Sales Overview for Double-Take Availability for AIX -2011-2-23

英语作文-销售中的销售技巧与产品知识了解Effective Sales Techniques and Product Knowledge in Sales。

In the realm of sales, success hinges not just on persuasive communication but also on profound product knowledge. Sales professionals who master both these facets can significantly enhance their ability to close deals and build lasting client relationships. This article delves into the crucial skills and knowledge that elevate sales effectiveness, offering insights into how these elements synergize to drive results.Firstly, impeccable product knowledge forms the cornerstone of successful selling. When a salesperson thoroughly understands the features, benefits, and unique selling points of their offerings, they can articulate value propositions with clarity and confidence. This knowledge empowers them to address customer inquiries comprehensively, overcoming objections and positioning the product or service as the optimal solution. For instance, in technology sales, understanding specifications, compatibility, and performance benchmarks allows the salesperson to align customer needs precisely with product capabilities, fostering trust and credibility.Moreover, effective sales techniques complement product knowledge by structuring interactions for maximum impact. Active listening stands out as a foundational skill, enabling sales professionals to grasp client requirements, preferences, and pain points. By listening attentively, they can tailor their pitch to resonate deeply with the prospect's needs, presenting solutions that are not only relevant but also compelling. This personalized approach demonstrates empathy and enhances the likelihood of converting prospects into satisfied customers.Furthermore, the ability to communicate persuasively is pivotal in sales engagements. Clear and concise communication ensures that the benefits of the product or service are communicated effectively without overwhelming the prospect with unnecessary details. Using language that resonates with the prospect's industry-specific terminology or pain points can establish a shared understanding and reinforce the salesperson's expertise.In addition to verbal communication, non-verbal cues such as body language and tone of voice play crucial roles in conveying confidence and sincerity. A confident demeanor instills trust in the prospect, while sincerity fosters a genuine connection, paving the way for a more collaborative relationship. By maintaining a positive and engaging presence throughout the sales process, from initial contact to closing the deal, sales professionals can create a memorable and impactful experience for the client.Furthermore, adapting to different selling situations is essential for navigating varied client personalities and preferences. The ability to switch between consultative selling, where the emphasis is on problem-solving and relationship-building, and transactional selling, which focuses on efficient closure, demonstrates versatility and agility. This adaptive approach enables sales professionals to cater to diverse customer needs and preferences effectively, maximizing their chances of success in different sales scenarios.Lastly, continuous learning and self-improvement are indispensable for staying ahead in the dynamic field of sales. Keeping abreast of industry trends, competitor offerings, and evolving customer expectations allows sales professionals to offer informed recommendations and anticipate future needs. Embracing feedback and leveraging training opportunities further enhances skills and ensures ongoing professional growth.In conclusion, mastery of sales techniques and comprehensive product knowledge are indispensable for achieving sales success. By combining deep understanding of their offerings with refined communication skills and a customer-centric approach, sales professionals can build trust, drive engagement, and consistently deliver value to their clients. Continuous improvement and adaptability further cement their ability to thrive in competitive markets, ensuring sustained success and profitability.。

Lesson:Sales Order ManagementLesson OverviewIn this lesson you will gain an understanding of the Sales Order processes and howSales Order Management is integrated within other solutions.Lesson ObjectivesAfter completing this lesson,you will be able to:•Outline the tasks associated with sales order management•Explain how SAP within mySAP ERP supports the key processes in sales order managementBusiness ExampleYour company,IDES,is selling products to various customers.Timely handlingand delivery of sales orders is key to their business success.Sales Order Process OverviewmySAP ERP provides superior insight into sales back-office processes,including:inquiries,quotations,order generation,contract,and billing cycle management.Businesses benefit from a complete overview of the customer life cycle,including order status,billing,payment,and credit management.In addition tothe back-office features,mySAP ERP also supports Internet sales,sales enteredthrough mobile devices such as handhelds,and basic call center functionality.The Sales Order Processing(or order to cash)scenario describes the completeprocess,starting with pre-sales activities,moving to the creation of the sales order,continuing with the sales order fulfillment,and ending with the invoicing of thesales order and the parallel process of the creation of the posting in financialaccounting.The basic sales order processing cycle for a service or material consists of thefollowing phases:Pre-Sales ActivitiesPre-sales activities can be inquiries or quotations entered in the system.These canthen be used as reference during the creation of a sales order.Sales Order Creation