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Samenvatting Sales Management - Artevelde Hogeschool Bachelor Bedrijfsmanagement : Marketing, sales $6.48
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Samenvatting Sales Management - Artevelde Hogeschool Bachelor Bedrijfsmanagement : Marketing, sales
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  • Course
  • Sales Management
  • Institution
  • Arteveldehogeschool (Artevelde)

Volledige samenvatting van Sales Management - Artevelde Hogeschool Bachelor Bedrijfsmanagement : Marketing, sales. Alle delen en hoofdstukken worden besproken met specifieke focus op de modellen (Porter, BOS, McKinsey, ...).

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Document information

  • December 26, 2022
  • 43
  • 2022/2023
  • Summary

Subjects

  • marketing porter
  • vuca
  • abell model
  • strategie
  • porter
  • ansoff
  • swot
  • destep model
  • 7s model mckinsey
  • groeipiramide
  • business model canvas
  • verkoopteams
  • bos
  • blue ocean stra
  • klantenwaarde treacy amp wiersema

Written for

  • Arteveldehogeschool (Artevelde)
  • Bedrijfsmanagement: Marketing
  • Sales Management
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Sales samenvatting
Inhoud
Introductie: Vuca World Observaties.....................................................................................................4
Vuca oplossingen................................................................................................................................4
Observaties & uitdagingen.................................................................................................................4
0.1 observaties en uitdagingen voor ondernemingen: de business lezen......................................4
0.2 drie zeer belangrijke observaties..............................................................................................4
0.4 implicaties voor de sales organisaties.......................................................................................6
Inleiding strategie...................................................................................................................................7
1.1 Wat is een businessdefinitie.........................................................................................................7
Het Abell model..............................................................................................................................7
1.2 wat is strategie?............................................................................................................................7
1.4 voordelen van planning................................................................................................................7
1.5 missie, visie en waarden...............................................................................................................8
1.5.1 missie.....................................................................................................................................8
1.5.2 visie........................................................................................................................................8
1.5.3 waarden.................................................................................................................................8
Strategiekeuzes......................................................................................................................................9
Generiek concurrentiestrategie van Porter........................................................................................9
4.1.1 kostenleiderschap strategie...................................................................................................9
4.1.2 differentiatie strategie.........................................................................................................10
4.1.3 lage kosten focus strategie..................................................................................................10
4.1.4 differentiatie focus strategie................................................................................................10
Klantenwaardestrategie van Treacy & Wiersema (strategic triangle)..............................................11
4.2.1 Operational excellence........................................................................................................11
4.2.2 Product leadership...............................................................................................................11
4.2.3 customer intimacy...............................................................................................................12
4.3 Groeistrategie van Ansoff (Ansoff Matrix)..................................................................................12
SWOT Analyse......................................................................................................................................13
5.1 Externe analyse (Kansen & bedreigingen)..................................................................................14
5.1.1 Analyse van de algemene omgeving: DESTEP-model...........................................................14
5.1.2 Analyse van de directe omgeving: stakeholderanalyse.......................................................14
5.1.3 Analyse van de marktomgeving...........................................................................................15
5.2 Interne analyse (sterkten & zwakten).........................................................................................17


