Transcript of D1.HCS.CL6.01 D1.HSM.CL5.03 D2.TTA.CL2.09 D2.TCS.CL5.05 Slide 1.
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- D1.HCS.CL6.01 D1.HSM.CL5.03 D2.TTA.CL2.09 D2.TCS.CL5.05 Slide
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- Subject elements This unit comprises seven Elements: 1.Collect
and analyse information on the business environment 2.Prepare
marketing strategies or plans 3.Implement and monitor marketing
activities and sales strategies 4.Implement sales policies and
procedures 5.Monitor achievement of sales targets, business goals
and outcomes 6.Determine factors affecting attainment of sales
targets 7.Conduct ongoing evaluation Slide 2
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- Assessment Assessment for this unit may include: Oral questions
Written questions Work projects Workplace observation of practical
skills Practical exercises Formal report from supervisor Slide
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- Element 1: Collect and analyse information on the business
environment Slide 4
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- Collect and analyse information on the business environment
Performance Criteria for this Element are: Identify and analyse
information on expected market growth or decline with associated
risk factors Gather and analyse comparative market information
Identify and analyse industry and customer trends and developments,
including emerging issues and technology Slide 5
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- Collect and analyse information on the business environment
Performance Criteria for this Element are: Identify and analyse the
legal and ethical constraints of the market and potential business
impacts Identify and analyse capabilities and resources Record and
report information in accordance with enterprise requirements Slide
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- Travel and tourism Role of travel and tourism Tourism involves
all activities that take people away from their usual place of
residence for any reason. What are the common reasons for travel?
Who travels? Where do they come from? How can we gather information
about tourists? Slide 7
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- Tourism marketing Importance of marketing in tourism industry
Marketing and sales are pivotal activities that need to be
performed by any hospitality and tourism organisation. What is
marketing? What is sales? Why are they important in the tourism
industry? Slide 8
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- Tourism marketing Marketing Marketing aims to understand the
customer before selling an offering to them Sales Developing an
offering, made up of various products and services, which they
thought the customer might like and then try to sell it to them
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- Tourism marketing Focus of marketing and sales It must be
customer focused and try to: Understand what the customer wants Try
to develop an offering to meet these needs Identify the best way to
make people aware of the offering Motivate people to partake of the
offering Slide 10
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- Tourism marketing Key marketing components Needs Wants A Market
Products and services Customer value Customer satisfaction
Relationship Marketing Slide 11
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- Tourism marketing requirements Specific marketing requirements
of the tourism industry Shorter exposure to services More emotional
and irrational buying appeals Greater importance on managing
evidence Greater emphasis on stature and imagery More variety and
types of distribution channels Dependence on complementary
organisations Easier copying of services More emphasis on off-peak
production Slide 12
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- Tourism marketing relationships Unique relationships within
tourism marketing Suppliers, carriers and travel trade Destination
mix concept: attractions and events (draw visitors) facilities
infrastructure and transportation amenities, hospitality resources
Visitors and local residents Slide 13
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- Tourism services marketing Services marketing What is services
marketing? How does it differ from product marketing? What are
characteristics of services marketing? Slide 14
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- Tourism services marketing Services marketing The
characteristics of services are: Intangibility Inseparability
Perishability Variability Slide 15
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- Marketing Mix Role of the Marketing Mix Products Price
Placement Promotion People Processes Physical evidence Slide
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- Marketing Planning and Management Marketing planning and
management Marketing management is the analysis, planning,
implementation and control of programs designed to create, build
and maintain beneficial exchanges with the target buyers for the
purpose of achieving organisational objectives Slide 17
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- Marketing Planning and Management Marketing planning and
management Organisations needs to plan its marketing activities on
two levels: The strategic marketing plan The tactical marketing
plan Slide 18
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- Market Analysis What is market analysis? Market analysis
provides us with the information necessary to formulate the
marketing plan and its evaluation. What are the activities
associated with a market analysis? Slide 19
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- Market Research Types of research Marketing is all about
research. It should identify: What the customer wants What we are
currently offering to the customer What we can improve Slide
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- Market Research Primary data Primary data is fresh, new,
original information Secondary data Secondary data is information
which already exists Slide 21
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- Market Research Quantitative data Quantitative data is
statistical in nature. Qualitative data Answers the Why? questions
COMPLETE ACTIVITY 1 Slide 22
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- Gather market information Importance of market information What
is a market? Why is it important to gather market information? What
areas of the market do you want to know about? How can you collect
this information? Slide 23
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- Understand current marketing situation Market situation Total
market characteristics Customer needs, perceptions and buying
behaviour Products Prices Customer service and distribution
Channels Communication Slide 24
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- Understand current marketing situation Competitive situation
Industry structure The geographic market in which they compete
Their current marketing performance Their competitive position
Strengths and weaknesses, and vulnerabilities of each significant
competitor Their objectives and competitive strategies Industry
profitability Slide 25
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- Understand current marketing situation Product situation Sales,
profits, contribution margins and growth Product lifecycle and
expected demand Growth of the product or service Slide 26
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- Understand current marketing situation Current strategies
Current product, price, place and promotional strategies Current
people, processes and physical evidence strategies COMPLETE
