PGEMP Batch 41 covers Go-To-Market strategy

Course : PGEMP - Batch 41 Contact 3
Marketing Management
Prof S K Palekar : November 2013
S P Jain Institute of Management & Research, Mumbai

In this contact we will cover the third leg of the marketing strategy.
1st leg : choosing target customers / competitors / collaborators

2nd leg : Using “Positioning” to arrive at the “Marketing Mix”

3rd leg (now) : arriving at
“Go To Market” strategy

In this contact we will cover the third leg of the marketing strategy.
1st leg was covered in Contact 1 and consisted of
using the 5Cs model to study the market In order
to choose the target customers / competitors / collaborators

2nd leg was covered in Contact 2 . It consisted of “Positioning”
the offer vis-à-vis chosen customers / competitors / collaborators
In order to arrive at the “marketing mix” consisting of “7Ps”
Product, Place, Price, Promotion,

AGENDA
Introduction to Go-To-Market
Hunting and Gathering
Sales Funnel
Sales Management
Selling through channel
Direct selling
Other Points

Introduction
Go-To-Market

skpalekar@hotmail.com

Description of “Go-To-Market” Activities
The “Marketing Budgets” of most companies are spent on such Go-To-Market
activities through their marketing, sales and service departments

All activities “between the factory producing the
products to the customers consuming them”
Spending by the marketing , sales, distribution ,
service and CRM departments
All manner of customer connect activities like media,
promotions, sales force, channel margins, discounts,
incentive schemes, PR, conferences, merchandising,
web sites, digital media, exhibitions etc.
All activities impacting various customers : end users,
influencers, channel members, franchisees, agents etc

Customers’ Buying Journey
The purpose of Go-To-Market activity is to help customers move on their buying
journey from left to right and make them more ready to buy.

Consumer Process

Industrial Process
Problem Recognition

Problem Recognition

New Buying
Task

Gen Needs Description
Supplier Search

Search
Proposal Solicitation
Supplier Selection

Evaluation

Setting up procedures

Routine Buying Task
Purchase

Routine Purchase

Generic Model “Customers’ Buying Journey”
: Visible Signs
1. Not aware that he needs to solve a problem
2. Recognizes the problem and is open to discuss it
3. The problem is understood and gets defined
4. Search begins for solution options
5. Options narrowed : “consideration set” emerges
6. 1st Preference gets defined
7. Terms and Conditions agreed
8. Order placed
9. Transaction completed
10. Assessment of satisfaction post purchase
You will need to create a model specific to your business

Hunting
Gathering


Company
Customer

B2C
Your
usual
soap

B2B
ERP
For
SME

B2C : Your usual soap.
Customer searches
actively.

GATHERING

B2B : ERP system for
SME firms. Marketing
company searches
actively

HUNTING

Company Searches Actively
Customer Searches Actively

Marketers use different approaches to the customers who
are at different stages in their “Buying Journey”
 For customers at the early stages of their buying journey (
Those who do not know that they have a problem, those who
only have a vague idea of what they need); the approach is
to help the customer to discover / own the problem
 For customers who are at the middle stages of their buying
journey ( who are weighing features, vendors and terms in
order to narrow their options) the approach is to help the
customer discover right criteria and enable comparison
and choice between various features, vendors and terms
 For those customers who are ready to transact, the approach
is to work out deals, provide selling outlets, improve stock
visibility, take orders, make delivery / collection / service
arrangements.
Where are most of your customers now? Is your Go-To-Market suitable?

If most of your customers are
at an early stages of their buying journey
Your focus needs to be on hunting and concept
selling ( creating need and budget)
Hunting
Developing criteria for identifying prospects
Using these rules to locate and contact prospects
Engage and pave the way for concept selling

Concept selling is needed when there is no existing
BANT ( Budget, Authority, Need and Time Pressure)
This is a very skilled level of selling
“Art of complex sale”

at the middle stages of their buying journey
your focus should be on COMPARATIVE SELLING
and you should help the customers discover
what are the criteria he should use in selecting
• the right features
• The right vendors
• The right terms and conditions

Ready to transact
Your focus should be on GATHERING
This means you should
Expand your reach : more distributors, more retailers,
more agents
Improve visibility and presence on the street and
inside the outlet
Work out better arrangements for
•
•
•
•
•

order-taking
Delivery
Payment
Service
Ease of access

Remember
To use different approaches to the customers
who are at different stages in their “Buying Journey”
Hunting and
Concept selling

