BADM 366 - Assignment 2 Kathleen Gracey
All companies must have established processes which aid in developing and supporting sales. In manufacturing companies, the sales management process is one which the company monitors and measures each staff member's ability to support sales and to sell to customers.
The first step a sales manager must perform is to develop the strategic sales program or sales plan. This step involves setting objectives for the company, organizing the salesforce and selling function, forecasting sales, and developing account management policies and relationships. The second step in the sales management process is the implementation of the Sales Plan. This step includes sales force recruitment, selection, and
…show more content…
training. This is when the sales managers is focusing on employees and how to motivate and compensate. The last step in the Sales Management process is to review by evaluating sales performance of both the overall sales force as well as individual sales people. This includes quantitative assessments and behavior evaluations. This is a vital step as companies are always evolving, making it necessary for sales managers to modify strategies. Canada Goose Inc. Canada Goose is a successful manufacturer of luxury outerwear in Canada.
The manufacturing company has 866 employees and in 2015, had a revenue of 249.9 million, with 64% of sales being exported. Canada Goose credits its success to its marketing strategy which stresses “Made in Canada” (Rogers Media Inc., 2016). When many Canadian clothing companies began to outsource clothing production to other countries, Canada Goose stayed at in Canada and soon people began to see Canadian-made outerwear in a more positive light and appreciated Canada Goose’s effort to stay Canadian made. Today Canada Goose is extremely popular, with products being sold in over 40 countries in various high end retail stores such as Saks Fifth Avenue, The Hudson’s Bay Company, and Holt …show more content…
Renfrew. Canada Goose has had sales success without focusing on advertising, and has never made television commercials. The company prefers to promote its products subtly, using channels such as social media, and sponsorship. Additionally, all clothing has the Canada Goose logo in a visible area. The slogan Company slogan is “Ask Anyone Who Knows”, which shows the company is so confident in its product that it feels customers who are loyal to the brand, do much of the promotional work for it in order to be successful. The table below outlines the Marketing Mix of Canada Goose: Product High Quality Luxury Stylist Utilitarian Price Higher Price ($400-700) Placement Retail stores Online retail stores Promotion Social Media Sales promotion Celebrity use Partnering with Fairmont Word of mouth/Loyal customers Collaboration with rapper Drake Visible logo on products Suggestions Canada Goose has continued to manufacture and sell quality products through retailers, however have not yet ventured into opening company retail stores for a more direct customer relationship.
Canada Goose might want to consider expanding sales channels to their own shops, smaller shops, and online retailing to allow customers in more rural areas to purchase their products easily. If the company can establish a better customer relationship it will help build a loyal customer base which will increase sales. Additionally, the company may want to expand their line of jackets to other similar products which will expand the products purchased by not only loyal customers but will also attract customers that may want outerwear products other than
jackets. Works Cited MacKenzie, H. F. (2008). Sales Management in Canada. Toronto: Pearson Prentice Hall. Roger's Media Inc. (2016, September 17). Canada’s Fastest-Growing Manufacturing Companies. Retrieved February 28, 2017, from http://www.profitguide.com/manage-grow/success-stories/the-2015-profit-500-canadas-fastest-growing-manufacturing-companies-90162 Shaw, Hollie. "Canada Goose's made-in-Canada marketing strategy translates into success." Financial Post. N.p., 18 May 2015. Web. 28 Feb. 2017.
Owing to the fact that HBC is a parent company, which owns and operates Zellers, Home Outfitters, Lord & Taylor, Designer Depot and Sportarena, it has been challenging in order to manage all to be profitable. In 2013, Baker added one more company to its list, that HBC bought an American fashion apparel retailer Saks Fifth Avenue(Saks), and it is successfully opened in Toronto in 2016. Moreover, it is noticeable that HBC’s new CEO and management team seeks for a growth. According to company’s official goal, which is more commonly known as a mission statement, it states, “HBC targets $1.5 billion in incremental sales and revenue” (“About HBC”), that one of HBC’s main values is Growth-oriented. “We have a 900,000-square-foot store in downtown Toronto,” Baker told the Financial Post after buying HBC in 2008 from American investor Jerry Zucker. “It’s not productive. Instead of having anemic sales in this building that’s too big, why not do something truly exciting?” (Shaw, Financial Post). Additionally, and luckily, Torontonians want Toronto to be more modernized, wherein 2016 John Tory a Mayor of City of Toronto has announced details of a plan to modernize Toronto, (Draaisma, "Tory announces the plan to improve service, save money"). Thus, HBC’s decision of buying and bringing Saks Fifth Avenue to Toronto, a modernized mall with an elegant atmosphere was a rewarding decision and
...han a mercantile operation. This is evident through the rise of competition in the market, which prompted HBC to change to a corporative framework to carry out its operations. Furthermore, decreasing demand and supply of fur was weakening HBC. Focusing on other goods, rather than fur indicated that the company was reforming from its mercantile philosophy and exploiting other markets through a corporative framework. Lastly, the mercantile management was another declining factor to HBC’s operations. Leaders like George Simpson advocated a corporate management style so that it does not contradict with current Canadian economic environment. On the whole, it was important for HBC to transition to a complex corporate framework in order to survive through the transition. This transition initially progressed Canada towards the confederation and made its own stand globally.