ACTIVITY 2 Slide 27
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- Evaluating market trends Types of information sources Why is it
important to understand trends? Which trends and statistics are
important? How can you collect this information? Slide 28
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- Evaluating market trends Types of information sources
Colleagues, supervisors and managers Representatives Developing
your own industry network Conferences and seminars Product launches
Trade magazines Slide 29
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- Evaluating market trends Types of information sources Industry
Publications Newsletters Brochures Advertisements Government bodies
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- Evaluating market trends Types of industry statistics and
trends Types of tourism and tourism businesses Types and
demographics of customers Top destinations Hotel occupancy
percentages Reasons for stays Current industry information
Destination countries Departure months Slide 31
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- Evaluating market trends Types of industry statistics and
trends Length of stay Type of organisation for the trip Transport
mode Accommodation type Expenditure Popular tourist attractions
Tourism patterns Technology Slide 32
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- Customer demands Impact of customer demands What are common
customer demands? What influences customer demand? COMPLETE
ACTIVITY 3 Slide 33
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- Legal requirements Complying with legal requirements Any
tourism business must abide by certain laws and responsibilities
aimed at protecting all stakeholders including the organisation,
staff, customers and the general community. How can you find out
about legal requirements? What are examples of legal requirements
for your country when undertaking marketing activities? Slide
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- Legal requirements Types of legal requirements Laws Consumer
protection issues Duty of care Equal employment opportunity
Workplace relations Privacy Slide 35
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- Ethical considerations Whilst ethical issues, may or may not be
enforced by laws or regulations, there is a certain 'code' in which
all businesses should operate under. Confidentiality Commission
levels Pricing Code of ethics COMPLETE ACTIVITY 4 Slide 36
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- Capabilities and resources When we are exploring capacities and
resources and their affect on a tourism organisation there are two
aspects to consider and analyse: Capabilities and resources of the
tourism industry Capabilities and resources of a tourism
organisation Slide 37
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- Capabilities and resources Capabilities and resources of the
tourism industry Labor Capital Infrastructure Geography Ecology
Natural and land resources Slide 38
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- Capabilities and resources Capabilities and resources of the
tourism industry Manufacturing Trade Distribution Consumption of
good and services COMPLETE ACTIVITY 5 Slide 39
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- Capabilities and resources Capabilities and resources of a
tourism organisation Resources can encompass: Physical resources
Human resources Financial resources Intellectual property Slide
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- Capabilities and resources Capabilities and resources of a
tourism organisation Location/premises Occupational health and
safety (OHS) resources Plant/machinery Raw materials used to
produce the products or service Refurbishment requirements Staff
amenities Slide 41
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- Capabilities and resources Capabilities and resources of a
tourism organisation Stock and supplies Storage space Technical
equipment and software Staffing Training Training materials
COMPLETE ACTIVITY 6 Slide 42
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- Market Report Importance of a Market Report Once you have
completed a review of the business and market environment it is
important that information is compiled into a concise report The
most commonly used form of documenting market information is in the
form of a 'Market Report' Slide 43
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- Market Report Contents of a Market Report Industry Profile
Review of Existing Operation (if appropriate) Your Product
and/Service Competition Environmental Information and Trends
COMPLETE ACTIVITY 7 Slide 44
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- Element 2: Prepare marketing strategies or plans Slide 45
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- Prepare marketing strategies or plans Performance Criteria for
this Element are: Identify and analyse opportunities based on
internal and external market analysis Develop marketing and sales
strategies that are consistent with the direction, values and
business plans of the enterprise Develop strategies in consultation
with key stakeholders that clearly identify business goals and
outcomes Slide 46
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- Prepare marketing strategies or plans Performance Criteria for
this Element are: Prepare marketing strategies that reflect legal
and ethical constraints Provide timely opportunities for colleagues
to contribute to the marketing plan and approach Submit marketing
plan for approval in accordance with enterprise policy Slide
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- Conduct market analysis When researching information to help
facilitate the business planning process, it is essential to
collecting and analysing information in a wide variety of
'environmental areas' that may impact on an organisation in the
future. What are the different 'environmental areas? What
information do you want to get from each area? Slide 48
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- Conduct market analysis Types of environments Information must
ensure it not only explores: External environment Internal
environment Slide 49
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- Analysis of external environment Demographic Economic
Environmental Technological Socio-cultural COMPLETE ACTIVITY 8
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- Analysis of internal environment Analysis of internal
environmental The internal forces are those which more directly
affect the organisation and include: Customer analysis Competitor
analysis Suppliers Intermediaries Publics COMPLETE ACTIVITIES
9,10,11 Slide 51
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- SWOT Analysis Most businesses undertake a SWOT analysis to gain
an understanding of what is happening both external and internal to
the business and the effect it will have on the business. Slide
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- SWOT Analysis This process ultimately tries to identify:
Strengths what the business does well Weaknesses what the business
can improve upon Opportunities where the business can improve or
take advantage Threats where the business may become disadvantaged,
weakened or susceptible COMPLETE ACTIVITY 12 Slide 53
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- Develop marketing and sales strategies Importance of marketing
objectives and strategies Like in any organisation, objectives and
strategies need to be identified before any activities can be
implemented. By conducting a SWOT Analysis, a clear understanding
of what needs to take place in the future. What are objectives?