and Availability CheckThe sales order can adopt information from the pre-sales documents(a quotationor an inquiry).Sales scheduling agreements or sales contracts(long-term salesagreements)can also be created with reference to a sales order and are supportedby the sales process steps.During the creation of the sales order,the availability of the material can be checked to confirm the customer's requested delivery date.Figure45:Sales Order ManagementDelivery and Goods IssueAn outbound delivery is the basis for a process when the goods are physically moved as well as for the posting of the goods issue.Picking can be fulfilled through the use of the Warehouse Management system and transportation can be planned and carried out.BillingAs the final step in the sales process,an invoice is issued,which must also be reflected in accounting.Sales OrderDuring sales order creation,the system can carry out basic functions:•Monitoring sales transaction•Checking for availability•Transferring requirements to material requirements planning(MRP)•Scheduling delivery•Calculating pricing and taxes•Checking credit limits•Creating printed or electronically transmitted documentsFigure46:Sales OrderDepending on how the system is configured,these basic functions may be completely automated or may require some manual processing.The data resulting from these basic functions(for example,shipping dates,confirmed quantities, prices,and discounts)is stored in the sales document.The resulting data can be displayed by a user and,in some cases during subsequent processing,manually changed by the user.DeliveryShipping is an important part of the logistics chain.In shipping processing,all delivery procedure decisions can be made at the start of the process by:•Taking into account general business agreements with your customer •Recording special material requests•Defining shipping conditions in the sales orderThe result is an efficient and largely automatic shipping process in which manual changes are necessary only under certain circumstances.Figure47:Delivery and Goods IssueShipping FunctionsThe shipping module supports the following functions,which include but arenot limited to:•Deadline monitoring for reference documents due for shipment(sales orders and purchase orders,for instance)•Creating and processing outbound deliveries•Packing deliveries•Information support for transportation planning•Supporting foreign trade requirements•Printing and transmitting shipping documents•Processing goods issue•Deliveries currently in process•Activities that are still to be carried out•Identifying possible bottlenecksThe most commonly used document used to support delivery processed is the Outbound Delivery document.In its role as central object of the goods issue process,outbound delivery supports all shipping activities,including picking, packing,transportation,and goods issue.During the outbound delivery process, shipping-planning information is recorded,status of shipping activities is monitored,and data accumulated during shipping processing is documented. When the outbound delivery is created,the shipping activities,such as pickingor delivery scheduling,are initiated,and data that is generated during shipping processing is included in the delivery.Range of FunctionsAn outbound delivery can be created as follows:•With reference to a sales order•With reference to a stock transport order•With reference to a subcontract order•With reference to a project•Without any referenceDepending on your requirements,you can create outbound deliveries automatically or manually using worklists.You can make agreements with your customers for complete and partial deliveries and for order combinations.Outbound deliveries can be combined to form a single group of deliveries.A variety of warehouse and sales overview reports allow you to monitor created outbound deliveries and outstanding sales activities.Picking the DeliveryThe picking process involves taking goods from a storage location and staging the goods in a picking area where the goods will be prepared for shipping.Picking FunctionsSystem settings will allow picking to be carried out:•Automatically(during outbound delivery creation)•Routinely(at certain times)•Manually(via an employee request)A picking status is recorded in each delivery item for the purpose of scheduling and monitoring.This status indicates where the item is in the picking procedure. In the system standard settings,it is a prerequisite for a goods issue to be posted, that the items that are relevant,have been picked.Therefore,a delivery quantity must equal a picking quantity in the outbound delivery.The Warehouse Management system(WM)is fully integrated in the Logistics Execution System(LES).For example,you can create a Warehouse Management transfer order directly from the outbound delivery.The current status of the Warehouse Management process can also be monitored from the delivery or from the sales order.Goods Issue Posting FunctionsThe outbound delivery forms the basis of goods issue posting.The data required for goods issue posting is copied from the outbound delivery into the goods issue document,which cannot be changed manually.Any changes must be made in the outbound delivery itself.After goods issue is posted for an outbound delivery,the scope for changing the delivery document becomes very limited.This prevents any discrepancies between the goods issue document and the outbound delivery. In this way,you can be sure that the goods issue document is an accurate reflection of the outbound delivery.When you post goods issue for an outbound delivery,the following functions are carried out:•Warehouse stock of the material is reduced by the delivery quantity •Value changes are posted to the balance sheet account in inventory