 117
10 Simple Rules for becoming a Billionaire
Grow as a person, when you face your own challenges
Nobody is happy alone. To share experiences is always a good thing
You grow as a person when you face your own challenges or stressful
moments, as I like to say. A good entrepreneur must be prepared to
evolve in adversity.
The good seller is the one who is also a good listener
Believe in yourself. If you doubt in yourself, you won’t be able to face
your co-workers, or the market for that matter
??

64. Pg. 118
Fast & successful website integration
Improved business intelligence efforts to help drive customer engagement
Measure marketing effectiveness
New marketing technology to better exchange customers
E-commerce platform implementation
Integration of marketing with supply chain
Implementing CRM systems
Improving accessibility and usability of customer information
Building a customer data w/house
Developing self service options for customers
Cost saving from the integration
Innovation & product development
Communication, dissemination internal & external
Pg. 172
R–E-S–P–E–C–T spells long term success
Seven Fundamental desires:
oRecognition
oExciting work
oSecurity of Employment
oPay that’s competition
oConditions at work that are physically & socially comfortable
oTruth and transparency from their leaders

65. Pg. 171
Converting Lack Luster Sales:
We could generate more business if 
We actually begin to consistently and productively prospect for new
business
We could differentiate ourselves and overcome the pricing objection that
erodes profit
We could motivate demotivated sales people & remove complacency
We could actually focus on and consistently generate new business
Inherent in hiring, managing & motivating sales people
Why your sales people have stopped proactively developing new
business
Why you consistently try to motivate your sales team without a change
in results
Why sales people spend so much time managing pipelines, yet fail to
close deals.
Why sales people routinely dropping price eroding your margins
How to identify, select and hire top performers – that stick & produce
How to prevent complacency / anemic behavior which impacts new
business development.
How to uncover the untapped value in your sales people.

66. Extensive Research:
Strategic Planning
Market opportunity assessment
Business assessment
Retail model & proposition
Operating model
Roll out strategy
Business plan & detailed financials
Partnership including joint venture & strategic tie-up
Assistance in merger / acquisition
Advisory Role:
Preparation of project plan & definition of responsibility
Project management
Organization creation
Process development & training
Management of third party agency
HR management training
Monitoring the status / timing the proposition and process
Benefits we offer:
Integrated approach / Inter linkage
Learning various implementation
Responsibility of project co-ordination
Subject matters experts for various modules
Outside in-view

67. Pg. 177
Consumer Contact Strategy
•Collect
•Customer data
•Direct mail
•End to End campaign Management
•Sourcing & vendor Management campaign
•Creation design for mailers
•Best in class Algorithms
•Partnering
STORE PLANNING:
•Macro space allocation
•Trial & control store selection
•Core strategy
LOYALTY STRATEGY:
•Loyalty program me
•Customer centricity
•Customer behavior
•Media Management
•Events
•Media Campaign
•Social – Media clients
•Digital marketing

68. Pg. 178
Customer Segmentation
•Measure customer loyalty
•Measure customer behavior
Supplier Partnership
•Launch strategy
•Growth strategy
•Brand positioning
•Market prediction
Pricing & Promotion
•Pricing
•Promotional Evaluation / optimization

69. Pg. 179
IDEAL LEADER
1.Must have firm views
2.Marketing Attitude, Strategic Thinking, Financial Acumen & HR capability
3.Jack of all trades – Master of at least one
4.Ability to take on everyone – young or old
5.WiHy (??)
6.Best of best planning & strategic thinking
7.No non-sense attitude
8.Easy to meet and work, tough to get benefitted
9.Firm believer in future prospects
10………………….. in nature
11.Classy & non-cheap attitude
12.Dreamy as well as practitioner
13.Risk calculating, analyzing & capturing ability.
14.Positive attitude, focus thinking & behavior
15.Affirmative
16.Neither authorative nor malleable
17.Can change plans as per situation
18.Can balance personal, social & professional life
19.Understanding of his business
20.Ability to analyze a person
21.A pinch of ego.