What are strategies? Slide 54
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- Develop marketing and sales strategies Importance of marketing
objectives and strategies An objective is a goal, something that is
deemed worthwhile achieving for the future of your business. A
marketing objective is the stated goal to be achieved via
performance of marketing strategies and tactics. What are SMART
objectives? Slide 55
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- Develop marketing and sales strategies Types of marketing
objectives Client development Geographic expansion Organisational
growth Service growth Debt reduction Income development Slide
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- Develop marketing and sales strategies Types of sales
objectives Market share Turnover Profit Units sold Percentage
growth Ratio of enquiries converted to sales Number of
sales-related enquiries received Specific products or services
Nominated periods of the year Slide 57
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- Develop marketing and sales strategies Focus of marketing and
sales strategies Marketing and sales strategies state how marketing
objectives will be achieved. Marketing and sales strategies may be
for: A new or existing, specific product or service A small or
medium sized business enterprise A destination A single event Slide
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- Develop marketing and sales strategies Types of marketing and
sales strategies Status quo Intense growth Integrated growth
Diversification Market penetration Product or market development
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- Develop marketing and sales strategies Product and service
strategies Product strategies Branding strategies Services
strategies New products and services strategies COMPLETE ACTIVITY
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- Ensure strategies reflect goals Types of business goals
Business goals and outcomes may include: Key performance indicators
Strategic objectives Price Market and sales indicators Brand value
Quality standards and criteria Performance benchmarks Milestones
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- Consult with stakeholders and colleagues Importance of
consulting with stakeholders and colleagues Who are possible
stakeholders and colleagues? Why is it important to consult with
them? What do you require from them? Slide 62
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- Key stakeholders and colleagues Types of stakeholders Owners
Board of directors Managers Supervisors Finance staff Marketing
personnel Human resource staff Information Technology staff
Production staff Slide 63
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- Key stakeholders and colleagues Types of colleagues Colleagues
may include: Full-time, part-time, casual or contract staff People
with varying degrees of language and literacy People from a range
of cultural, social and ethnic backgrounds People with a range of
responsibilities and job descriptions Slide 64
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- Key stakeholders and colleagues Importance of involving
stakeholders and colleagues Communication throughout the planning,
preparation and delivery of marketing and sales plan is vital to
ensure that all stakeholders and colleagues: Are involved Had the
chance to contribute Provide feedback on initial strategies and
approaches Understand how marketing and sales plan plans and
strategies will affect them How the marketing and sales plan will
interrelate or impacts other stakeholders Slide 65
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- Seeking advise from experts Before you start your business it
is advisable to consult as many organisations and persons that you
believe can inform and assist you in your planning. Why is this
important? What types of assistance and advice can be sought? What
are sources of assistance and advice? COMPLETE ACTIVITY 14 Slide
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- Prepare Marketing Plan The marketing plan of your business or
organisation is a flow- on from the strategic marketing plan or
business plan. What information is included in a Marketing Plan?