accounting •Requirements are reduced by the delivery quantity•The serial number status is updated•Goods issue posting is automatically recorded in the document flow •Stock determination is executed for the vendor's consignment stock•A worklist for the proof of delivery is generatedYou can post goods issues in the following ways:•Automatically(during outbound delivery creation)•Routinely(at certain times)•Manually(via an employee request)BillingBilling represents the final processing stage for a business transaction in sales order rmation on billing is available at every stage of order processing and delivery processing.Billing functions include:•Creation of invoices based on deliveries or services•Issue of credit and debit memos and pro forma invoices•Cancelling billing transactions•Comprehensive pricing functions•Issue rebates•Transfer billing data to financial accountingFigure48:BillingLike all parts of sales order processing in mySAP ERP,billing is integrated into the organizational structures.Thus,you can assign the billing transactions a specific sales organization,a distribution channel,and a division.Because billing has an interface to financial accounting,the organizational structures of the accounting department(the company codes as well as the sales organizations assigned to the company codes)are important.During a billing processing it is possible for you to create,change,and delete billing documents.It is possible to create billing documents:•With reference to a sales order document•With reference to a delivery document•With reference to external transactions•By having the system automatically process a billing due list as a background task•By manually processing from a worklist•By creating a billing document explicitly•By combining several sales order documents into a collective billing document•By billing one or more sales order documents with several billing documents (this is called an invoice split)•By creating an individual billing document for every sales document Billing and Financial AccountingThe system automatically posts the amounts to the appropriate accounts by means of account determination.Costs and revenue can be posted to the following accounts:•Customer accounts receivable•General ledger(for example,a cash clearing account)•Revenue•Sales deductions•Accruals(for rebate agreements)•Accrual account•Accrual clearing accountDocument FlowThe sales documents you create are individual documents,but they can also form part of a chain of interrelated documents.For example,you may recorda customer’s telephone inquiry in the system.The customer next requests a quotation,which you then create by referring to the inquiry.The customer later places an order on the basis of the quotation and you create a sales order with reference to the quotation.You ship the goods and bill the customer.All of these separate documents reference one another through document flow.Figure49:Document FlowAfter delivery of the goods,the customer claims credit for some damaged goods and you create a free-of-charge delivery with reference to the sales order.The entire chain of documents–the inquiry,the quotation,the sales order,the delivery, the invoice,and the subsequent delivery free of charge–creates a document flow, or history.The flow of data from one document into another reduces manual activity and makes problem resolution easier.Exercise8:Create a Sales OrderExercise ObjectivesAfter completing this exercise,you will be able to:•Create a sales orderBusiness ExampleA customer has faxed a sales order and it is your job,as a customer service representative,to enter the order into your system.Task:Create a sales order.ing the information provided in the table,create a standard order.Field DataOrder Type OR(Standard order)Sales organization1000(Germany Frankfurt)Distribution channel10(Final customer sales)Division00(Cross-division)ing the information provided in the table,continue creating the order.Record the sales order document.Field DataSold-to party Rohrer##(Rohrer AG Gr.##)Purch.order no.Group—##Req.deliv.date<Today+1week>Continued on next pageField Data Material R-F2##(Pump) Order quantity10 Sales orderSolution8:Create a Sales OrderTask:Create a sales order.ing the information provided in the table,create a standard order.Field DataOrder Type OR(Standard order)Sales organization1000(Germany Frankfurt)Distribution channel10(Final customer sales)Division00(Cross-division)a)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Sales→Order.b)Choose Create.c)Enter Order Type:OR.d)Enter Sales Organization:1000.e)Enter Distribution Channel:10.f)Enter Division:00.g)Choose Enter.ing the information provided in the table,continue creating the order.Record the sales order document.Field DataSold-to party Rohrer##(Rohrer AG Gr.##)Purch.order no.Group—##Req.deliv.date<Today+1week>Continued on next pageField DataMaterial R-F2##(Pump)Order quantity10Sales ordera)Enter Sold-to party:Rohrer##.b)Enter Purch.order no.:Group-##.c)Choose Enter.Hint:Make sure you are on the Sales tab on the order entryscreen.d)Enter Req.deliv.date:<Today+1week>.e)Choose Enter.f)Enter Material:R-F2##.g)Enter Order quantity:10.h)Choose Enter.Hint:If an information dialog box appears,choose Enter toconfirm that you have read the information.i)Choose Save and record the document number in the table provided.Hint:The system displays a message that the sales order hasbeen saved with the sales document number.This numberappears on the status bar on the bottom left-hand corner ofthe order window.j)Choose Exit to exit the screen and return to the SAP Easy Access menu.Exercise9:Create a DeliveryExercise ObjectivesAfter completing this exercise,you will be able to:•Create a delivery document with reference•Post the inventory goods issue