Comparative
selling

Gathering and
Distribution

GATHERING

HUNTING

Customer Active / Searches

Customer inactive co searches

Appoint channel to sell

Appoint sales force to sell

Sales force manages channel

Sales Force sells to Customers

Demand created thru ads / display

Demand created thru conversation

Std simple mass products

Customized complex products

Low Price, High volume

High Price, Low Volume

“Product selling”

“Consultative selling”

Go-To-Market : 2 Different Systems
Hunting ( Business Development / Sales Management)
•
•
•
•
•

Requires more own / dedicated people
They cover a large portion of the customer journey
2 stage process : filter (leads) and focus (conversion)
They are skilled in customer / problems / solutions
They have order-creation capabilities

Gathering ( Channel Management )
•
•
•
•
•

Channel provides manpower - but not dedicated
They cover only a small portion of customer journey
2 stage process : Appoint channel member & manage
They are skilled in working capital management
They have order-taking and not selling capabilities

Metrics Used in Hunting / Gathering
Customers Come–To-Market on their own
• Try and use independent trade outlets to stock and
display where and when the customers come
• Example of metrics in TV business : counter enquiries,
calls at the call center, off take of brochures, price
quotations, demonstration, sale

Customers who don’t come on their own to market
•
•
•
•

Universe  suspects  prospects
Contact  present  QA  Negotiations  Close
Transact  Install  Train
Customer Relationship Management / Aftermarket

Various Go-To-Market Capabilities
Capability to define who are the prospects
Capability to recognize the prospects easily
Capability to locate them at relatively low cost
Capability to Contact them
Capability to Engage their attention
Capability to communicate when engaged
Capability to persuade and take the order
Capability to conduct he transaction
Capability to maintain relationship and give service
Capability to eplace, up-sell, cross-sell, referrals…

Readiness to Buy

B2B

B2C

Low

You Search Actively
( You Hunt )

High

Customers Searching Actively
( You Gather )
Low

High

Number of Customers
When customers search actively, structures to meet their demand come
up. Retailers, wholesalers who supply to these retailers, the company
warehouses and distributors who supply to these wholesalers .. All these
come up as independent businesses. When customers do not search
actively for you, there are no readymade “gathering points”.

Readiness to Buy

B2B

B2C

Low

Push
You can deal
directly

You need a
channel

High
Low

High

Number of Customers
In B2B businesses you can deal directly with a few large customers and
you can customize for them and you can first take order and then make
to order. But for mass products, the channel is a more economical
option to reach the market. In such case you are available through
channel but reach through mass media. There are multiple tiers in the
channel and multiple handling points. The products are standardized
and made to stock and have many packaging layers.

4 Paradigms of Selling
Readiness to Buy

B2B

B2C

You need to hunt for
Customers - Reach
Low
Directly

You need to hunt for
the Customers – Use
channel

Customers are
searching - Reach
High
Directly

Customers are
searching – Use
channel

Low

High

Number of Customers

4 Paradigms of Selling
Readiness to Buy

B2B

Low

ERP
“No Buying Budget”

Common Machinery
High B2B Consumables
Low

B2C
Insurance
Concept Products

Match Box
Staples
High

Number of Customers

Sales Funnel


Prospecting
Planning
Contacting

Pre Sales

Presenting

Sales Cycle
Negotiating / QA
Closing
Transacting
Commissioning
Revisiting
Servicing

Post Sales

Best Practice : Lead Management


OBJ : Weed out people unlikely to buy ASAP
 Suspects (Target Audience ) who may buy
 Prospects : who have the need, budget & desire
 Hot Prospects : who are favorably considering us



Lead Management
 Generation : Separate prospects from suspects
 Qualification : Separate hot prospects from prospects

For Private Circulation Only : Sales & Distribution Course By S K Palekar : skpalekar@hotmail.com

Best Practice : After Market Cultivation



Customer database maintenance / updation
Customer grading RFVR
Recency, Frequency, Value, Referrals



Direct Marketing of “offers”
 To sell AMC
To sell accessories
To sell someone else’s products
To replace
To upgrade
To dispose or sell off


Best Practice for Revenue Over Time
TLV ( Total Life Time Value )

