A Presentation to Customer, INC. from (rep’s name here)

Slides:



Advertisements
Similar presentations
Company Name Sample Template Presenter Name
Advertisements

SEDCOs Commitment Corporate Overview. SEDCO is the leading provider of communications platforms, nurse call systems and applications, systems and services.
Title Slide Name of your business Your name or presenter’s name
Strategic Business Solutions : Solutions, Strategies, Success The SalesStrat Solution.
TCS Sales and Marketing Resources & Strategies.  Sales and Customer Relations  Product Leadership  Service Focus The TCS Business Model.
Grow Your Business through Contact Centre Outsourcing Fanny Vaz Director, Personal Market Unit, CTM.
Eleventh Edition 1 Introduction to Information Systems Essentials for the Internetworked E-Business Enterprise Irwin/McGraw-Hill Copyright © 2002, The.
Part V SALES FORCE LEADERSHIP Chapter 12: Compensating Salespeople.
1 Corporate Capabilities. Adayana was founded in 2001 to improve human capital performance Our clients come to Adayana to help improve their people’s.
Distribution decisions in international context External factors Structure of distribution/channel Conflict & Control issues Managing logistics.
Enterprise Business Processes and Applications (IS 6006) Masters in Business Information Systems 27 th Jan 2009 Fergal Carton Business Information Systems.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter Strategic Training.
Chapter 12 compensating salespeople. Compensation objective _ compensation is one of the most important motivating and retaining field salesperson _ sales.
Human Resource Management and Strategic Human Resource Management
GRAHAM HOOLEY NIGEL F. PIERCY BRIGETTE NICOULAUD 1 Market-led strategic management.
Business plan competition for young entrepreneurs Guide presentation Adnan Hagoog.
An investment perspective of HRM
ADDING VALUE - BRINGING VALUE A Presentation from RD and D Sales Engineering.
Professor Chip Besio Sales Management Marketing 3345 Customer Satisfaction and Compensation.
The future shape of business is being redefined through outsourcing.
McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
BUILDING A BETTER BUSINESS WITH OUTSOURCING
Digital Policy Group Goals Protect SPE content against unauthorized copying and distribution Copyright Regulation Licensing Technology New Business Models.
Customer Value Management November, 2002 From anywhere… to anyone Janet LeBlanc Director, Canada Post.
Outsourcing: Its NOT About Headcount Presented by Jim Taszarek, President Public Radio Partners.
Functional Areas within Business
Beyond Selling Value Chapter 1 “It’s A Jungle Out There”
Business Size. DO NOW - Quiz 1. Name the three sectors of the economy? Primary, Secondary and Tertiary 2. Name the sector of the economy that is owned.
Customer Relationship Management (CRM)
McGraw-Hill/Irwin Copyright 2006 by The McGraw-Hill Companies, Inc.
The Purchasing Function
BUSM1227: International Business: Entry Modes (II)
MobeSys Technologies MobeSys – helping you overcome mobile technology challenges.
Strategic Planning: Making Choices in a Dynamic Environment
Lecture-3 MGT301 Principles of Marketing. Summary of Lecture-2.
Chapter 11 Section 1.
Human Resource Management Lecture 27 MGT 350. Last Lecture What is change. why do we require change. You have to be comfortable with the change before.
The Marketing Process, Planning & The Marketing Plan.
Entrepreneurship & Small Business Management 10/2/
Building Customer Relationship “Service is so great an opportunity for the company that our vision for the next century is that GE is a global service.
RSM McGladrey, Inc. and McGladrey & Pullen, LLP have an alternative practice structure. Though separate and independent legal entities, the two firms work.
6.0 Business Strategy Chapter 38 HL Only. What is business strategy?  Business strategy A long-term plan of action for the whole organization, designed.
Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues Chapter 6.
Introduction to Business Organisations
Supply Chain Doctors SCM Fundamentals Introduction Planning Sourcing Making Warehousing Transporting Sharpening the Saw.
Strategic Entrepreneurship
EMPLOYEE ORIENTATION 2015 PHD Quality Improvement.
Part V SALES FORCE LEADERSHIP
PPTTEST 10/24/ :07 1 IT Ron Williams Business Innovation Through Information Technology IS Organization.
1 of 27 How to invest in Information for Development An Introduction Introduction This question is the focus of our examination of the information management.
NATIONAL ACCOUNTS PROGRAM. Largest independent Packaging Distributor in the United States We’ve been The Packaging People ® since 1977, and a three-time.
CHAPTER 16 Introduction to Financial Management for Business.
ADDING VALUE - BRINGING VALUE A Presentation from (your name) to (principal’s name)
Assoc. Prof. Dr. Nik Maheran Nik Muhammad, (CFP, CITM, IBBM)
Part V SALES FORCE LEADERSHIP Chapter 12: Compensating Salespeople.
Chapter 8: Services Marketing and Customer Relationships.
Connie Allison. Changing Your Focus Sourcing Looking for lowest price Placing orders Vendor Management Maximize company’s technology investments Looking.
Energising e-business Working e-business ? A Managed Service Proposition Peter Gee presentation ISTUG.
January 20, 2011 Students: Will learn how to identify the feasibility of their business idea.
This project is financed by the European Union 1 The project is implemented by a European Profiles S.A. led consortium Second cycle of Training of Trainers.
B121 Chapter 11 Marketing. It is concerned with exchange relationships. Transactional marketing – oriented towards single purchase Relationship Marketing.
Sales Promotion & Personal Selling Principles of Marketing.
Developing Marketing Strategies and Plans Marketing Management, 13 th ed 2.
ICVision Outsourcing Services For Startup companies.
2015 Review and Outlook for 2016 Your Company Name Here Presenter Name Here.
Voluntary Benefits A solution for employees and employers Cobbs Allen and Cobbs Allen.
FHF Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
P3 Business Analysis. 2 Section D: Business Process Change D1. The role of process and process change initiatives D2. Improving the process of the organisation.
6.0 Business Strategy Chapter 38 HL Only.
Presentation transcript:

A Presentation to Customer, INC. from (rep’s name here)

Why we’re here * We’re responding to your concern whether reps bring value * We know that this is a broad policy issue, not aimed at us personally * We appreciate our long-standing mutually beneficial relationship * Your concerns about value are understandable, but we think misplaced

What You Are Hoping to Achieve * Improved communications * Faster reaction time * Increased confidentiality and security * More “clout” and resources from vendors * Lower prices

The Realities * Improved communications ? Because of our multiple line capabilities, we reach wider and deeper into your organization than can a single-product salesperson. That allows us to bridge inter-departmental communications gaps here. Because we are territory-bound, our commitment to our customers motivates us to advocate more strongly for you than could a factory employee.

The Realities * Faster reaction time? * We can be here faster when you need us than can anyone not resident in your plant. * We are electronically linked to our plants, for immediate status reports and updates. * We can bring you appropriate new and unannounced technology for all your projects, not just the one’s where we’re already spec’ed in

The Realities * Increased confidentiality and security? * You are protected by the NDAs we sign, as well as by our track record * Were you to deal one-on-one with each of the product lines we bring you, how many more people would be “in the loop” on your new projects?

The realities * More clout and resources? * Because we are territory-bound and independent, our primary commitment is to our customers in the territory. We can go as high as necessary in our hierarchies with your clout. A company employee can’t go over his boss’s head. We can fight harder for what you need!

The realities * Lower prices? * Field sales activities – serving your account – have costs. Our principals save money by using representatives. * We are not middlemen nor channel intermediaries; we are factory sales people paid on a different basis. * We do not take possession, nor do we mark up costs

The realities * How do we save our principals money? * We don’t get paid until you buy * We take care of our own expenses, for offices, cars, travel, benefits, etc. * Our multiple lines let us spread costs, which permits investment in better technology * We don’t expect raises, promotions, transfers * Our staff is stable, motivated, better equipped

Today’s business trends underscore the rep advantage * Focus on core competencies * Growth of outsourcing, including sales * Convergence of technical and business factors * Vendor reduction - we are one vendor, bringing you many lines you now buy * Growing use of reps by major players * Sophistication of today’s rep firms

How your own trends support keeping reps in the picture * Your own commitment to outsourcing * Your own commitment to vendor reduction * Your need for in-depth, multi-level, inter-departmental coverage * Your need for strategic partnerships representing you to your vendors’ hierarchies

What you’ll lose if you don’t work with reps * Loss of penetration * Loss of high-level advocacy * The benefit of the system sale over the product sale * Earliest introduction of new ideas and approaches * Reps’ bridging intra-company politics

How squeezing out reps hurts everybody * Forces vendors to use second-best sales methods * Short-term price advantages create long-term losses * Limits choices by squeezing out small and start-up vendors * Stifles open competition and free enterprise

How we serve you * (use this slide to detail your relationship with the customer – how many people serve their account, how many of their people you call on, how long you’ve been working with them, how close your offices are to theirs, how often you see them, how many lines and products you bring them, etc.)

Why working with us is win-win-win * Products you like * Services you need * People who deliver * Our principals’ solution to cost-effectiveness * We are the VALUE proposition!

Customer Inc. and (Your name) * A long-standing mutually beneficial relationship * Let’s keep it that way!