1

, 5.2.1 Analyse van de (interne) organisatiecultuur........................................................................17
5.2.2 Analyse van producten en klanten.......................................................................................17
5.2.3 Analyse van verkooporganisatie: 7-S model van McKinsey.................................................18
5.2.4 scorecard analyse................................................................................................................19
Verfijnen verkoopstrategie...................................................................................................................19
6.1 Confrontatie matrix....................................................................................................................19
Strategieën dat voortvloeien uit confrontatiematrix....................................................................20
6.2 Mc Kinsey Groeipiramide............................................................................................................20
Vier keuzes...................................................................................................................................20
Zeven Groeimogelijkheden...........................................................................................................21
Zes mogelijke stappen..................................................................................................................22
6.3 de Segment/ Customer Portfolio Matrix & Sales Strategy..........................................................23
Het Business Model Canvas (BMC).......................................................................................................23
2 BMC - bouwstenen........................................................................................................................24
2.1 waarde propositie...................................................................................................................24
2.2 klantensegmenten..................................................................................................................25
2.3 Kanalen...................................................................................................................................27
2.4 klantrelaties............................................................................................................................29
2.5 Kernactiviteiten......................................................................................................................30
2.6 Key Resources.........................................................................................................................31
2.7 Key Partners............................................................................................................................32
2.8 Inkomstenstromen.................................................................................................................32
2.9 Kostenstructuren....................................................................................................................33
Managen van verkoopteams................................................................................................................35
2 motivatie van commerciële medewerkers.....................................................................................35
2.1 behoeftenpiramide van Abraham Maslow.............................................................................35
2.2 tweefactoren theorie van Frederick Hertzberg.......................................................................36
2.3 Verwachtingstheorie van Victor Vroom..................................................................................36
2.4 Carrière – ankers van Edgar Schein.........................................................................................37
2.5 Motivatie volgens Daniel Pink.................................................................................................37
3 Leiding geven aan commerciële medewerkers..............................................................................38
3.1 Situationeel leiderschap van Hersey & Blanchard..................................................................38
4 Opleiding van commerciële medewerkers....................................................................................39
5 Rapportering en overlegstructuren...............................................................................................39
6 Evalueren van commerciële medewerkers....................................................................................39
7 Verloning van commerciële medewerkers....................................................................................39

2

, 7.2 Verloningsmogelijkheden.......................................................................................................39
Nieuwe businessmodellen....................................................................................................................40
1 Blue Ocean Strategie (BOS)............................................................................................................40
2 Vijf patronen uit BOS.....................................................................................................................41
2.1 Unbundling (Hagel & Singer)...................................................................................................41
2.2 Long Tail (Anderson)...............................................................................................................41
2.3 Multi – sided platforms (MSP)................................................................................................42
2.4 Free as a businessmodel (Anderson)......................................................................................42
2.5 Open Business model (Chesbrough).......................................................................................42




3

, Introductie: Vuca World Observaties
Vuca World omschrijft de wereld waarin wij als mensen en organisaties op dit moment in bevinden.
Het gaat over een continue veranderende mrkt met hoge onzekerheid en complexiteit.

 Volatile – veranderlijk
 Uncertain – onzeker
 Complex
 Ambiguous – vaag/ dubbelzinnig

Vuca oplossingen
 Volatile  Visie geven
 Uncertain  proberen de context te begrijpen
 Complex  helderheid verschaffen & simpel maken
 Ambiguous  flexibiliteit opbouwen

Orde scheppen in chaos, inzicht & overzicht krijgen en alle dingen helder proberen zetten. Dit op een
heldere en eenvoudige manier overbrengen naar de medewerkers.

Observaties & uitdagingen
0.1 observaties en uitdagingen voor ondernemingen: de business lezen
3 belangrijke observaties: Vuca World

1 De markt veranderd
2 De verkoopomgeving veranderd
3 Een veranderd beslissingspatroon

Consequenties

 We moeten ANDERS verkopen
 Rol van sales veranderd
 Strategische keuzes worden dwingend

Implicaties voor

 Sales management
 Rol van sales manager

0.2 drie zeer belangrijke observaties
1: The market shift (de markt veranderd)
Van product oriëntatie  klanten oriëntatie
Product: aandacht aan productie, verbetering van product &
ontwikkeling

Klanten:

 Marktsegmentfocus
 Voortdurend aanpassen aan wensen & behoeften klant
 Goede coördinatie tussen alle afdelingen van de onderneming
 Alle activiteiten moeten aansluiten bij de doelstellingen van de onderneming
 Momenteel: verschuiving naar Maatschappelijk/ Societal marketingconcept


4

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