Who prepares a Marketing Plan? Who is it prepared for? Slide
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- Summary of the Marketing Plan Preliminaries Title page Table of
contents Executive summary Mission statement Slide 68
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- Summary of the Marketing Plan Current Situation Analysis
Background Current objectives Current target markets and
segmentation Slide 69
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- Summary of the Marketing Plan Current strategies External
environmental analysis Internal environmental analysis SWOT
including opportunity and issue analysis Customer analysis
Marketing information requirements Forecasting profit and loss
statement Controls Slide 70
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- Summary of the Marketing Plan Objectives, Strategies and
Tactics Product, service and brand strategies New products and
services strategy Pricing strategies Placement, logistics and
distribution of services strategies Promotional strategies Slide
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- Summary of the Marketing Plan Objectives, Strategies and
Tactics Media advertising and public relations strategy Sales
promotions strategy Direct marketing tools and technology Personal
selling and sales management strategy Positioning strategies People
and processes Slide 72
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- Summary of the Marketing Plan Action and control plans Action
plan Budgeting Control and evaluation Slide 73
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- Summary of the Marketing Plan Attachments Bibliography
Reference lists Appendices Tables, Graphs and Figures Slide 74
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- Prepare a Marketing Plan Review Pages 74-88 of TM COMPLETE
ACTIVITIES 15-19 Slide 75
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- Element 3: Implement and monitor marketing activities and sales
strategies Slide 76
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- Implement and monitor marketing activities and sales strategies
Performance Criteria for this Element are: Define and communicate
clearly all priorities, responsibilities, timelines and budgets,
involving all appropriate colleagues Implement and monitor actions
detailed in the plan/s in a cost-efficient manner and according to
schedule and contingencies Produce reports in accordance with
enterprise policy Share information on marketing activities and
sales strategies with staff to maintain awareness of current
enterprise focus Slide 77
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- Define and communicate expectations One of the key requirements
for the successful implementation of any marketing and sales plan
is to outline how the goals, objectives and strategies will be
accomplished. This includes notifying stakeholders of: Priorities
Responsibilities Timelines Budgets Slide 78
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- Define and communicate expectations Defining and assigning
roles It is important that everyone knows what is expected of them.
What do staff need to know? How can they understand their roles and
responsibilities? Slide 79
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- Define and communicate expectations Key Performance Indicators
(KPIs) Total number of calls made Total number of new customers
Number of leads Increase in sales New sales per product group
Marketing expense per customer Marketing expense and sales revenue
per customer from a specific campaign Slide 80
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- Define and communicate expectations Stakeholder considerations
Get a clear understanding of the marketing and sales plans Ensure
that all key concerns have been considered Understand the benefits
of the marketing and sales plans Understand how the marketing and
sales plans will benefit them Understand how the marketing and
sales plans will impact on them Slide 81
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- Define and communicate expectations Stakeholder considerations
Understand their role in implementing the marketing and sales plans
Any potential problems identified Have their concerns addressed Be
excited and reassured about the marketing and sales plans Slide
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- Communicate marketing and sales plan Communicate marketing and
sales plan information Key vision of the plan Reasoning or purpose
behind the marketing and sales plans Background information
Marketing and sales objectives and strategies How the plan will be
implemented Roles and responsibilities of key stakeholders
Timelines Support mechanisms Slide 83
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- Communicate marketing and sales plan Communicate information
How can you communicate information to: Staff Managers Clients
Suppliers COMPLETE ACTIVITY 20 Slide 84
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- Implement action Implement marketing and sales plan actions Now
that marketing and sales plans have been communicated with
stakeholders responsible for its delivery, it is now time to
implement any actions Slide 85
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- Implement action Implementation considerations Compliance
requirements Occupational safety and health (OSH) Legal liability
exposure Integration with other aspects of the business Timing
issues Slide 86
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- Implement action Implementation considerations Resources
Changes to policies and procedures Documentation and record keeping
Service delivery Impact on organisational culture COMPLETE ACTIVITY
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- Implement action Implementation planning inclusions Details of
intended actions to be taken Allocation of responsibilities for
action to nominated persons Determination of accountability for
actions taken Timelines for completion of nominated actions Details
of the budget and resources allocated Description of monitoring
progress Details and timelines for reviewing progress COMPLETE
ACTIVITY 22 Slide 88
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- Implement action Provide support and resources to support
implementation actions The aim is to enable staff to be able to
learn and implement new changes into the workplace. During this
period, you must manage the twin functions of: Task functions
Maintenance functions Slide 89
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- Control action Handling poor implementation Several factors
cause implementation problems: Isolated planning Conflict between
long-term and short-term objectives Natural resistance to change
Lack of specific implementation plans Slide 90
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- Control action Marketing audit control questions The
macro-environment The task environment Marketing strategy audit
Marketing organisation audit Marketing systems audit Marketing
productivity audit Marketing function audit Slide 91
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- Encourage staff to input into plans Encourage staff to provide
ongoing input into the business plan How can a manager do this?
