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Market research essay
Career progression summary
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CAREER SUMMARY
Degreed Sales Engineer with a 15+ year career of sales and marketing in the electrical industry, with successful new business development experience for Low Voltage Power Distribution Prducts & Motor Control Products. Proven capability combining engineering and sales expertise promoting customer acceptance through knowledge of markets & products to Consulting Engineers, Contractors, Industrial Accounts, Institutions and OEMs.
TRACK RECORD OF SUCCESS
• Developing and implementing business strategies increasing company and product market awareness, market share and profitability
• Identifying and capitalizing on new growth opportunities through market analysis, product development expertise and keen business instincts
• Achieving
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Increased sales of Chromalox products in an underdeveloped West Tennessee and Southwest Kentucky territory where the company had little name or brand recognition
• Increased Sales to industrial accounts, distributors and OEMs by 28%
• Worked with engineering to develop specifications for a new client securing a $200,000 order
• Managed customer relations, provided engineering support and service for a $350,000 per year OEM
CORNERSTONE TECHNICAL GROUP, Brentwood, TN 2006 - 2013
A $ 5 million High Tech Automation Wholesale Electrical Distributor for industrial automation products
SALES ENGINEER – Remote Office
Directed sales to manufacturing plants in an underdeveloped Tri-state Area
• Grew account base sales 247% by providing custom engineered solutions for improving quality, safety, reducing waste and overhead costs
• Increased profit margin 42% through value-add selling
• Grew key customer purchasing by 272% through extensive interaction with managers engineers and maintenance staff
• Received Service Salesmen of The Year Award in 2011 and 2012
Al Marthin Page 2 of 2
ONE CALL LLC, Memphis, Tennessee 2005 – 2006
Distributor of Business Class telephone service to small, medium and large businesses 2002 –
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Managed sales to Public Utilities in a total available market of 31 clients in West Tennessee/North Mississippi
• Grew customer base from 10 to 25 accounts, boosting through sales in the 1st year 300% resulting in an increase from $659,000 to $2.8 Million
• Created and implemented business plan for a specific product segment development to all clients increasing requests for quotes and sales and profits
• Top Level Sales Achievers Winner in 2001 for meeting sales/profit margin goals
EMR ASSOCIATES, Knoxville, TN 1993 - 1998
A $ 9.6 Million in sales Manufacturer’s Representative for electric power distribution and automation products to contractors, large accounts and OEMs and Wholesale Electrical Distributors,
SALES ENGINEER – – Remote Office
Managed sales of High and Low Voltage Electric Power Distribution and Motor Controls in a new Arkansas, Mississippi, West Tennessee territory where the company had little name recognition or distributor network
• Called on electrical contractors, large industrial accounts and OEMs
• Called on consulting engineers to assist in selecting the right product for the application and to write specifications
• Recruited distributors, persuaded managers/salesmen to work with us as a value added supplier to increase their
Recalling her successes before, without a doubt, Campana is quite the adept software saleswoman with the skills and experience to back it up. Further, the case makes it worthy to add that Campana also graduated with a Master’s in Business from a large, Midwestern University. Being so well-experienced would have yielded many connections for the Buckeye Group, and would further build a network that Campana could use in her future endeavors. More importantly, due to her familiarity with the product and software in general, Campana has the significant advantage of already knowing her target market, should she decide to take the marketing job at MetalCoat. Such knowledge would certainly make her transition into the new job easier to
Despite CAH's competencies, its US distribution faces serious challenges. CAH's exclusive US distributor fails to actively promote the sales of Curtis Lift. In fact, the lift is but a minor product within the wholesaler's complete product line and accounts for only 20% of its total lift sales. Given that US market currently accounts for 60% of CAH's sales and holds growth potential in future, the current US distribution system may hurt CAH's growth. Another problem is CAH's high production cost. Its cost of sales accounts for approximately 72% of sales, which is at least 20% higher than that of dominant players. The relatively low contribution margin leaves the company little flexibility in competition.
We have cumulated a profit of $206 million over this period, second of the industry. Our goal of escalating profit has advised us to increase automation level and for cutting costs, which enabled us to have the margins of all products above 30% in 2019 and an average margin of 53.4% in 2024. Additionally, we invested to keep our products updated to the market trend with an attention to customer buying criteria. Moreover, starting from recent years, we run our full capacity with second shifts whenever the market need has a possibility to accommodate our production. To achieve a greater profit, we based our pricing strategy on the market movements in general by decreasing our price by $0.50 every year except for our Low End product-Acre.
