...QUALIFICATIONS Skilled and dedicated executive offering an impressive 17-year leadership background in national and international markets with an exceptional understanding of international sales strategies and cross-cultural environments. Provide comprehensive direction and solutions. Fluent in French, German and Japanese. Areas of Expertise Sales Operations Management International Account Development OEM & Business Partner Relationships Market Research & Feasibility Studies Total Quality Management Procedures Staff Leadership & Team Development PROFESSIONAL EXPERIENCE Executive Vice President; National & International Sales ABC, Inc., Any City, State May 2005 – Present Guide corporate strategies for the development and implementation of infrastructures in sales, marketing, research & development, engineering, manufacturing, finance, and administration. Developed sales/marketing plan in support of investor management of a $10MM sales objective. Increased annual sales revenue by $5MM within 17 months by establishing OEM and international distribution channels. Maximized profits through efficient vendor negotiations and contracts, and the identification and reduction of gratuitous cost factors. Company is currently recognized as #1 in the Industry, from a previous 24th position. Vice President of Sales & Marketing DEF Corporation, Any City, State February 2003 – April 2005 Brought on board to rescue failing sales, rejuvenate ineffective marketing programs, and resolve international...
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...develop FOCUS on each business segment * Marketing Department: Strategic Marketing, Marketing Services * Development of Sales Training Department * In 2010, Sales and Marketing Department must have a 30.63% (20.25% +10.38%) increase in sales to cover the decrease of sales in 2009 and also maintain the average increase of sales from 2006 to 2009. * 20.25% was the decrease of sales from 2008 to 2009 * 10.38% was the average increase from 2006 to 2009 Planning * Quarterly Sales Conference * Synergize direction- close collaboration between on-line and print sales executives * Integrating the promotion of Medical titles to the Marketing Department * Implement per discipline and per title projection through the format set by Corporate Product Development Office and Sales and Marketing Department. * Completion of Manpower * Budget for Marketing * Implementation of a customer follow-through and retention program where Regional Sales Managers will follow an organized and systematic flow of activities from adoption stage to after-sales to collection to re-adoption and/or re-order * Account Management * To establish the Training Department as a revenue-generating entity of the company by offering and/or bundling established training programs with clients upon adoption or as X-deal. Leading * Implementation of improved incentive programs for the Sales Executives * Sales performer or achiever * Family-oriented...
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...Corporation Limited (JAC Motors) Arai Arai Ashok Leyland Limited Ashok Leyland Limited Manish PADHARIA Pankaj GAUTAM Shibu APPUNNI Shekhar DRAVID Anand PATIL Devender KUMAR N C AGARWAL David JACKSON Suresh WILLIAMS Anurag KHARGONKAR Dhananjay KALE Jitendra JASANI Shamprasad PONKSHE Vivek SONAR K Chandra SEKHAR K Venkat RAO S Ravindra BABU Henry XIA Jack ZHANG Jina KANG Jina KANG D J KULKARNI M R SARAF Hitesh SHARMA Nitin KARULKAR Managing Director Area Manager Assistant Manager – Business Development Vice President - Business Development Assistant General Manager - Marketing General Manager (Marketing) President and Chief Executive Officer Director Business Development, Transport SBU Director (Marketing and Development) Vendor Development Deputy Manager Assistant General Manager Executive Vice President Senior General Manager Chief Mechanical Engineer Works Manager Chief Mechanical Engineer Sales Director Sales Manager Regional Manager Regional Manager Senior Deputy Director Deputy Director Deputy Manager...
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...The Marketing Audit Comes Of Age Philip Kotler, William Gregor and William Rogers Comparing the marketing strategies and tactics of business units today versus ten years ago, the most striking impression is one of marketing strategy obsolescence. Ten years ago US, automobile companies were gearing up for their second postwar race to produce the largest car with the highest horsepower. Today companies are selling increasing numbers of small and medium-size cars and fuel economy is a major selling point. Ten years ago computer companies were introducing ever-more powerful hardware for more sophisticated uses. Today they emphasize mini and microcomputers and software. It is not even necessary to take a ten-year-period to show the rapid obsolescence of marketing strategies. The growth economy of 1950-1970 has been superseded by a volatile economy which produces new strategic surprises almost monthly. Competitors launch new products, customers switch their business, distributors lose their effectiveness, advertising costs skyrocket, government regulations are announced, and consumer groups attack. These changes represent both opportunities and problems and may demand periodic reorientations of the company’s marketing operations. Many companies feel that their marketing operations need regular reviews and overhauls but do not know how to proceed. Some companies simply make many small changes that are economically and politically feasible, but fail to get to the heart of the matter...