70. Pg. 209
Three Key Competency to build Organization Competitive
Advantage.
5.Information Management
7.Analytical skills and tools
9.Data oriented culture
Pg. 210
WHY CHANGE IS DIFFICULT ?
Motivating employee performance
The top 5 reasons why employees fight change
They perceive a risk in their personal well being
They are no immediate role models when change comes in
Employee may feel incompetent to take up new responsibility
Employees feel overwhelmed
Employees fear there is a hidden agenda
Define, Measure, Analyze – What are our priorities? What does our
current system do? Where is the waste located?

71. Pg. 211
•I know who I am – Powerful belief benefits of developing a personal brand
•You attract the best possible platforms for work
•You can attract best talent to work with you
•Your innovations / products would enjoy a head start.
Pg. 212
Teaching Technique - 5 Career Transition Questions:
oWhat is my purpose
oWhat are my career objectives
oIs my current career dead
oWhat skills do I have that are transferable to new job
oWhere should I be looking for my new career
-Complacency
-Sales Behavior
-Proactive sales approach
-Accepting poor sales performance is a result of the economy
-Implementing real change to increase sales
-Not improving your existing sales people
-Motivate your sales team

72. Pg. 218
12 Triggers of Persuasion
1. Recognize shared similarities
2. Declare your intent
3. Appeal to visual
4. Teach something valuable
5. Seek understanding first
6. Find other’s virtues
7. Mirror the verbal
8. Unveil their plan
9. Unify common goals
10.Third party validation
11.Confirm your weakness
12.Contrast your claims
I.WHAT TO DO AND SAY:
•Dress similar to the person you want to identify
with
•Mirror the other’s verbal cadence and disposition
•Never argue against their predisposition
•Avoid controversial issues
•Look for something to agree on
•Acknowledge their reality

73. II. DECLARE YOUR INTENT
III. APPEAL TO VISUAL
•Show images that easily communicate your message
•Utilize props to help convey your story
•Before and after images
•Leave plenty of white space, do not clutter
•Demonstrate how your product or service works
IV. TEACH SMETHING VALUABLE
•Research to find valuable data
•Provide industry information that will position you as an expert
•Focus your efforts on what they would be their field of interest
•Begin with real data and hard facts
•Serve your client by being a market expert not just a product expert
V. SEEK UNDERSTANDING FIRST
•State your intention as understanding their situation
•Listen actively and attentively
•Provide affirmation of understanding, but don’t interrupt
•Drop your ego and listen to………………………………….
•Paraphrase that which you heard them say

74. VI. FIND OTHER VIRTUES
•Search for the virtues in those we meet
•Tell them of the noble characteristics you witness and provide
evidence
•Ask them to expand on the virtue
•I know you are an industry leader an early adapter. I heard your
company was first to ….
VII. MIRROR THEIR VERBAL
•Use the same descriptive words they use
•Do not sugar-coat or down grade their descriptive words
•Mirror their body language, demeanor, pace
•Understand & articulate how they feel
•I can see how that would baffle you .. Heck it could baffle me too.
•It is important to proceed at the pace and cadence of the other.
VIII. UNVEIL THEIR PAIN
•Discover by asking questions
•What about your business keeping you up at night
•Identify what happens if the biggest concern remains unresolved
•Unveil the financial, personal and competitive consequence
associated with the problem

75. IX. UNIFY COMMON GOALS
•Ask what their goals are
•What are the desired benefits of the goals
•Establish the pain of not achieving the goal
•Describe how you would personally benefit by
achievement of the mutual goal
•How would you personally benefit by attaining the goal
•What does success look like to you
•How do you measure your performance towards the
goal
X. 3RD PARTY VALIDATION
•Display all the current work you have that is like their
project
•Display credential awards
•Raving fans to luncheon with prospective client
•Utilize demonstration to prove the claims
XI. CONFESS YOUR WEAKNESS
•Before others have a chance to shape it for you
•Find the silver lining in the weakness point
•Establish credibility by calling out which is already on their mind
•Appreciate that we are honest on the big issues, hence we will be
honest for little issues too.