The Chester team will implement a Broad Cost Leader and Broad Differentiation strategy, maintaining a presence in every segment of the market place. We hope to gain a competitive advantage by getting R&D costs, production costs, and raw material costs as low as possible. Our Cost Leader position will help us with a competitive advantage based on price, we will price our products fairly average. Not too low but not too high either. Our products will keep up with the changes in the market, also offering improved size and performance and if needed improved reliability. We will moderately increase automation levels to improve our contribution margins
Joseph Galli Jr, the Vice President of Sales and Marketing of Power Tools for Black and Decker has been put in charge to develop a marketing plan for the company’s next business cycle. This plan addresses the problems that presented itself in the previous years; more specifically, the company’s struggles in gaining and maintaining market share in their Tradesmen segment. After market analysis, evaluations and given company options, we have come to propose the following conclusion: For the next cycle, Black and Decker should discontinue their name in the Tradesmen segment and ride on one of their more successful brands as an alternative—namely DeWalt.
This situation seemed interesting to Vanguard because of the exponential increase in the number of potential clients, whom Vanguard doesn’t have to directly advise and serve about their products and services, combined with the high potential for profitability. The development of this broad qualified sales force could also be done at relatively low development cost. The positive aspects of this alternative are somehow strongly counterbalanced by the fact that huge efforts of mass advertising would be required in order to inform the potential customers about Vanguard’s brand, and over whom Vanguard would have no control in the sale process. Vanguard would also have to face some strong competition in its relationship with the intermediaries, who are not always the most loyal sales representatives.
Sharplin, Arthur. (1989). Lincoln Electric Company Harvard Case Study. McNeese State University. Retrieved from http://my.uopeople.org/pluginfile.php/59756/mod_book/chapter/39460/Lincoln_Electric.pdf
Arrow Electronics is a distributor of electronic parts, including semiconductors and passive components. It was founded in 1935 and has reached number one position among electronics distributors by 1992. Arrow’s North American operations were headquartered in Melville, N.Y. Sales and marketing functions were divided among five operating groups. This case study focuses on the largest of Arrow’s groups, Arrow/Schweber (A/S).
Sun Tzu, the great Chinese general and philosopher once wrote, “All warfare is based on deception.” The United States’ innate ability to conduct glorious amphibious assaults from the sea is no better represented than during Operation Chromite, also referred to as the Battle of Inchon. During the Korean War, on September 15, 1950, U.S. and allied forces led by General MacArthur, inflicted a surprise attack on the North Korean-controlled harbor of Inchon. This operation was so successful, that it propelled Allied forces into North Korean territory, turning the tide of war in favor of allied forces. The success of the operation is attributed to the surprise inflicted upon the North Koreans accompanied by the use of deception by allied forces through
Regions are divided into branches and sales teams covering specific customer industries and sectors. Martha Pauley, a Branch Manager, manages multiple sales teams in the Northeast Region. Previously branches sold all products in a specific city/area; branches are now tasked with selling one product group over a much larger geographic area (Dynacorp Revisited, 2005: M-2, 86). The sales ...
Christensen, C. M. (2000). Discovering What Has Already Been Discovered: Why Did Your Customers Hire Your Product? Case Study, 2.
Grover, G. (2002). Career information center eighth engineering, science, and technology. (8th ed.). Michigan: visual education corporation.
New online manufacturer brand e.g. Dell.com - Entrepreneurs saw opportunities for developing online manufacturers' brands that took advantage of online technologies that enabled innovative new products to be adapted to customer preferences, and by using IT to enable efficient and effective operations such as assembly and logistics.
In general terms, the organizational structure of the Electronic Products Division of Allentown follows the same structure of the other divisions. Under the General Manager there is a controller, a product development manager, a manufacturing manager (with three plants treated as three different profit centers), a sales manager and a marketing manager. The last two may be the major difference regarding the general structure of the company, since sales and marketing are usually combined in one single department. The breakdown in two departments has been made by the general manager, reasoning that the sales division should be concerned about short-term actions, while the marketing one should take care of pricing policies and strategic plan.
I have completed my Bachelor of Science degree in Industrial Engineering, the program was a blend of mathematics, physical sciences and business applications. Whilst pursuing my Bachelor degree I worked for Rimth Company LTD, a contracting and trading private company, for three