with reference•View Document FlowBusiness ExampleYou have been notified that your customer's order is ready to ship.Task:Create a delivery document with reference to your customer's order.Post the delivery document in the system.Verify that the shipping documents were processed by using the sales document flow.Note:This exercise uses the sales order number created in the previousexercise.ing the information provided in the table,create a delivery document.Record the delivery document number.Field DataOrder<Sales order numbercreated in the previousexercise>If necessary,this ordernumber can be found by searchingfor Purchase order no.Group-## Shipping point1000(Shipping Point Hamburg) Selection Date<Today+1week>Delivery2.Post the goods issue for the delivery and view the document flow.Recordyour findings in the table provided.Continued on next pageDocument Document number Status Standard orderDeliveryWMS transfer orderGD goods issueSolution9:Create a DeliveryTask:Create a delivery document with reference to your customer's order.Post the delivery document in the system.Verify that the shipping documents were processed by using the sales document flow.Note:This exercise uses the sales order number created in the previousexercise.ing the information provided in the table,create a delivery document.Record the delivery document number.Continued on next pageField DataOrder<Sales order numbercreated in the previousexercise>If necessary,this ordernumber can be found by searchingfor Purchase order no.Group-## Shipping point1000(Shipping Point Hamburg) Selection Date<Today+1week>Deliverya)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Shipping and Transportation→Outbound delivery→Create→Single Document.b)Choose With Reference to Sales Order.c)Enter Shipping point:1000.d)Enter Selection date:<Today+1week>.e)If needed,enter the Order:<use the sales order numbercreated earlier>.Note:The sales order number should default.Hint:You can locate the sales order number in the system byusing the matchcode F4to search for the sales order by thePurchase order no.:Group-##.f)Choose Enter.g)Choose Save.Record the delivery document number in the tableprovided.2.Post the goods issue for the delivery and view the document flow.Recordyour findings in the table provided.Continued on next pageDocument Document number StatusStandard orderDeliveryWMS transfer orderGD goods issuea)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Shipping and Transportation→Outbound delivery→Change.b)Choose Single Document.Hint:The delivery document number should default.c)Choose the Post goods issue icon from the application toolbar.Hint:The document will be saved and the posting performed.This is indicated by the message in the message status bar.Hint:Do not back out of the Change Outbound Deliveryscreen!d)Choose Document flow.Record the documents in the table providedabove.e)Choose Exit to exit the screen.SAP01Lesson:Sales Order Management Exercise10:Create a Sales Order BillingDocumentExercise ObjectivesAfter completing this exercise,you will be able to:•Create a billing document with referenceBusiness ExampleThe customer received the ordered materials.Bill your customer by sending himan invoice.Task:Create a billing document.Verify that the billing document was created by usingthe sales document flow.ing the outbound delivery document created in the previous exercise,create a billing document.2.Display the document flow and record your findings in the table provided.Document Document number StatusStandard orderDeliveryInvoiceAccountingDocumentUnit4:Logistics SAP01 Solution10:Create a Sales Order BillingDocumentTask:Create a billing document.Verify that the billing document was created by usingthe sales document flow.ing the outbound delivery document created in the previous exercise,create a billing document.a)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Billing→Billing Document.b)Choose Create.c)Check the Document number.Hint:Your delivery document number should default so a userentry is not required.d)Choose Save.Hint:The document will be saved and the posting performed.This is indicated by the message in the message status bar.e)Choose Exit to exit the screen and return to the SAP Easy Accessmenu.2.Display the document flow and record your findings in the table provided.Continued on next pageSAP01Lesson:Sales Order ManagementDocument Document number StatusStandard orderDeliveryInvoiceAccountingDocumenta)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Billing→Billing Document.b)Choose Display.Hint:Your delivery document number should default,so auser entry is not required.Hint:You do not have to enter the document to view thedocument flow.c)Choose Display Document flow from the Application toolbar.Record your findings in the table provided.d)Choose Exit to exit the screen and return to the SAP Easy Accessmenu.Unit4:Logistics SAP01 Lesson SummaryYou should now be able to:•Outline the tasks associated with sales order management•Explain how SAP within mySAP ERP supports the key processes in sales order managementSAP01Lesson:Customer Relationship ManagementLesson:Customer Relationship ManagementLesson OverviewIn this lesson you will receive an overview of the mySAP Customer RelationshipManagement solution.Lesson ObjectivesAfter completing this lesson,you will be able to:•Outline the tasks associated with the customer relationship managementprocess•Explain how SAP supports the key processes in customer relationshipmanagement with the mySAP CRM applicationBusiness ExampleYour company,IDES,wants to give customers a number of contact options.Theywant to set up central customer management and are interested in implementingmySAP Customer Relationship Management.Customer Relationship ManagementNothing is more frustrating