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- Produce reports and share information As the implementation of
marketing and sales initiatives take place, it is important to
communicate with staff for a number of reasons including: Preparing
suitable reports Sharing information with them relating to:
Marketing activities Sales strategies Asking for their input to
better improve future implementation Slide 93
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- Produce reports and share information Types of reports Reports
may relate to: Product or service Merchandising and sales strategy
Promotional strategies and their duration, cycle, territory
coverage and product or service focus Market research Sales
performance Business performance Slide 94
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- Produce reports and share information Information to share
Marketing activities Mass marketing Differentiated target marketing
Product variety marketing E-business Slide 95
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- Produce reports and share information Information to share
Sales strategies Promotional activities Sales techniques Territory
management Rapport building Product knowledge Administration
procedures and requirements Time management Negotiation skills
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- Asking staff for their input Methods to encourage staff input
Asking for ideas Having an open door policy regarding suggestions
Sharing ideas Being prepared to test new ideas Seeking information
and ideas from non-traditional places Slide 97
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- Asking staff for their input Methods to encourage staff input
Thanking people for their contributions Taking the time and effort
to explain to someone who contributed an idea why their idea was
not implemented Ensuring the person responsible for suggesting an
effective new approach receives the credit for doing so COMPLETE
ACTIVITY 23 Slide 98
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- Element 4: Implement sales policies and procedures Slide
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- Implement sales policies and procedures Performance Criteria
for this Element are: Implement and monitor adherence to enterprise
policy and procedures and relevant legislation in regard to selling
Implement and monitor organisation policy and procedures in regard
to sales transactions Monitor team to ensure information is entered
into point of sale equipment accurately Monitor team to ensure the
efficient and safe handling of goods through point of sale areas
Monitor team to ensure that products and services are matched to
customers need Slide 100
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- Sales Importance of sales To date we have focused primarily on
the role of marketing. Naturally sales activities are a direct
result and follow on from marketing Slide 101
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- Planning of sales activities Sales Activities Allocate accounts
or geographical areas to members of the sales team Set sales
targets Determine the key performance indicators to evaluate sales
performance Establish sales policies Establish sales procedures
Identify selling situations Identify legislative requirements Slide
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- Allocating accounts Allocating accounts / geographical areas
Geographical areas Products or services Industry COMPLETE ACTIVITY
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- Setting sales targets Purpose of sales targets Sales targets
are important, as they can be used for: Measuring and controlling
sales performance Motivating sales staff by linking the sales
targets to compensation plans Identifying the strengths and
weaknesses of the company Slide 104
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- Setting sales targets Sales targets activities Set long and
short term targets Involve your sales team They must be SMART
Review past sales figures Forecast the sales for your organisations
products services Discuss with your sales team Slide 105
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- Determine key performance indicators Key performance indicators
will include: Sales objectives Impact on service levels and
customer satisfaction levels Consideration of the intangible
elements Relevant timelines and milestones Return in investment of
monies spent on sales activities Relevant success rates COMPLETE
ACTIVITY 25 Slide 106
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- Sales policies Identify sales policies Meeting and greeting the
customer Selling techniques Meeting buying objections
Identification of selling and promotional techniques, strategies,
promotions and approaches Slide 107
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- Sales policies Identify sales policies Identification of
incentives Persons to promote or make sales Conduct of sales staff
Classification of individual sales staff roles, responsibilities
and limits Slide 108
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- Sales procedures Identify sales procedures Approved selling
approaches and techniques Techniques for approaching and closing a
sale Allowable types and styles of advertising campaigns Specified
target markets including niche markets Media to be used for
advertising Promotional approaches Public relations initiatives
Scopes of authority Price-related issues COMPLETE ACTIVITY 26 Slide
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- Identify selling situations Types of selling situations
Face-to-face, one-to-one sales situations Face-to-face, group sales
situations Telephone sales Sales advice and requests made via the
fax machine Internet sales Referral business Social media COMPLETE