76. XII. CONTRAST YOUR CLAIMS
•Boldly claim your uniqueness customer focused value
•Make your claim more memorable throughout your message
•Make the claims short / sweet
•Claims must be focused on customers pain
•Set Three – ‘Of the people’ ‘by the people’ and ‘for the people’

77. Pg. 219
Customer driven marketing strategy for profitable growth
•Which customer will provide the best value to the organizatio
•Conventional core concepts
•Lifetime customer value in marketing planning
•Developing a unique brand
•Understanding distribution channels
•New customer ………………………….
•Create impact to add value to your customer.
Customer Driven Marketing includes:
•Positioning new products & services
•Customers as assets
•Designing and managing product lines
•Managing consumer experiences
•Branding
•Pricing
•Marketing communication strategy

78. Pg. 220
Strategic thinking & leadership for growth
•Growth begins with strategy – select opportunity, alliances, internal
resources to achieve them
•More strategy from concept into reality, develop teams, drive change
remain vigilant about competition
•Strategy formulation & development of business plans
•Identifying creating and sustaining a competitive advantage
•Leading and managing growth
•Strategic thinking & activity
•Corporate growth via acquisitions & alliances
•Strategy audit
•Competing in a global environment
•Selecting leaders and developing talent
•Leaders checklist
•Making food & timely leadership decisions

79. Pg. 221
SUCCESS BY FOLLOWING ON USERS
5.Get feedback
7.Be accessible
9.Show tangible value
11.Build trust by protecting user data
New Year Resolution:
16.Break-free from your focus on short term
18.FOCUS on leading, not managing
20.Look at and DO, communicate in a new way.

80. Pg. 222
FOUR FORCES IN TODAY’S WORLD:
5.Creation is amplified
6.Rich allows us to do what we want
7.Marketing is far more efficient
8.We are better connected.
FIVE FUTURISTIC BUSINESS OPPORTUNITIES:
•……………… health
•Cashless shopping
•See – Do
•Trade in
•Simple Sourcing
MANAGEMENT:
21.Prioritize benefits
22.Keep your office door open
23.Recognize the value of mistakes
24.Engage …………….

81. Pg.223
SEVEN ways to Regain your Productivity:
•Limit interruptions
•Do less Not more
•Focus on tasks not time
•Act thoughtfully
•Take small steps, not giant leaps
•Use social media with a purpose
•Merge personal & professional life (??)
Pg. 224
6 things to know
16.Connect people based on their interest
17.Create taste by integrating fans / customer
18.Allow sellers to get their products to people who are interested
in them.
19.MIX social date with your own date about customer interest
20.Customers can see automated recos based on table graph
data
21.2012 Social commerce providers will provide buying tips
SIX KEY TRENDS – for business in 2012
25.Customers look for fairness, before they trust your business
26.Make sure the images in your advt / mktng are enough to fit in
today’s ‘reality.
27.Keeping ahead of the curve is one way to give your business
an edge

82. Pg. 223
3.Evolving rile of your people
4.Provide satisfying experience that is affordable
5.Demand for daily deals with customer loyalty program me.
6.Mobile technology get practical
Pg. 225
Before you ACT  Listen
Before you REACT  Think
Before you SPEAK  Hear
Before you CRITISIZE Wait
Before you PUNISH  Forgive
Before you QUIT  TRY
The “D” Word
Debt, Default, Downgrade, Depression, Demonstration, Death,
Disaster & Destruction.
The “C” Word
Careful, Connect, Concern, Collaboration, Cooperative &
Courageous
Power of people: Believe in the triumph of Optimism, ingenuity of
humanity, standing ovation.