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...Manager Finance Sales and Marketing & Conference & Catering Sales Executive Assistant Manager Human Resources PA to the General Manager Rooms Division F&B Kitchen Technical Services Housekeeping Front Office Revenue / Reservations Duty Management Food and Beverage Department Food & Beverage Director Restaurant Manager Bar Manager Banquet Manager Supervisor Supervisor Supervisor F&B Attendant F&B Attendant F&B Attendant Front Office Department Front Office Manager Assistant Front Office Manager Communications Manager Bell Desk Manager Concierge Manager Guest Relations Manager Front Office Supervisor Communications Supervisor Bell Desk Supervisor Concierge Supervisor Guest Relations Supervisor Receptionist Communications Team member Porter Concierge Guest Relations Officer Housekeeping Department Executive Housekeeper Assistant Executive Housekeeper Supervisor Room Attendant Technical Services / Engineering Department Technical Services Manager/ Chief Engineer Assistant Chief Engineer Trade Person / Supervisor Handyman Chefs Department Executive Chef** Sous Chef** Chef de Parties** Demi Chef** Commis Chef* Revenue / Reservations Department Revenue / Reservations Manager Revenue / Reservations Supervisor Reservations Sales Agent Sales & Marketing Department Director Of Sales And Marketing / C & C Sales Director Sales Manager Business Development Manager / Conf & Catering Sales Manager Sales Executive Business Development...
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...internal duplication (processes and employees), overhead and providing consistent direction to most employees. However, it appears that critical functions such as Sales and Marketing have not been completely restructured. This has resulted in inconsistent department goals and direction for these employees. Complications have arisen because these departments still have country based distinct chains of command. The unity of command has not been solidified and so executives, who should only have staff authority over certain employees, still exercise full line authority. Employees often receive contradictory directions, from their current and former bosses, often simultaneously. This lack of a solid unity of command has resulted in departments and employees that are very inefficient and frustrated. Further evidence of an incomplete restructuring is illustrated by the typical span of control, especially for the first line managers, which may be considered excessive. Research suggests that on average, a manager should have 6-8 direct employees, but most managers at BLE have more than fifteen employees reporting to them. This creates a higher level of stress for the department and reduces the effectiveness of coaching and employee development. BLE remains a very centralized company and even after the recent changes, the executive continues to concentrate authority in the...
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...now focused not only on selling a product, but giving consultation, financing and system integration. Selling customer specific solution had become an important value adding activity. For this reason the company had to rely more on the front line managers as they were more knowledge about upcoming technology. Sales people had to act like consultant to customers. Suddenly there was need of business analysis, business development, network planning and outsourcing. There was a need of identifying best practise and using it on a global scale. This lead to the birth of “ICN SHARE NET”. SHARE NET ICN: The ICN Share Net is active in 80 countries worldwide. The marketing executives, sales executives, research and development managers of Siemens use the ICN Share Net. There is certain entry restriction. On the other hand there is no one sourcing of knowledge but every member can contribute, publish his ideas thoughts on Share Net. The main objective of Share Net is to identify, detect the local idea, innovation and use it globally. Share net covers both tacit and explicit knowledge in sales value creation, technical and functional solution components....