for a salesperson than not closing a deal because thenecessary information was not available.What has the customer already bought?How profitable is the customer?Can we deliver the required quantity?Nothing is more frustrating for customers than having to deal with a company thatdoes not meet their needs.Only satisfied customers will return in the future.Customer relationship management has become a decisive success factor.Thechallenge for large companies is to promote a local store mentality throughout alldepartments and all employees.Unit4:Logistics SAP01Figure50:mySAP CRMCustomer relationship management(CRM)is the concept of making the customerthe focus of a company and its business processes.It must be implemented as theprimary company philosophy and the strategies it promotes have to be adoptedwithin the company.The aim of all corporate activities must be to place customersat the center,and not view them as the means to an end(just to increase turnover).The principles of customer relationship management must predominate at alllevels of the company.CRM is intended to create and build upon long-termrelationships with customers during all phases of the business relationship.Thephases of a customer relationship include:•Approaching possible customers:A customer is interested in the company and its products(first contact).•Gaining the customer:The customer has a concrete intention to buy and the company receives an order.•Service:The company does everything to ensure that the customer issatisfied with the product or service purchased.•Keeping the customer:Specific and attentive customer support ensuresthat the customer is both a satisfied and loyal customer.The customer willremain true to your company,even if a competitor offers a similar product ata reduced rate.SAP01Lesson:Customer Relationship ManagementFigure51:Customer Relationship ManagementThe idea of customer relationship management is not new;local stores havealways acted in this way.As long as they were engaged in business with theircustomers,they maintained relationships with these customers.The owners of local stores know their customers well and are well acquainted withtheir particular needs and desires.They know which products to offer to whichcustomers and when,in order to ensure a successful sale.The local store ownersalso know when to give a customer's child a lollipop on their birthday.The challenge for large-scale enterprises is to transfer this local store mentalityto their company.Why should they do this?The Internet has changed our lives and the competitionis now only a mouse-click away.Nowadays,customers expect all channels ofbusiness communication to be fully integrated.Whatever channel of communication customers may be using,they expect realservice all the time,wherever they are.If one company does not offer this service,the customers simply go to a competitor.Companies need to rethink:Maintaining customer relationships has become adecisive success factor.The solution is mySAP CRM.mySAP CRM covers not only traditional salesprocesses.SAP Customer Relationship Management(SAP CRM),the cornerstoneof SAP's Customer Relationship Management solution(mySAP CRM),providescompanies with the customer-centric solutions they need to land,build,andmaintain profitable customer relationships.SAP CRM drives closed-loopcustomer interactions through all phases of the relationship lifecycle:engage,transact,fulfill,and service.SAP CRM supports all relevant channels:mobile,telephony,and the Internet.SAP CRM drives customer relationships in all CRMbusiness dimensions:operational,analytical,and collaborative.Traditional direct salesUnit4:Logistics SAP01 Typically,information within a company is not usefully collected.Wheninformation is passed on,it is often incomplete or inaccurate.Employee turnovermeans that vital customer information is often lost.Traditional direct sales is characterized by decentralized information about thecustomer.In some cases,only one employee has knowledge about the customerand the relevant contact information.Figure52:Traditional KnowledgeDirect Sales Using mySAP CRMmySAP CRM allows every employee who needs information about customercontacts to access all relevant information immediately.Field Sales and FieldServices enable field representatives to access ALL contact information in thefield using a laptop or other mobile devices.Analyzing this information gives thecompany a deeper understanding of its customers.As a result,the company canincrease its service package,process queries faster,strengthen relationships,andbenefit from increased customer loyalty.SAP01Lesson:Customer Relationship ManagementFigure53:Knowledge with mySAP CRMDepartments of an Enterprise Driving CustomerInteractionsDuring the different phases of customer interaction,various departments of acompany have to deal with the customer.This is reflected in the key capabilitiesof mySAP CRM.Unit4:Logistics SAP01Figure54:Key Capabilities of mySAP CRMMarketingMarketing in mySAP CRM includes the entire marketing process for extensivecustomer engagement.It delivers the critical capabilities of marketing planning,campaign management,e-marketing,lead management,marketing analytics,andcustomer segmentation in an easy,intuitive,and configurable interface.Initiativescan be designed and executed to meet specific corporate objectives–withassociated KPIs defined and measured to ensure bottom-line results.Marketing planningPlan all marketing activities at the enterprise,regional,field,product,or brandlevel to ensure success.Campaign managementDesign,optimize,execute,and manage all communications across theorganization.Lead managementCollaborate internally and with partners to qualify,transfer,and track leads,and toeliminate the time spent on poor leads.Closed-loop