ACTIVITY 27 Slide 110
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- Identify legislative requirements Types of legislative
requirements Prices Tobacco and liquor laws Industry Codes of
Practice Occupational Safety and Health (OSH) Commercial
confidentiality COMPLETE ACTIVITY 28 Slide 111
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- Policies regarding sales activities and transactions This
section will focus on the skills associated with: General sales
techniques required to undertake sales activities Techniques used
when conducting sales transactions Slide 112
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- Use selling techniques Basic sales techniques The best way to
encourage customers to use and buy products and services is to
promote them according to a few simple guidelines: Dont try
encouraging customers to purchase something they dont want
Encourage customer to purchase something they may want Slide
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- Use selling techniques Basic sales techniques Identify reason
for purchase Working out who will make the actual and final
purchase decision Provide options and alternatives Put the purchase
into context Be sure to mention any benefits that apply now Promote
the value-adding aspects of the sale Ask lots of open questions
Slide 114
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- Use selling techniques Types of selling techniques Offering
bonuses and incentives, including the use of give-a-ways Creating
packages to add value to the business Change terms and conditions,
where practical, to better suit customer needs/preferences
Recognising opportunities for making additional sales Slide
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- Use selling techniques Types of selling techniques Advising
customer of complementary products or services according to
customer's identified need (s) Demonstrating the ability to make
add on sales, to up- sell, to use suggestive selling techniques and
to use other approaches to maximising sales Demonstrating the
ability to be an order maker and not just an order taker Complying
with enterprise policies in relation to selling Slide 116
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- Use selling techniques Up-selling This is also known as add-on
selling Up-selling is just simply a way to get your customers to
spend more money on your organisations products or services Slide
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- Use selling techniques Overcoming buying objections Identifying
and accepting customer objections Categorising objections into
price, time, product/service characteristics Offering solutions
according to enterprise policies Applying problem solving to
overcome customer objections Using the feel-felt-found approach
Slide 118
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- Use selling techniques Closing the sale Monitoring, identifying
and responding appropriately to customer buying signals Encouraging
customers to make purchase decisions through the use of appropriate
and acceptable verbal and non-verbal prompts Congratulating the
customer on their selection Thanking the customer for their
business Encouraging the customer the return to make further
purchases Slide 119
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- Handling sales transactions Another vital point in implementing
sales activities is in regard to sales transactions. The type of
transactions and the nature of the policies and procedures will
depend on the tourism organisation itself and the items being
offered for sale. What types of sales transactions are common in
the tourism environment? What are the procedures for each type of
transaction? Slide 120
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- Monitor team in using POS systems Definition of a team A team
may include: Small work teams Business team Full-time, part-time,
casual or contract staff People with varying degrees of language
and literacy People from a range of cultural, social and ethnic
backgrounds People with a range of responsibilities and job
descriptions Slide 121
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- Monitor team in using POS systems Monitoring staff activity
Watch staff execute the range of possible payment options and
transaction types Talking to other staff to gain their impressions
about the competence of certain staff Talking to customers about
their experience with certain staff Visually checking dockets and
paperwork Slide 122
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- Monitor team in using POS systems The need for POS accuracy
Customer service POS financial accuracy Authorised use of equipment
Security Confidentiality Accuracy Product identification Slide
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- Monitor team handling goods and documents Types of 'physical
goods' and 'documents' commonly handled in a travel and tourism
environment Travel packs Name tags Passports Hard copy of air
tickets Credit card receipts Vouchers Tickets Slide 124
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- Monitor team handling goods and documents Types of 'physical
goods' and 'documents' commonly handled in a travel and tourism
environment Visas Customs forms International Driver's Licences
Vaccination Forms - Including Yellow Fever Certificates Itineraries
and Maps Insurance forms Accommodation bookings Car Hire documents
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- Monitor team to ensure customer needs are met Importance of
meeting customer needs It is more important that all activities are
focused on the needs of the customer Who are your customers? What
are their needs? How can you ensure staff are meeting their needs?