A positive to expanding to Canada is that Canadian shoppers are similar to American shoppers, ideally making this a good target market for growth (Fiorletta, 2015). In an interview regarding expansion in Canada, CO-CEO Walter Rob said, “Our efforts in Canada are part of the effort to grow.” “We think the opportunity for fresh, healthy foods is larger now that it’s ever been”. “And we intend to grow as fast as we have ever grown — 40 new stores next year, 42-44 for the following year.” “That’s 10% square footage growth on top of 15 million square feet of retail we already have.” “People have said maybe we should stop our growth.” “I said, no, we are not going to do that because our strategy is working.” “There’s no reason to stop.” “There’s every reason to keep going.” (Vieira,
Northern Rush faces four small business competitors. With their shipping prices to Canada and the fluctuating exchange rates driving the price up, U.S.-based DormCo and DormItUp won’t present as much of a threat to Northern Rush as the Canadian competitors. The Canadian competitors have the advantage in their greater choice of items and colours. Both Residence Linens and Dorm Essentials give buyers the ability to customize their
Target, a high-end discount department store, hoped to continue expanding and adding to the company’s 1,752 stores, by purchasing 200 Zellers stores, located in Canada. One of Target’s, longtime goals was to expand into Canada , and after a decade, the company took a jump across the border (Shaw, 2011). Because many thousand Canadians hold a Red Card, Target’s reward card, Target assumed this would be a successful expansion, increasing the amount of US brands that encompass Canada’s market. Target spent a year converting the Zeller stores, altering and renovating them to transform them into Target Canada, a subsidiary of Target (Shaw, 2011). They opened 124 stores in locations all over Canada, hiring back only one percent of the former Zellers employees, desiring to make a fresh start for the department store chain (Target Refused Zellers Workers).
Canada Goose was once a brand that could only be found through certain retailers. That all changed when the luxury outerwear brand opened its first two standalone stores in Toronto and New York in fall 2016 after the success of their e-commerce store. Canada Goose plans to launch 15 to 20 stores by 2020 and currently has two Canadian locations in Toronto and Calgary. This strategic market entry of brick and mortar enabled the brand to remain exclusive to where there is a large concentration of brand supporters and where there are consumers who indulge in high end outerwear brands such as Mackage
Holt Renfrew, known today as Canada’s elite high end retailer started out as a simple hat and fur shop in 1837 Quebec City. Offering top quality cosmetic brands and fashion designers, both local and imported (Prada, Gucci, Armani, etc.) , Holt Renfrew provides a uniquely upscale shopping experience for both Canadian men and women. Operating ten stores in Canada, Holt Renfrew offers everything from classics to the most current trends in fashion. Holt Renfrew’s main customer base is high end.
... need for this one human interaction with the system is what makes it vulnerable to errors and redundancy and the need to get it right is paramount. So the production plan is created bases on the sales order and this is shared with purchasing so that any unavailable material can be ordered. This shows how the MRP links the production with purchasing as well as accounting. Using this information links and sharing properly in the ERP can result in significant cost savings because companies are beginning to see its SCM as part of a larger process than just customers and suppliers.
Section 1: Introduction and situational analysis. The current situation that exists in today's sales environment is that sales must be made to sustain the life blood of a corporation that provides goods and services. Revenue drives a sales team and lack of revenue can bring down an entire team, group, sales force and possibly, the company itself.
The Rich Picture shows human activities and work processes through use of simple diagramming. From this diagram we can extract the faults of the current system, and aim to improve it. The diagram can relate to current conflicts between the marketing and sales team as they interact with each other to develop marketing strategies.
Now that we have discussed how sales and marketing should share revenue accountability, we are now going to step through each of the four steps of our buying process; Research, Tryoritize, Buy and Optimize. It may be difficult for marketing teams to change their mindset and see its value in a different way going forward.
In past few years, companies and industries of various sizes have become aware that they need to improve business processes such as product development, order fulfilment, planning, distribution, and customer service. So everybody is now focusing on doing process improvement or redesigning.
The personal selling process is a continuously revolving cycle of stages that assist the professional sales person of today in developing basic selling strategies and tactics that help them improve and perfect their own personal selling styles. As listed in the text, “there are countless small tasks in the personal selling process that are generally organized into seven major stages that overlap and interact. 1. What is the difference between a.. Prospecting and Qualifying 2. What is the difference between a'smart' and a Planning the sales call (pre-approach).
The four steps that lead managers and the firm through the strategic planning process are first defining the company’s mission, then setting objectives and goals, next designing a business portfolio and lastly developing functional plans. The first step involves focusing on consumers’ needs and wants. Setting forth a market oriented mission that organizations want to reach based on consumers of the environment. After finding the mission, organizations then proceed to put together supportive objectives for every level of management to help achieve its mission. Next the company has to design a business portfolio evaluating all of its current business and future business by coming up with
Strategic management is the “identification of one or more sustainable competitive advantages a firm has in the markets it serves (or intends to serve), and allocation of resources to exploit them” (Business Dictionary, 2016). In order for industries and organizations to thrive, they must have strategies in place and strategic management processes to stay competitive, profitable, attractive to stakeholders, and to sustain advantages that set them apart from other competitors (Barney & Hesterly, 2015). The strategic management process involves a set of procedures that lead to choosing a strategy that will eventually lead to competitive advantage (Barney & Hesterly, 2015). The six steps of the strategic management process involves defining