the sales calls is a one factor to be considered. It’s a source of future sales and may build customer relationship. Fourth‚ to be able to achieve your sales quotas‚ it is not enough to rely on sales forecast but opposing exert an extra effort in selling by means of good sales strategy. The expected results (shown in table below) may help you to evaluate performance‚ each activity is assigned a quota (250‚000 that will results to 1‚000‚000 sales and 25% growth) and a weight reflecting its relative
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and selling costs (72% of new sales) 172‚800 Annual income before taxes 17‚400 Taxes (30%) 5‚220 Incremental income after taxes $ 12‚180 Yes‚ extend credit to these customers as 43.5% incremental return is greater than 14.5%. b. Should credit be extended if 14 percent of the new sales prove uncollectible? Added sales $240‚000 Accounts uncollectible (14% of new sales) – 33‚600 Annual incremental revenue $206‚400 Collection costs – 21‚000 Production and selling costs
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cloth‚ which he spreads on the ground and displays his wares in front of him. Almost every shop is similar in nature. There is crowd in front of each shop. Shops dealing in jewelleries and cosmetics are particularly crowded. The shopkeeper is busy selling in his wares. Various items are already packed and therefore the merchants usually do not need scales to measure or weigh them. In a weekly market people buy breads and cakes. The shopkeepers keep the freshly baked bread‚ cakes‚ rolls‚ biscuits and
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different buying processes for a particular product – lightweight bumpers for a pickup truck. New task buying- Selling light weight bumpers for a pickup truck to clientele that has little or no experience in dealing with auto parts. Modified Rebuy- Selling light weight bumpers to clientele that has had experience in buying auto parts‚ possibly trying a different brand instead. Straight rebuy- selling light weight bumpers to clientele who are loyal customers‚ maybe buying a newer model‚ color‚ etc. Chapter
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online bookstore. Seattle‚ Washington was it first firm where it started doing services. First name for Amazon.com was Cadabra.com which given by it’s founder‚ Jeff Bezos due to his pronouns that he like.Amazon is an American e-commerce in terms of selling it’s major goods via internet and it was an iconic stock‚ late1990.Eventhough it’s get problem due to it business model Amazon.com still having their first annual profit in year of 2003.Finally Amazon .com come out with it first profit in the fourth
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Project title: MUJI Introduction The head office of MUJI is from Japanese company‚ RTOHIN KEIKAU CO.‚ LTD.‚ and it is a new life style store and advocate simple‚ nature‚ texture life philosophy. Also‚ provide high quality and reasonable price product that related with life‚ and not waste the material to care about the product’s eco. Flowchart * Human resource department * Distribution department * Quality check department * Marketing department * Finance/ Accounting
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where the business has to invest a lot of resources in creating the basic infrastructure and then marketing and advertising itself in the market. This is the phase during which innovative ideas are encouraged‚ in order to establish a USP (Unique Selling Proposition) for the company. It is a difficult task to have a smooth sailing business‚ without any struggle right from the beginning since the early stage of business setup involves higher risks. The income in the first stages is always lesser than
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gaining profit but also by satisfying the customer. For example Sainsbury’s organic range also includes fair trade products‚ with Sainsbury selling the fair trade products‚ it helps with the economic side o the external influences‚ this is because the fair trade products are sold and a portion of the costs goes to those less fortunate‚ so with Sainsbury’s selling these products‚ they are helping the economy therefore customer will be satisfied and more likely to be persuaded to buy these organic products
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1. Why was Dakota’s existing pricing system inadequate for its current operating environment? - profits only when clients placed large orders for cartons - real drop of profit if many clients place small orders - wrong cost determination for individual customers - wrong cost determination for new services provided by DOP (to small charges for the “desktop” delivery‚ then the actual cost of it) 2. Develop an activity-base cost system for Dakota Office Products based on
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interoperability are not directly the costs of competition. Both factors are just the offsprings of commercial nature of vendors: as vendor has to sell his devices to keep himself living‚ he has to artificially lower their product’s quality just to keep selling them. Obviously the only reason of existence of each and every vendor is to get revenue‚ so the income dictates all the rest. Again obvious is the fact‚ that the income could be calculated as "(price - costs) * customer base / period of use":
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