83. Pg. 226
Career Profile
5.Top 3 ‘Field of work’
6.16 career personality you are best suited for
7.6 dominant career abilities
8.3 dominant career intelligence
9.6 key skills ‘Knowledge areas’
……………………. Key skills.
13.Has a good head for number
14.Thrives in a commercial environment
15.Pass on skill & knowledge to others
16.Ability Mathematical, Commercial, Caring & serving, Teaching &
coaching, Verbal language & Protectivity.
17.KNOWLEDGE – USER
18.KNOWLEDGE – PROVIDER
19.KNOWLEDGE – CREATOR
Pg. 227
Brand Equity:
25.Know your rights
26.Be clear about your objectives
27.Be at your best
28.Be a continuous learner
29.Seek employment & work in the right place

84. Need a Career Overhaul
3.What is my purpose ?
4.What are my career abilities
5.What skills do I have that are transferable to a new job?
6.What should I be looking for in a new career?
Pg.228
BUILD your Personal Brand
Motivate you over others
Different from others:
Understanding your own unique USP value.
Questions:
(1) What makes me tick ?
Why  enjoy networking, help you succeed
(2) What can I deliver ?
Potential, Results of the past, Deals programmes you have put in
place.
(3) How do I make my workplace better
Soft skills, communicate, change, leadership .. different concrete
methodology  philosophy demonstrate  testimonial
(4) Why am I in demand ?
Value  market price  demand for your service  different areas of
experience

85. (5) Why should you hire me ?
Motivate, market place, organization, sales pitch
Pg. 229
DO’s of Working with Media
h.Being confident, not cohesive
i.Check if it’s a good time to talk
j.Being friendly not fawning
k.Be well equipped with your knowledge & have a crisp pitch
ready
l.Explain technical points in simple language
m.Be measured and calm
n.Handle irate or unfriendly journalist with an even calmer tone
o.Count to a hundred in your head
p.Follow up your conversation with a mail
q.Do suggest and check when its convenient to meet
r.Remember!! it works only if the journalist feels it, give them a
viable & readymade outline that their editor will buy
s.Smart positioning as well as creatively adding some bits.

86. Pg. 230
The Don'ts of Interacting with Media
5.Don’t be nervous
6.Don’t rush through your pitch
7.Don’t be too familiar, thinking you are friends, you may get rebuffed
8.Don’t call the same person too often
9.Don’t call on the slightest reason
10.Don’t call editors & pitch releases
11.Don’t promise what you are not sure of delivering
12.Avoid using language that is overtly lucrative
13.Don’t say you ‘ll just take a minute & go on for ever
14.Don’t assume that the journalist’s will know you
15.I will get back to you – but don’t get back
16.In case you are working on a crisis situation, don’t hide the problem
the media will never trust you again
17.Attaching the competition
18.Falsifying facts
19.Not building relationship
20.Ignoring local media

87. Pg. 231
Pg. 231
BUILDING BRANDS:
Customer Progression : Long term
profitability
Repeat
business
Customer
Loyalty
Customer
satisfaction
Customer
needs &
wants
BRANDS HAVE 3 MEANINGS
RATIONAL
BRAND
EXPERIMENTAL EMOTIONAL

88. Pg. 232
Criteria for Brand Success
•Functional Benefit 
•Intangible / Emotional Benefit 
•Wanted by the Customer 
ROLE OF BRANDS:
WIN – WIN PARTNERSHIP
1.Brand Hierarchy 2. How to get recognition 3. Can I change a premium
4. What else can I offer? 5.What product has demand?
PRODUCT  BRAND NAME  BRAND  POWER BRAND
Brand Name – Identification
Brand – Assurance of Quality
Power Brand – A symbol of pride
Brand – A device to gain loyalty
Challenges to brand builders ….“CAN NOT NEGLECT ANY SEGMENT”

89. Pg. 233
Brand Building Pentagon – 5 Steps
1. Brand Building Process
Evaluation – build brand image to create a………………………..
Elaboration – foster attitude in consumers mind
Fortification – to extend the brand to other products
Brand extension needs perceptual fit, competition, leverage, benefit transfer.
2. Brand Management Process
Market Analysis -> Volume, Value, Geographic’s, season ability
Width of usage, frequency of usage, gender difference
Pg. 234
Brand Situation Analysis
Targeting future position
Testing new offers
Planning & Evaluating performance
3 Waves of Branding:
Master Brand  Prestige Brand  Global Brand