COMPLETE ACTIVITY 29 Slide 126
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- Element 5: Monitor achievement of sales targets, business goals
and outcomes Slide 127
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- Monitor achievement of sales targets, business goals and
outcomes Performance Criteria for this Element are: Monitor and
record individual and department sales targets according to
enterprise policy and procedures Monitor and record sales results
in line with sales targets and according to enterprise policy and
procedures Provide feedback to management and staff on sales
performance in relation to sales targets and planning Slide
128
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- Monitor and record sales Importance of monitoring and recording
sales results All organisations will have an on-going need to
monitor their performance on a number of fronts In order to monitor
and evaluate sales results you will need to compare sales targets /
expectations against actual performance Slide 129
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- Monitor and record sales Importance of monitoring and recording
sales results This section looks at: Where sales performance
information will come from How this performance may be recorded How
it could be shared with staff Slide 130
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- Monitor and record sales Importance of monitoring and recording
sales results Expected sales targets come from: A corporate plan
Departmental plans Individual plans Slide 131
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- Monitor and record sales Types of targets As a reminder
commonly the targets will be set in dollars for sales, or units
sold but they may also cover areas such as: Profit Number of people
served Customer satisfaction levels Product quality issues Value
Speed of service Complaints and compliments Slide 132
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- Monitor and record sales Comparing performance against targets
It is the role of management to compare actual performance to the
targets that have been set and determine: Whether things are on
track Whether there are problems Whether you are exceeding
expectations What are ways to identify actual performance? Slide
133
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- Monitor and record sales Sources of actual performance
information Actual sales figures will come from: POS equipment to
reveal sales, units sold, sales by individual staff members, sales
by time of day or week, department, product or service line and a
host of subsets Store documentation or other databases What are
other methods? How can you record performance? COMPLETE ACTIVITY 30
Slide 134
- Slide 135
- Providing feedback Providing feedback to management and
stakeholders When any performance evaluation has taken place, it is
important that the findings are reported back to all relevant
persons. What are methods of feedback that can be given? Slide
135
- Slide 136
- Providing feedback Types of feedback Feedback to management and
staff may include: Presentations Reports Informal meetings Email
Financial reports Business documents Records of sales Slide
136
- Slide 137
- Prepare sales reports A critical aspect of sales management is
sales reporting. Sales reporting is necessary because it provides
important information for us to: Determine sales patterns Keep
track of progress of sales team Identify flaws in sales approaches
Slide 137
- Slide 138
- Prepare sales reports Considerations when preparing sales
reports Collating and organising data Computing and extrapolating
data Summarising and reporting data Slide 138
- Slide 139
- Prepare sales reports Contents of a sales report Identifying
outcomes in terms of key performance indicators and sales
objectives Identifying sales, bookings and enquiries by individual
members of the sales team Identifying specific factors that impeded
sales efforts, including weather, political activity, economic
conditions, staff illness, competitor activity Slide 139
- Slide 140
- Prepare sales reports Contents of a sales report Indicating
emerging trends Indicating products and services that are being
regularly mentioned by customers and prospects. Recognising and
acknowledging effort by the sales team Slide 140
- Slide 141
- Presenting sales information Methods to sharing sales related
information Share sales-related information may include: Holding
team meetings Providing hard copy information Sharing information
via the intranet Disseminating information at staff briefings Slide
141
- Slide 142
- Presenting sales information Explaining sales report
information Explaining if your sales strategy and effort work
Identifying the reasons why they work or not work Significant
variations and the factors associated with the changes Unusual
results and determine their causes Slide 142
- Slide 143
- Presenting sales information Explaining sales report
information Patterns and trends in consumer behaviours, and the
factors that resulted in those behaviours Strengths and marketing
opportunities Weaknesses and potential areas of improvement Impact
/ implications of the results and conclusions on sales performance
Slide 143
- Slide 144
- Presenting sales information Providing identified market
intelligence Providing new market research data Providing recent
feedback from clients Providing information gathered as a result of
personal observation and experience Providing data relating to
sales Passing on names and details of prospects Supplying
information about new sales techniques and strategies to the sales
team Advising sales team of changes Slide 144
- Slide 145
- Sharing sales information with colleagues and staff After you
have received the regular reports and had time to analyse, evaluate
and reflect on what they are telling you, there is a need to
communicate your findings to the staff at either an individual
level or a departmental level. How can you do this? What
information would you like to share? How often should it be done?