marketing analyticsGive your marketing professionals full visibility into the organization to improvethe planning,monitoring,and measuring of marketing initiatives.Customer segmentationDevelop highly targeted marketing segments without the need for IT involvement.PersonalizationOffer the right products to the right customers at the right time.Trade Promotion ManagementSupport both strategic and tactical marketing,including total sales volume planning.Implement,validate,and analyze sales-promotion tactics,such as features,displays,and temporary price reductions.SalesSales spans all customer sales channels,ensuring seamless,scalable customer transactions.It supplies organizations with Enterprise Sales,Telesales,Field Sales and E-Selling solutions to transact with customers anytime,anywhere.Sales planning and forecastingReport on and analyze all sales planning and forecasting activities. Organizational and territory managementDefine territories based on size,revenue,geography,products,product lines,and strategic accounts.Assign sales representatives for each territory and identify the prospects and products associated with each territory.Account and contact managementCapture,monitor,store,and track all critical information about customers, prospects,and partners.Activity managementSchedule and manage simple and complex tasks.Opportunity managementGive your channels complete visibility into each sales opportunity,so they can capture,manage,and monitor business contacts and account information. Quotation and order managementConfigure,price,and create quotes for customers,and generate follow-up activities,such as sales orders.Contract managementWork with customers to develop and revise customized contracts and long-term purchasing agreements.Incentive and commission managementDevelop,implement,and manage compensation plans.Track current performance, and measure the potential compensation of sales in the pipeline.。

英语作文-销售中的销售技巧与销售数据分析In the realm of sales, mastering the art of persuasion and understanding sales data analysis are two indispensable skills. Effective sales techniques coupled with insightful data analysis can significantly boost sales performance and contribute to overall business success. In this article, we will delve into various sales techniques and explore how data analysis can be utilized to enhance sales strategies.First and foremost, building rapport with customers is essential in sales. Establishing a connection based on trust and understanding can pave the way for successful transactions. Active listening is a fundamental aspect of this process. By attentively listening to customers' needs and concerns, sales professionals can tailor their approach accordingly, thereby increasing the likelihood of closing a sale.Moreover, the power of persuasion cannot be overstated in sales. Employing persuasive language and techniques can help sway hesitant customers towards making a purchase. Highlighting the unique selling points of a product or service and demonstrating how it addresses the customer's specific needs can be highly effective. Additionally, utilizing social proof, such as customer testimonials or case studies, can further reinforce the credibility of the offering.Furthermore, mastering the art of negotiation is crucial in sales. Negotiation skills enable sales professionals to navigate objections and reach mutually beneficial agreements with customers. It involves understanding the customer's perspective, identifying common ground, and effectively addressing any concerns or objections that may arise. By employing techniques such as framing, anchoring, and concessions, sales professionals can steer negotiations towards a favorable outcome.In addition to honing interpersonal skills, leveraging sales data analysis is paramount in optimizing sales strategies. By analyzing sales data, businesses can gain valuable insights into customer behavior, market trends, and product performance. This data-driven approach allows sales teams to identify opportunities for growth, refine targeting strategies, and allocate resources more effectively.For instance, analyzing sales trends can help identify peak selling periods, enabling businesses to adjust their marketing efforts accordingly. Similarly, examining customer demographics and preferences can inform product development and marketing messaging, ensuring alignment with target audience needs and preferences.Furthermore, sales data analysis can facilitate performance tracking and evaluation. By monitoring key performance indicators (KPIs) such as conversion rates, customer acquisition costs, and sales pipeline velocity, businesses can assess the effectiveness of their sales efforts and make data-driven decisions to optimize performance.In conclusion, mastering sales techniques and leveraging data analysis are essential components of successful sales strategies. By cultivating strong interpersonal skills, employing persuasive techniques, and harnessing the power of data, sales professionals can drive revenue growth, foster customer relationships, and achieve sustainable business success.。