90. 2.3 – Strategic Brand Management Process
Identify & Plan & Measure & Grow & sustain
Establish implement interpret brand brand equity
brand brand performance
position & marketing
value programme
Pg. 235
2.4 – Brand Building Guidelines
- Brand Identity
- Value proposition – driver role
- Brand position – clear guidance
- Execution – brilliant, durable communication programme
- Consistency overtime – identify position
- Brand system – portfolio & consistent …………………..
- Brand leverage – Extends brands & develop co-trading
programme
- Tracking brand equity – Awareness, ……….. quality, brand
loyalty & association
- Brand responsibility – someone in charge
- Invest in brands
HONDA … ‘Fill it, Shut it, Forget it’

91. Pg. 236
2.5 – Brand Program me (9 steps)
•Why does this brand need to exist ? What would the consumer miss ?
•………… & point – From where does the brand speak?
•Vision – Product category
•Values – Brands core value
•Mission – How do you want to change peoples lives
•Territory – Brand legitimate in achieving this mission
•Anchoring act or product – Act / products / Value
•Brand Style & Language
•Brands imaginary client – Not the target buyer, but the reflected buyer.
2.6 – Brand Building issues
q.- Can commodity like ………………….. become a brand
r.- What should brand stand for
s.- What should be its ……………………. offer

92. Pg.237
2.7 – Brand Building Pentagon
I. Brand Appraisal
V. Brand II. Brand
Expansion Brand Execution: Definition
Product
Price
Promotion
Place
Packaging
Service
P&L III. Brand
IV. Brand
Articulation
Measurement
nt
Unbranded Goods:
Brand as Reference
Brand as Personality
Brand as Icon
Brand as Company
Brand as Policy

93. Pg.238
BRAND ANALYSIS
Macro socio-economic analysis Market Analysis
BRAND APPRAISAL
Consumer Analysis Competency Analysis Competition Analysis
CONSUMER ALALYSIS:

94. Pg.272
Six Technology Trends
5.Content based services – where you are what you are & will drive the next
wave of digital service
6.Conveying data architecture – Turning data into new streams of value
7.Social driven IT – Digital marketing
8.…………………. Enabled agility
9.Cost cutting to business innovation
10.Orchestrated analytical security
Pg.273
Naresh is a trend marketing visionary, celebrated key-note speaker and a
leader of huge ideas and experiences around the globe. He has the uncanny
ability to help brands & business be more relevant , innovative and profitable.
Audiences can’t stop talking about his presentations. He really makes others
look good. He is dynamic, inspirational and thought provoking. He has the
remarkable ability to distill trends to their essence and articulate them in a
way we can all benefit from.
NITCO paints selected Naresh to be the expert spokesperson to reach out to
their client.
KANSAI Nerolac ask Naresh to help them understand the global changes as
well as processes in the relevant segment
Sherwin William – Selected Naresh to land their stores in India
Mukesh Ambani - ………………………… Naresh for giving the right paint for
their …………………………….

95. Pg.274
5 P’s of an Effective Presentation
5.Purpose
6.Preparation
7.Practice
8.Personality
9.Presence / Passion
Part of Presentation:
A – Attention
I – Interest
D - Desire
A - Action
Seven ‘C’s of Success
•Clarity: Who you are ? What you believe in? What u want ?
•Competence : You can not climb to the next, unless you are
good at what you do now
•Constraints : 80% from within
•Concentration : To ……………….. one thing single mindedly
•Creativity : Needs to be exercised like a muscle
•Courage : Willingness to do things you know are right
•Continuous Learning : 30 minutes a day reading

