CIM Coursebook 05 06 Marketing Management in Practice (CIM by John Williams

By John Williams

Elsevier/Butterworth-Heinemann's 2005-2006 CIM Coursebook sequence will give you the whole package deal for examination luck. Comprising totally up to date Coursebook texts which are revised each year, and unfastened on-line entry to the MarketingOnline studying interface, it bargains every little thing you must learn in your CIM qualification. conscientiously established to hyperlink on to the CIM syllabus, this Coursebook is undemanding, interactive and suitable, making sure it's the definitive better half to this year's CIM advertising and marketing path. every one Coursebook is followed by means of entry to MARKETINGONLINE (, a special on-line studying source designed in particular for CIM scholars, the place you could: Annotate, customize and create for my part adapted notes utilizing the digital model of the Coursebook obtain typical tutorials on key subject matters from advertising and marketing wisdom seek the Coursebook on-line for simple entry to definitions and key strategies entry the word list for a finished checklist of selling phrases and their meanings Co-written via the CIM Senior Examiner for the promoting administration in perform module to steer you thru the 2005-2006 syllabus each one textual content is filled with a variety of studying pursuits, circumstances, questions, actions, definitions, research assistance and summaries to help and attempt your knowing of the speculation comprises pattern overview fabric written solely for this Coursebook through the Senior Examiner, in addition to previous exam papers to aid you preparation what has been discovered and aid arrange for the examination

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Additional info for CIM Coursebook 05 06 Marketing Management in Practice (CIM Coursebook)

Example text

A sales team should report on: o o o o o o o o Any changes in customer demographics or hot buttons. The quality of marketing leads. The effectiveness of special promotions. Objections raised by customers, and the sales strategies and tactics used to overcome them. Feedback on how well marketing messages relate to customers’ needs. Competitive product or service comparisons as they relate to the company’s strengths, weaknesses, opportunities and threats. Feedback on the usability of sales tools and materials.

However, teams can also be inefficient, indecisive, frustrating and, ultimately, inferior to what a collection of individuals working on their own can accomplish. Equally, some people are more comfortable working on their own than they are in a group. Teams can be used as integrating mechanisms that co-ordinate and integrate information across an organization by enabling co-ordination and integration, or as self-contained units (self-managed or autonomous work teams, self-directing teams) that manage aspects of an organization’s work.

Awareness of the impact of decisions on others and the business overall. Motivation Level 2 Adapts approach to meet objectives and pursues key result areas. Looks to recover from setbacks to regain position. Works with a sense of urgency to ensure targets are met and is encouraging to others in the team. Sharing Knowledge Level 3 Establishes procedures that encourage sharing of good practice across the organization. Formally researches to ensure all information and data is accurate before used by self, team and others.

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