Introduction:At [Your Company Name], we are committed to delivering high-quality products that meet the diverse needs of our customers. Our latest product, [Product Name], is designed to revolutionize the market withits innovative features and exceptional performance. In this proposal, we will outline the sales strategy and marketing plan to ensure the successful launch and widespread adoption of [Product Name].1. Product Overview:[Product Name] is a [briefly describe the product's purpose and target market]. It is a [mention any unique features or technologies] that sets it apart from competitors. The product has undergone rigorous testingand has received positive feedback from early adopters.2. Target Market:Our target market for [Product Name] includes [list target demographics, industries, or customer segments]. This market has a significant unmet need for [describe the problem or pain point that [Product Name] solves]. By addressing this need, we aim to capture a substantial share of the market within the first year of launch.3. Sales Strategy:a. Channel Partnerships:- Establish strategic partnerships with leading distributors and retailers to ensure widespread availability of [Product Name].- Offer competitive pricing and incentives to encourage channel partners to promote and stock our product.b. Direct Sales:- Assign a dedicated sales team to engage with key customers and provide personalized support.- Organize sales meetings, trade shows, and product demonstrations to showcase the benefits of [Product Name].c. E-commerce:- Develop an online presence with a user-friendly website that highlights the features and benefits of [Product Name].- Implement targeted online advertising campaigns to drive traffic and generate leads.- Offer secure online purchasing options to facilitate easy transactions.4. Marketing Plan:a. Branding:- Develop a strong brand identity for [Product Name] through consistent messaging and visual elements.- Create compelling marketing materials, including brochures, flyers, and digital content, to educate potential customers about the product.b. Digital Marketing:- Leverage social media platforms to engage with the target audience and promote [Product Name].- Utilize SEO strategies to improve online visibility and drive organic traffic to the website.- Collaborate with influencers and bloggers to reach a broader audience and gain credibility.c. Public Relations:- Engage with industry publications and media outlets to secure feature articles and interviews.- Organize press releases and product launches to generate buzz and excitement around [Product Name].- Participate in industry events and conferences to network with potential customers and partners.5. Sales Goals and Targets:- Aim to achieve [specific sales targets, e.g., 100 units sold within the first month].- Monitor sales performance regularly and adjust the strategy as needed to meet targets.- Implement a customer feedback system to gather insights and continuously improve the product and sales approach.Conclusion:[Your Company Name] is confident in the success of [Product Name] due to its unique features, exceptional performance, and targeted marketing strategy. By leveraging a combination of channel partnerships, direct sales, and digital marketing, we aim to capture a significant market share and establish [Product Name] as a leading product in its category. We look forward to working with you to achieve these goals and deliver value to our customers.。

Chapter 1Page 81.Classify following items as either an expense (E),a revenue(R),an asset(A),or a liability( L);Cash, buildings, salaries of the sales force, $5 owed to a company for work performed, Mortgage to a bank, sales.Answer:Cash—A Buildings—A Salaries of the sales force—E$5 owed—L Mortgage to a bank—L Sales—R2. Classify each of the following as n operating (O), bank (I) , or financing (F) in a statement of cash flows; Wage paid to workers, Cash received form a bank in the form of a mortgage, cash dividends paid to a supplier of inventory, Cash paid to purchase a new machine.Answer:Wage paid—O Cash of mortgage-- F Cash dividends paid -- FCash paid to supplier of inventory—O Cash paid to purchase a machine—IPage111.List several economic decisions that rely on accounting information.Answer:·Whether to grant a loan·How much to pay for a share of common stock.·Whether to grant a rate increase to an electric utility·How much in damages the loser of a lawsuit must pay ·How much of a bonus to pay a plant manager·Whether to enter a new market2. Why do financial statements have footnotes, and what kinds of information might you find in them?Answer:Financial statements have footnotes because financial disclosure is a complex business. The notes tell us some of the specifics about the company environment , what accounting methods the company has used, what the accounting numbers might be if alternative methods had been used, and some of the major contingencies that are not formally included in the statement proper.Page 201.Describe the process of setting accounting standards. What are the roles of all the parties you mention?Answer:The FASB, a private, not-for-profit organization ,sets GAAP in the U.S. It publicly declares an agenda, promulgates "ExposureDrafts" of proposed standards, holds open meetings, and invites input from interested parties. The FASB has been delegated this authority by the SEC, a government agency with legal authority to determine GAAP.2.Think of an example, like the executive compensation example in the chapter, where incentives might exist to bias accounting numbers one way or another.Answer:There are other examples, but here is one that is different. A taxpayer has incentives to bias reported income downward in order to minimize income tax payments. However, it is important to understand that tax accounting rules are different from GAAP, and this book is about GAAP. Chapter 14 covers GAAP for taxes in more detail.Other examples include:·An entrepreneur seeking a loan from a bank or funding from a venture capitalist might have incentives to bias accounting numbers to look favorable.·A firm that is subject to scrutiny for earning excess profits(e.g.,an oil company）might have incentives to bias accounting numbers to look less favorable.