1st Purchase

2nd Purchase

13,

2003

After Sales Revenue

3rd Purchase

August

After Sales Revenue

After Sales Revenue

Best Practice for Revenue Generation
Value over cross-selling potential

1st Product

2nd Product

3rd Product

August

13,

2003

Communication Mix Practice in FMCG
Step

FMCG

1 Prospect Identification

Brand Management based on MR

2 Pre-approach

Ad & Concept testing

3 Approach / Contact

TV / Mass Media

4 Presentation

TV / Mass Media

5 Pre-close, Q/A, Negotiation

TV / Mass Media

6 Close

TV / Mass Media

7 Transaction

Retailer

8 Install / Commission

Not Applicable

9 Post sales activity

Not Practicable


Communication Mix Practice in Durables
Step

Durables



2 Pre-approach

Ad & Concept testing


Mass Media

4 Presentation

Mass Media builds traffic


Retailer negotiates and closes

6 Close

Retailer

7 Transaction

Retailer


Company Service


Company Service


Communication Mix in Tele-Shopping
Step

Tele Shopping Network



2 Pre-approach

Demo documentary


Mass Media

4 Presentation

Mass Media


Demo documentary + Call center

6 Close

Demo documentary + Call center

7 Transaction

Call center


Franchised Service


Telemarketing


Communication Mix in Life Insurance
Step

Insurance Policy


Agent

2 Pre-approach

Agent


Agent

4 Presentation

Agent


Agent

6 Close

Agent

7 Transaction

Agent / Office


Agent


Agent


Communication Mix in PCB Makers
Step

PCB Maker


Electronic Mfg Directory, Exhibitions

2 Pre-approach

Net Research


Sales Rep

4 Presentation

Sales Rep


Sales Manager + Technical Manager

6 Close

Sales Director

7 Transaction

Accounts & Logistics


Initial handholding by technical


Supply department


Ad Agency Looking For New Accounts
Step

Agency


Grapevine, Networking

2 Pre-approach

Checking with clients / references


Casual and informal

4 Presentation

Formal pitch by Directors


Modalities and Fees

6 Close

Contract signed

7 Transaction

Contract signed


Briefs, Budgets, etc


Account Servicing


Best Practice : Separate Hunt & Gather
Teams

CUSTOMER ACQUISITION.
HUNTERS

CUSTOMER RETENTION
GATHERERS

Sales Management


Definition of Selling

Presenting yourself and your product / service / idea
to your prospects, personally and interactively,
in the light of their needs / beliefs / alternatives,
and persuade them to come to a conclusion
Favorable to you.

Checklist For Sales Managers Tasks
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.

Role statement and competency specifications
Prospecting and qualification criteria and methods
Classification and prioritization of customers
Who calls on whom, what frequency & depth, which product and how.
How do we measure contact and sales performance
Number of persons of each type needed at which headquarter.
Interviewing and selection
Inducting, training and deploying
Wastage of time on administrative chores
Time spent traveling vs for customer contact
Motivation, Meetings, Performance Reviews, Corrective actions
Refresher training for latest market, product information.
Creation of relationship assets with customers
Development of future leaders


CONTACT MANAGEMENT ISSUES


What type of personality and capabilities we need at various levels in
our sales force
 Role statement and competency specifications



How do we prospect and qualify our customers, how do we classify
them so that appropriate salesperson and method can be used, how do
we prioritize them.
 Prospecting and qualification criteria and methods
 Classification and prioritization of customers



Who in the sales force and what kind of time spends with which
customer.
 Who calls on whom and with what frequency and depth
 To sell which product and how.



And achieves the call objectives
 How do we measure contact performance
 Result or efforts, quality or quantity, short term or long term

People Management Objectives - A


Compute number of persons of each type needed at each
headquarter.



Interviewing potential candidates
 and selecting the ones that fit the role and capability statement in
terms of personality, knowledge, attitude, behaviour and motivation.



Inducting them through training and handholding.



Deploying them
 in the market in such a way that they waste less time on administrative
chores & travelling;
 and more time in front of the customers so that they can create value for the
customers and revenue for the company.


People Management Objectives - B


Motivating them to bring out their best and training them
to keep them abreast of latest market, product information.