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...Address: Employment: (Individual Site) Current Year: 2,126 1 Yr Prior: 2,126 | Trend: 0.00 2 Yr Prior: 2,126 | Trend: 0.00 3 Yr Prior: 2,126 | Trend: 0.00 Sales: (All Sites) Sales: (Individual Sites) $967,656,000 US (Actual) $967,656,000 US (Actual) Executives: Ms Bonnie Thacker - Management Ms Katy Tomak - Administrative Assistant Mari Wright - Services Mr Bruce Parker - President Mr George Fellows - President; Chief Executive Officer Mr Neil Howie - Managing Director Mr Brian P Lynch - Corporate Secretary; Vice President Mr Bob Penicka - Chief Operating Officer Mr David A Lverty - Chief Operating Officer Mr James Hill - Executive Officer Mr Steven C McCracken - Chief Administrator; Executive Ms Christine Rousseau - Executive Vice President; Chief Information Officer Mr Brad Holloway - Executive Vice President Mr William F Knees - Senior Vice President; Marketing Staff Mr Mike Rider - Senior Vice President Mr John F Melican - Senior Vice President Mr Jeffrey M Colton - Senior Vice President Ms Jane Gregory - VP Manufacturing Mr Kevin Limbach - Operations Director Mr Nathan Norris - Project Manager Mr Ian Davis - Operations Staff Ms Michelle Jackson - Purchasing Director Ms Joan Sowle - Purchasing Agent Mr John Nisson - Engineer Mr Rick Schoen - Design Engineer Mr Dave Stricko - Engineering Executive Ms...
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...Professional Profile Account Executive with 10 years of experience in Sales, Marketing, Advertising, and Management. Consistently ranked in the top 10% for account sales and marketing. Excellent communicator with the ability to quickly establish rapport, build credibility, cultivate lasting relationships with major accounts, and successful closing skills. Professional Experience Cumulus Broadcasting, Nashville, TN Account Executive (2011) Ranked in Top 10% for Radio Advertising Sales for the #1 Urban and #2 Top 40 radio stations in Nashville. Exceeded monthly sales goals Developed strategy and executed/managed media plans for local Nashville clients. Planned and implemented company promotions and marketing activities at venues, concerts, and clubs. Randstad, Memphis, TN Freelance Marketing Coordinator (2009-2010) Performed marketing and administrative duties for assignments ranging from food/beverage, healthcare, entertainment and tourism. Clear Channel Television, Memphis, TN. Account Executive (2007-2009) Provided integral marketing direction for the #1 CW-Affiliate in the US (WLMT) including account management, budgeting, advertising, and promotions/event marketing as well as developed internet/global opportunities. Created/executed/managed comprehensive media plans for business clients across multiple local systems and the available local cable networks. Specialized in entertainment, cultural and urban marketing. B-Free Entertainment, Memphis TN. Marketing and Promotions Manager...
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...As the head of Matsushita’s videocassette recorder division once said, “Why do Americans do so much marketing research? You can find out what you need by traveling around and visiting the retailers who carry your product.” Hands-on Research Of course, Japanese corporations want accurate and useful information about their markets as much as U.S. and European companies do. They just go about it differently. Japanese executives put much more faith in information they get directly from wholesalers and retailers in the distribution channels. Moreover, they track what’s happening among channel members on a monthly, weekly, and sometimes even daily basis. Japanese-style market research relies heavily on two kinds of information: “soft data” obtained from visits to dealers and other channel members, and “hard data” about shipments, inventory levels, and retail sales. Japanese managers believe that these data better reflect the behavior and intentions of flesh-and-blood consumers. Japanese companies want information that is context specific rather than context free—that is, data directly relevant to consumer attitudes about the product, or to the way buyers have used or will use specific products, rather than research results that are too remote from actual consumer behavior to be useful. When Japanese companies do conduct surveys, they interview consumers who have actually bought or used a product. They do not scrutinize an undifferentiated mass public to learn...
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...Organizational Structure Paper General Motors has a long, proud history of one of the biggest car manufacturers in the world. By 1980s and 1990s; however the company was losing profits to newer, more efficient manufacturers. Since then, the company has updated its factories and streamlined its operators to reduce costs. Without an appropriate organizational structure, a business will not succeed. In this paper the subject to describe is the organizational structure of General Motors. It will also describe how the organizational functions influence and determine the organizational structure for General Motors. Last, it will explain how the organizational design helps determine which structure best suits General Motors. Organization structure is a way to organize employees into some kind of structure to meet goals, minimize confusion, and coordinate activities by clearly identifying, which individuals are responsible for which tasks. The type of organizational structure General Motors uses the matrix structure. Matrix structure allow employees from different departments to come together temporarily to work on special projects as a team. It provides flexibility to respond quickly to a customer need by creating a team of people who devote all their time to a project then return to their departments or join a new project team. Compare to the team structure that is similar to the matrix because employees are in a group together on a team of people with different skills to...