Slide 145
- Slide 146
- Sharing sales information with colleagues and staff Providing
information to staff and colleagues Give a general comment Focus
their thoughts Assure staff Cover each target, one at a time Give
specific examples as opposed to generalisations Interpret the
findings and tell staff what it all means Explain what the results
mean Thank and congratulate everyone COMPLETE ACTIVITY 31 Slide
146
- Slide 147
- Element 6: Determine factors affecting attainment of sales
targets Slide 147
- Slide 148
- Determine factors affecting attainment of sales targets
Performance Criteria for this Element are: Regularly monitor
progress towards sales targets Evaluate factors affecting sales
performance against the agreed sales targets Anticipate and address
factors likely to impinge upon attainment of sales targets Approve
amended or new sales targets according to business policy and
procedures Slide 148
- Slide 149
- Reviewing sales performance Importance of reviewing sales
performance Reviewing sales performance is important as it helps us
to identify what had happened and to determine how future
performance can be improved It is hence a means for a manager to
direct the activities of the sales staff and manage their
performance Slide 149
- Slide 150
- Reviewing sales performance Reviewing, analysing and monitoring
sales activities Identifying the true performance of the sales team
is important in that it helps us to: Ensure sales targets are
realistically set so that motivation levels can be kept high
Identify the strengths and weaknesses of the sales force Determine
the type of training required to improve the performance of the
sales force Slide 150
- Slide 151
- Reviewing sales performance Reviewing activities Evaluating the
results of the sales activities against nominated key performance
indicators and sales objectives Evaluating the activities
undertaken to assess suitability, cost, effectiveness and
acceptability to the target market populations Identifying
innovative activities and suggestions that may have arisen during
the previous period Slide 151
- Slide 152
- Reviewing sales performance Determining what data to collect
The first step to analysing and monitoring sales is to determine
what data to collect. There are generally two types of data that
you may collect and use for analysing sales. Quantitative data
Qualitative data COMPLETE ACTIVITY 32 Slide 152
- Slide 153
- Evaluate factors affecting performance Need for immediate
attention Where all aspects of marketing and sales performance
should be examined with the purpose of improvement, in essence it
is vital that any problem areas are addressed immediately Slide
153
- Slide 154
- Evaluate factors affecting performance Need for immediate
attention When we discuss the term 'addressing' it does not
automatically mean changes need to be made, instead closer
examination and analysis should be made to determine: Factors
affecting sales performance Reasons for poor performance Suggested
improvements that can be made Changes to sales targets Slide
154
- Slide 155
- Evaluate factors affecting performance Factors affecting sales
performance Customer requirements Market share Competitor
activities Quality of products or services Presentation or
merchandising of the product Slide 155
- Slide 156
- Evaluate factors affecting performance Factors affecting sales
performance Associated sales Associated promotions Promotional
tie-ins or co-location Merchandise availability Logistics COMPLETE
ACTIVITY 33 Slide 156
- Slide 157
- Element 7: Conduct ongoing evaluation Slide 157
- Slide 158
- Conduct ongoing evaluation Performance Criteria for this
Element are: Evaluate marketing and sales activities using agreed
parameters and benchmarks Make adjustments in accordance with
evaluation Communicate and implement agreed changes promptly Slide
158
- Slide 159
- Conduct ongoing evaluation Monitoring and evaluation mechanisms
Evaluation processes may include: Key performance indicators Gap
analysis Customer feedback Compliance reports Employee feedback
Slide 159
- Slide 160
- Conduct ongoing evaluation Types of parameters and benchmarks
Agreed parameters and benchmarks may include: Volume Price
Territory Customer accounts Trading terms Market share Customer
satisfaction Slide 160
- Slide 161
- Conduct ongoing evaluation Using sales findings for future
sales planning Track the performance of our sales team and develop
appropriate strategies to help them perform better Better
understand the performance of our products and services and
determine how to exploit their strengths and enhance their
weaknesses Make better sales forecast and set more realistic sales
targets in future Slide 161
- Slide 162
- Make adjustments Need to make adjustments Where sales and
marketing performance is not performing well compared with desired
standards, KPI's and targets, in most cases some type of adjustment
or change needs to take place. What are common reasons for
adjustments? Slide 162
- Slide 163
- Make adjustments Reasons for adjustments Adjustments will
usually be on the basis of: Unsatisfactory performance A business
opportunity Customer feedback Significant alteration to the
marketing or sales strategy Slide 163
- Slide 164
- Make adjustments Types of adjustments Objectives Strategies
KPI's Marketing and sales budget Types of research Target
expectations Target market segments Promotional message Slide
164
- Slide 165
- Make adjustments Types of adjustments Promotional mix Types of
promotions Mix of promotions Timing of promotions Price Packages
Place of promotion Slide 165
- Slide 166
- Make adjustments Types of adjustments Method of distribution
Sales and marketing management People involved in marketing or
sales activities Training of sales and marketing personnel Selling
techniques Products and services being promoted and sold
Operational mechanisms Slide 166
- Slide 167
- Make adjustments Making recommendations for change Detail the
problem that is at the root of the recommendation Describes the
negative impacts of the above situation Identifies specific revised
targets Sets revised flags to warn of unacceptable deviations to
the revised targets Presents options for rectifying the position
Sets out implementation costs for each recommendation or option
Slide 167
- Slide 168
- Make adjustments Making recommendations for change Identifies
the benefits of each recommendation or proposal Supplies a formal
cost-benefit analysis Gives realistic timelines for introduction
and implementation COMPLETE ACTIVITY 34 Slide 168
- Slide 169
- Communicate changes Discussed changes with stakeholders Now
that proposed changes have been documented into recommendations, it
is now time to discuss them with relevant stakeholders What are the
best ways to communicate changes? Slide 169