Conduct meetings communicating, motivating and directing
the salespersons so that not only sales targets are achieved



but even the relationship assets in terms of customers and the
manpower assets in terms of existence of skilled leaders are
created which lay foundation for the future growth.


Selling Through Channel
What your customer wants =
What you can provide + what your channel can provide

Examples of Channel Services
 Availability



Want toothpaste at the shop downstairs
I don’t mind traveling but want to see wide range of sarees

 Delivery



Want my monthly grocery delivered to my home
I don’t want to order and wait for it to be shipped

 Financing



Want installment scheme to buy LCD CTV
I want to try it and then own it

 Awareness



Want to know new types of insurances plans
Want to see all variety of chocolates before I select

S K Palekar : Contact : skpalekar@ hotmail.com

 Education and Updation



Latest advances in treating termites
Latest clinical tests of new medicines

 Consulting / Diagnostic



Shall I repair my fridge again or…
Annual check up… do I need any proactive medical help

 Customization



Measure my hall and supply carpeting
Assess wall condition and recommend treatment and paint

 Commissioning



Install the garden sprinkler system
Fitting the modular kitchen in my house


 Training, handholding, coaching



How to use the latest software
How to use all the accessories of my vacuum cleaner

 Upgradation



want to fit GPS on my car
Want to renovate my house

 Replacement , Disposal



Take away my old fridge and give new
Garbage disposal

 Repair and maintenance



Annual pest control contract for my flat
Electrician when something goes wrong with my wiring


 Enquiry Response



Be able to register a complaint 24 x 7
Need to know fares of different airlines

 Order taking



Take my order on the phone
Visit me and see how many tiles I need to buy

 Status / alert information



Flight delays
Pending Bills

 Convenience



I don’t want to wait too much in the queue
I want tickets delivered to my house


Review Question : Why channels ?

 Many customers; spread everywhere : soap

One company cannot reach all

 Customers buy from local / trusted middlemen

Customers don’t know the company

 Customers buy assortment / bundle of products

Company cannot supply this

 Company does not know all customers well enough

Hence may not be able to extend credit and facilities

 Company not close / good enough to serve well

Local proximity : better response time

 Company’s person not be in the market all the time

Channel members are in the local market all the time

 Costs of a separate channel unsustainable

Channel works for multiple firms hence cost effective

Main Channel Decisions

The 3 decisions are
1. Horizontal coverage of the market ?
Intensively or selectively?
2. Vertical Length of the chain. How long ? Number
of tiers in the chain?
3. Own (full control) ? Use others (part control)?
Use existing outlets or set up own outlets?

When Selective ? When Intensive ?
Use selective (sparse) distribution when
 Generally high ticket (price) items
 Consumers’ perceived risk high ( cars )
 Consumer rely on technical advice ( Professional camera )
 Assurance of post-purchase service important ( durables )
 frequency of purchase is low ( luggage).
 brand loyalty is high (Levi’s)
 Retail personal influence important ( fashion )

Use Intensive (Mass) distribution
When the situation is opposite.

Selective or Intensive ?
 Product characteristics
 Intensive Distribution : For products purchased frequently , For
products purchased with a minimum effort , for Convenience goods
 Selective Distribution : consumers shop around extensively before final
purchase, shopping or specialty goods
 Degree of control
 Intensive Distribution : Manufacturers willing to relinquish significant
control over the marketing of their products within the channel might
prefer an intensive strategy.
 Selective Strategy : for close control over selling prices, type and
extent of selling assistance at point of sale, display standards and
product image

Channel Architecture : How Long ?
 Company  Customer ? ( DIRECT SALES)
 Used by industrial products and high value products
 Company  Retailer  Customer ? ( 1 TIER )
 Used by consumer durables and brand showrooms
 Company  Distributor  Retailer  Customer ? (2 TIER )
 Used by fast moving packaged goods companies

How many tiers ? 2 Extremes
 For industrial products, the number of customers are few and the
value of the order per delivery is high. Yhey use DIRECT SALES
system where the vertical length is zero (company directly sells to
the end user).
 For FMCG products like WIMCO matchboxes, virtually everyone
in the country is a potential customer and the behavior of these
customers is such that they don’t want to walk and plan much to
purchase a matchbox! Therefore WIMCO wants to make their
products available in smallest of the paanwalla shops ( 20 Lakh
nationally in over 5000 towns) and it is impossible for the
company to do this on their own. They have 3 Tier system :
company selling to 2000 wholesalers who in turn sell to 20 Lakh
outlets.