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...Danner, Aleksandar Ruzicic, Patrick Biecheler Study Commercial excellence in the pharmaceutical industry Delivering superior value to your customers in challenging times 2 | Study Contents Letter from the authors Executive summary 1. At a glance: Turbulent times, here to stay? 2. Taking the first steps towards commercial excellence 3. Sales excellence: Still a worthwhile investment 4. The nuts and bolts of customer excellence a) The importance of customer relationship management (CRM) b) Towards a customer-centric approach c) The promotional mix as a stepping-stone to customer excellence 5. New business models: Making the necessary changes 6. Mapping out the road to commercial excellence 7. Sources 8. Who to contact about commercial excellence 3 4 6 10 14 18 19 22 26 30 38 41 42 3 | Commercial excellence in the pharmaceutical industry Letter from the authors For a while now, pharmaceutical companies have been faced with a multitude of difficult challenges. Financial pressures, regulatory changes and increasingly active stakeholders have put the industry’s sales growth and profitability to an ongoing and demanding test. In the past, many companies reacted to these obstacles by simply restructuring and downsizing their sales forces. Yet many onlookers now consider this approach to be outdated. If companies want to succeed – and generate results that will satisfy their shareholders – they must look further and focus on a whole new approach: commercial...
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...Marketing comes in a wide variety of flavors based on audience, media platform and business in today’s evolving and dynamic marketplace. Therefore, it’s no surprise that marketers define what they do differently. Inspired by the31 PR Definitions article, here’s a roundup of seventy-two marketing definitions by experienced practitioners across different specialties. Marketing Definitions To start, here are explanations from the American Marketing Association (AMA), marketing’s professional organization, and Dr. Philip Kotler, the author of business school marketing classics. They’re followed by the other definitions in alphabetical order by author’s last name. 1. According to the American Marketing Association (AMA) Board of Directors, Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. 2. Dr. Philip Kotler defines marketing as “the science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and desires. It defines, measures and quantifies the size of the identified market and the profit potential. It pinpoints which segments the company is capable of serving best and it designs and promotes the appropriate products and services.” 3. Marketing is the messages and/or actions that cause messages and/or actions. Jay Baer – President...
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...v. 201303 Dream Appliance 3-Year Marketing Plan Assessment Code: MKT1 Task 318.1.5-06-15 Student Name:xxxxxx Student ID: xxxxxxx Date: xxxxxx Mentor Name: xxxxxxx v. 201303 Table of Contents Introduction .................................................................................................................................................. 3 Mission Statement ........................................................................................................................................ 3 The Product ................................................................................................................................................... 3 Consumer Product Classification ............................................................................................................... 3 Target Market ............................................................................................................................................... 4 Competitive Situation Analysis ..................................................................................................................... 4 Analysis of Competition using Porter’s 5 Forces Model ............................................................................ 4 SWOT Analysis............................................................................................................................................ 4-5 Strengths .......................................................
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...During the past 20 years, the executives of Levon Corporation have been relatively successful, with their electronics manufacturing company. However, currently the company’s income exceeds far below what they have ever been accustomed. And because of the erosion of funds, the employees implored for assistance and expressed their concerns, but no one listened to their concerns. The executives were refusing to oblige the staff, which are not, only dangerous for them, but the company, as well. The executives were not willing to listen to their sales and marketing employees, but eventually, they did listen to a consultant. First, their culture didn’t include project management, second the executives were unfamiliar with project management strategies and outcomes, but lastly they were familiar with how things were done there way and simply were resistant to change. After viewing the consultant’s presentation they were still hesitant about obtaining a PM. Thus, “Historically project management resided only in the project-driven sectors of the market, but in the Non-project-driven sectors of the marketplace, corporate survival was based upon products and services, rather than upon a continuous stream of projects. Profitability was identified through marketing and sales, with very few projects having an identifiable P&L. As a result, project management in these firms was never viewed as a profession.” (Kerzner, 2012 pg. 59) Three Strategies by the PM Consultant The three...
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