96. Pg. 276
c)Create a thoughtful profile
d)Build your network
e)Join targeted industry + Professional group
f)Join your school group on LinkedIn
g)Search Linked in jobs
h)Search for connections at targeted co’s.
i)Make the right ask
j)Let people know you are looking
k)Showcase your expertise through LinkedIn
Effective Sales Assessment:
o)Complacency
p)Excuses
q)Chase
r)Will not discuss Budget / Money
s)Reduce Price
t)Lack of commitment
u)Failure to dissolve objections
v)Getting to actual decision makers
w)Continue to chase poor prospects

97. Pg.275
c.Will not challenge clients excuses
d.Poor closing skills
e.Ineffective cold calls
f.Un-comfortable calling top executives
g.Selling cycle too long
h.Accepts everything the prospect says
i.Refuses to establish mutual agreements
j.Has difficulty taking control
k.Goal setting – No clear documented goal
l.Difficulty getting qualified appointments
m.Fear of rejection
n.Negative Prospects – Can not convert them into buying customers
o.Doesn’t understand buying motivation
p.No sales system
q.No tracking system
r.Doesn’t understand people
s.Getting referrals
t.Turnover of staff
u.Lack of direction

98. Pg.278
Conflict
5.Confidently respond to anger in others
6.Manage & understand personal anger
7.Reorganize and deal with someone challenging a value such as Fairness
& Integrity
8.Deal with a person who sees the facts differently
9.How to manage conflict
Topics
13.Identifying poor responses to anger
14.Learning how to calm an angry person
15.Controlling your anger
16.Handling challenges to values
17.Resolving differences in facts
18.Managing conflict in a third party role
Customer Service
22.Build trust and encourage repeat business
23.Increase customer satisfaction
24.Determine what customers really want
25.Learn how to meet the needs of customer
26.Deal with dissatisfied customers
27.Adopt a professionally friendly perspective throughout conversations

99. Pg.277
•Work towards positive outcomes
•Create rapport with any customer
Topics
•Identifying service excellence
•Customer service analysis
•Identifying “Blocks”
•Identifying key customer service skills
•Recognizing the customers emotional level
•Identifying Positive / Negative listening process
•Using question to gather information
•Presenting information to customers
•Developing effective languages to satisfy customer

100. Pg.279
Coaching:
Learn to coach on a day to day basis
Help others succeed in the Organization
Maximize the job performance of others
Enhance the results of Projects and tasks
Identify the behavior pattern essential for job success
Deal with and coach unmotivated /………………..
employees
Coaching Topics:
Effectively communicating skills
Positive Reinforcement
Managing & building the performance of others
Clarifying / Related to goals assignment tasks
Identifying & Applying essential performance factors
Developing a general coaching guideline
Using different types of coaching discussions
Solving problems of motivation
Using listening skills
Identifying blocks to successful performance

101. Pg.280
Supply Chain Marketing Software HR
Sales potential Training
Digital Remuneration
TRAINING: Customizable, Reproducible & Affordable
Coaching
Conflict
Customer Service
Facilitation skills
Interviewing
Leadership
Listening
Mentoring
Presentation Skills
Team Work

102. Pg.282
3.Market factors
4.Technology Factors
5.Regulatory concerns
6.Macroeconomic factors
7.People skills
8.Globalization
9.Socio Economic factors
10.Environmental issue
Metrics, Brand Measurements, Sales ………………………………..
B2C CRM Module
Voice of Customer insight
Cross C X O Collaboration
Where Next ? Key Areas of Improvement.
20.Understand & Deliver value to empowered customers
21.Create lasting relationship
22.Measure marketing contribution

103. Pg.283
Paint Industry Web Banner
Target Audience Web based presentation
Adapt Existing branch material Search Engine optimization
Comp. site design reference Link Exchange
Colors aspiration E-mail ………………….
Pay per ………………
Viral marketing
5 KEY AREAS / CHALLENGES:
17.Explosion of social media
18.Date explosion
19.Shifting consumer demographics
20.Growth of channels and devices
21.ROI Accountability
Stretched to Strengthened
Market Technology

104. Pg.284
Lessons to learn from Digital Marketing:
5.Enhance your communication
7.Importance of 140 characters
9.Understand whom you are talking to
11.Seeing is believing
13.Approach in style