Direct sales ( Zero Tier )







Own sales force selling direct to end user
Prevalent among industrial goods manufacturers
If large volume per customer, this is cost effective
More control over own sales force than of distributor’s
Customers prefer to deal directly with the manufacturer.
Direct touch with market : better / faster feedback.

Own Channel or Someone Else’s ?
 It is always a dilemma whether to use an existing trader or to
set up one’s own trading establishment ( store)
 2 extreme options are :
Setting up one’s own store.
You can select the location,
the interiors, how to
display, what to display,
how many people of what
kind to employ, how much
moving space to keep,
whether you want the
store only for your brand
exclusively.

Using someone else’s
existing store but then you
have to learn to live with
his location, interiors,
display facilities, what he
stocks and displays, his
people. And he is of
course stocking and selling
existing brands (your
competitors).

Using Conventional Channels
 They invest in your stock, display your goods, deliver goods,
make invoices and extend credit on your behalf.
 Many of them also feed marketing information back to you.
 Advantages of using existing channels.
 They are more efficient marketers : They know local customers.
 Their costs are shared by many brands : They are more efficient.
 They can respond faster to local requests.
 You don’t need to invest in space, stock, people and administration.
 You incur only variable costs - you don’t spend if you don’t sell
 Disadvantages to manufacturers
 Channel members independent : not bound by contracts
 Co-ordination through power, bargaining, negotiation
 Low concern towards what happens to you : before &after
 Low member loyalty, low entry and exit barriers
 Less control, less systemic economies, and less stability

Manufacturers manage these
disadvantages…
 STICK : agreements on sales terms and obligations like
 Price maintenance
 Demonstration facilities that meet certain technical requirements
 Qualified sales staff
 Refraining from illegal, deceptive, and unethical practices.
 CARROT : Working closely in planning and carrying out
 inventory plan
 advertising plan
 sales training plan.
 OVERALL ATTEMPT IS TO BE THE “CHANNEL CAPTAIN”
 responsible for achieving systemic coordination within the channel.
 The more success manufacturers have with these attempts, the closer
will a conventional system resemble corporate and contractual systems.

“Fully Controlled Vertical”
 May be either Owned or Franchised
 Gas stations, Bata stores.
 Advantages
 List price maintaninence
 Quality control ( gasoline quality, baking, freshness )
 Market feedback from stores on new design
 Better services offered at the outlets
 Disadvantages
 Investment in real estate, stock and human resources
 inflexible in adapting quickly to new opportunities

Type of “Franchising”
 Product trade name franchising
 The right to market the franchisor’s product
within a designated market area
using the franchisor’s trade name.
 Examples : Automobiles and truck dealers, soft drink bottlers.
 Business format franchising.
 All above plus the franchisee acquires the right to utilize the business
know how - operating manuals and standards, quality control,
information systems, or marketing plans
 Examples : fast foods, motels and hotels, personal services,
rental services, stores, real estate services.

How “Franchising” Helps …
 Benefit to franchisees
 opportunity to be “own boss”
 “Pre-packaged” business with no prior business experience.
 A well-recognized trade name
 Assistance in starting up : site, layout, equipment, training
 continuing support : new products, promotions, operations
 Benefit to franchisor
 Rapid scaling up without losing control
 expand the business using someone else’s time and money
 Yet exercise control / coordination on local marketing policy.
 Franchisees are more motivated and willing than dealers

How “Franchising” Hampers …
 Problems to franchisees
 Fly-by-night franchisors.
 Inflated sales and profit projections.
 Overcharged by franchisors in buying supplies.
 vulnerability : franchisor may pull the plug for no reason.
 Problems to franchisors
 Franchisees are “independent minded” : hard to control
 Large-chain franchisees can exert considerable pressure
 Legal costs / battles over franchisee autonomy/ termination clauses

Bata uses multiple channels
 Through their own “Bata” stores (Bata brand)
 Space, Stock, People .. All by Bata.
 Through multi-brand stores ( BSC brand)
 Space, Stock, People belong to the independent store
 Through multi-brand stores under other brand names
 Bata manufactures for other labels
 Also sells direct to customers (some areas)
 In some stores when people cannot find the color and the size they
want in the style of shoes they like, they take orders direct along
with an advance and delivers shoes straight to customers via
couriers.

