Selling into Micromarkets  

Oleh:

Goyal, Manish ; Hancock, Maryanne Q. ; Hatami, Homayoun

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 90 no. 7/8 (Jul. 2012), page 78-86.
Topik: Sales Reps; Sales Organization; Business to Business Sales; Company; Sales Strategy

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.45 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

For years, sales reps at a leading chemicals and services company had successfully worked their territories, but in recent months sales volume had plateaued, because of encroaching competitors and shifting demand. Using its emerging analytics capability, the global firm took a more granular look at its business. It diced its seven U.S. regions into 70 “micromarkets” and zeroed in on those with the greatest potential. It then pulled reps away from overserved territories, created sales “plays” for the newly identified hot spots, and redeployed the sales force. Within a year the sales growth rate doubled—without an increase in marketing or sales costs.

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