Tiered systems
Note : At each stage there is a buyer and a seller

Company

Direct Sales System : Company sells to end user

Customer

Adopted when number of customers are low
And when order size is high. Example : B2B.
One tier system

Company

Retailer

Customer

Adopted when number of customers are many
But not high and order size is average. Example : Durables : Cars, CTV
2 tier system

Company

Distributor

Retailer

Adopted when number of customers are high
And when order size is low. Example : Match Boxes

Customer

Tiered systems
Note : At each stage there is a buyer and a seller

One tier system

Company

Retailer

Customer

2 tier system

Company

Distributor

Retailer


Customer

Value Added By Sales Force is
Not only persuasion and promotion

C
O
M
P
A
N
Y

Transportation of physical goods
Title / Ownership of the goods
Payments
Intelligence and Information
Persuation and Promotion
Outbound Services, Inbound complaints / enquiries
Waste, Reconditioning, Buy Back, Disposal


C
U
S
T
O
M
E
R

Industrial Products : Go To Market
Few and large customers – can contact direct.
Promotion is done personally.
Own

Channel
Options

Direct Selling Force

Another firm’s
Channel members’


Direct Promotion : Go To Market

Direct Response Ads

Channel
Options

Tele Marketing
Direct Marketing

Direct Mail
Catalog Selling


Direct Selling
Company  Customer

Mass

Economics

Direct

TV

Demand

Mailer

Sale

Sale

Sale

Retailers

Supply

Courier

Direct Marketing Advantages
Can be individually targeted.
It is less wasteful than mass media.
The approach can be customized for better impact.

Direct Marketing Advantages
Can evaluate response from each contact

Whereas in mass media you need spend
huge sums before you can conclude if it is working or not.

Direct Marketing
100 test mailers
1% response

1st improvement

1000 test mailers
2% response

2nd improvement

10000 mailers
3% response

Commercial success

Mass








vis-à-vis

Mass reach
Low cost per reach
Easy to organize
One way communication
Low impact per contact
Response comes late
Response requires huge money

Suitable For

Mass consumption items
Items well stocked by the trade
Items well understood by people








Direct

Individually targeted
Less wasteful
Can be customized for impact
Ease of evaluation of response
High cost per contact
Difficult to organize

Suitable For

Niche products
Items not easily available
Items requiring concept selling

13% of all goods in USA








Catalog houses : Sears
Tele-shopping networks : Tele-Brands
Ads inviting phone contact : Citibank
Net shopping : Dell computers
Telemarketing : Nationwide insurance
House to house selling : Electrolux
Multi-level marketing : Amway

CIRCUMSTANCES FOR DIRECT
MARKETING
 Concept / Complex products : extensive explanation
 Custom made product : customer presence
 Custom made service : pre or after sales
 Customers don’t know where it is available
 Too few potential customers : mass market wasteful
 High priced product : makes personal contact viable
 High scope for after-market revenue : good TLV

Eureka Forbes / SKP

What only direct contact can do
 Customization ( DIRECT MAIL )
 Interactive ( DELL )
 Multi Sensory ( ARIAL SAMPLING )
 Context Sensitive ( AMAZON . COM )
 Sensitive to body language, tone of voice ( SELLING )
 Engaging and Relational ( LIFE TIME VALUE )
 Referrals Potential ( PROFESSIONAL SERVICES )

Eureka Forbes / SKP

Other Points


Conveying Value : Limitations of Ad vs Selling
1.
2.
3.

Ad : Same message / story / positioning for all
Ad : 1 way, duration short, attention poor, simple message
Selling : more time, 2 way dialogue, 5 senses
1. Complex products
2. Abstract services
3. Demonstration


Communication Mix
in Customer Acquisition & Retention
Advertising : Mass, trade, niche
Public Relations
Direct Marketing : mail, call, letter
Personal Selling : Trade Shows, Events, Seminars, p call

4 Criteria for Media Selection
Reach in TA

Engagement

Cost / Reach

Personalized, 2 Way,
5 senses, Interactive

Persuasiveness

(15) Call Center

(10)Phone Call
(0.5) Media

Cost
August

13,

2003

(40)Salesman

PGEMP Batch 41 covers Go-To-Market strategy

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