·A utility subject to rate regulation might have an incentive tobias accounting numbers to look less favorable in order to gain more generous increases in its rates. (At this writing, there is a rather severe controversy about whether electric utilities in California are genuinely in financial difficulty and should be allowed to continue to impose large rate increase.)Chapter 2Page 381 Define assets, liabilities, and equities.Gave an example ofeach. How are assets valued? How are liabilities valued? Answer:An asset is a probable future economic benefit obtained or controlled by an entity as a result of a past transaction. Cash marketable securities, accounts receivable, inventories, prepaid expenses, patents, copyrights, trademarks, and property, plant and equipment are all examples of assets. A liability isa probable future sacrifice of economic benefits arisingfrom present obligations of an entity to transfer assets or provide services as a result of a past transaction or event.Accounts payable, accrued liabilities, unearned revenues, warranties, and bonds payable are all examples of liabilities.Accounting valuation of assets uses severaldifferent methods, including market value, expected realizable value, lower of cost or market, present value of future cash flows, and historical cost. Accounting valuation of liabilities is the expected amount that will be paid, perhaps adjusted for the time value of money.2. Explain what is meant by the entity concept. Answer:The entity is the person or organization about which accounting's financial history is being written.3 .A company signs a ten-year employee contract with a vicepresident. The salary is $500000 per year, guaranteed. Is this contract an asset? Would it appear on the balance sheet? Explain.Answer:The rights conveyed by the contrat may be an asset from an economic point of view, but they are not an asset under GAAP. The contract would not appear on the balance sheet as an asset, because GAAP does not record executory contracts, which are contracts that require future performance form both parties. That is ,GAAP views the contract as determining what services will be provided, no asset is recognized under GAAP.(Neither is a liability for payment recognized until services have beenperformed.)4 .A company purchased a parcel of land 10 years ago at a cost of $300000.The land has recently been appraised at $900000. At what value is the land carried in the balance sheet? How does the appraisal affect the carrying value in the balance sheet?Answer:The land is on the balance sheet at its historical cost of $300000.The carrying value of the land is unaffected by the appraisal.Page 421、Define debit and credit .What kind of balance ,debit or credit ,would you expect to find in the inventory T-account？In the Common Stock T-account?Answer:A debit is an entry on the left side of a T-account. A credit is an entry on the right side of a T-account. We would except to find a debit balance in Inventory, and credit balances in Bonds Payable and Common Stock. The reason is the convention that increases in assets are debits and increases in liabilities and equities are credits.2、If the trial balances, it means that you have analyzed all the effects of transactions correctly. True or false？Explain. Answer:False. A balanced means that the trial balance is consistent, not necessarily correct. For example. If an arbitrary entry is made that debits Cash and credits Common Stock for an equal amount, the trial balance will balance but it will be wrong. An accounting can receipt of cash and the issuance of common stock, but it alone can not make cash or additional common shares.3﹑Suppose Web sell leases a portion of its space to another company. Web sell’s accounts are debited and credited to record this transaction?Answer:Web sell would debit Cash and a liability, Rent Received in Advance, for the prepayment.Chapter 3Page 571. Define revenue and expense. How does one decide to list an item as revenue in an income statement? What is matching? Answer:Revenues are increases in net assets resulting from operationsover a period of time .Expense are decreases in net assets resulting from operations over a period of time .Revenue is recognized the earnings process is substantially complete , a transaction2. Give an example not found in the text , of an expense that is paid for in cash in a prior accounting period .In a subsequent accounting period.Answer:There are many allowable responses . An example is a patent that is purchased and paid for in one year and used in next .3. Give an example, not found in the text , of a revenue that is received in cash in a prior accounting period . In a subsequent accounting period .Answer:An example is a house painting contractor that receives payment for one-third of the contract price before beginning the painting .4. Explain why it is right to think of an asset as a cost and an expense as an expired cost .Answer:An asset is a future benefit . And there is an opportunity cost associated with not selling it for cash or exchanging it to settleChapter 6Page 120:1.The following table lists the adjustments and has an X in thecolumn indicating the approach:2. We first take adjustment for prepaid insurance and insurance expense. It would be easy to think of this adjustment as focusing on how much of the insurance coverage remained, as opposed to how much was used. In fact, the same type of logic could beused---computing a monthly rate for the coverage and applying that to the months reminding, instead of the months used.Now take adjustment for depreciation expense and accumulated depreciation. Estimating the value of the equipment at year end might be easy, for example, if there is a market for used equipment, or very difficult, for example, if the equipment was specially designed for Websell. Once a value estimate for the equipment at year end is obtained, depreciation expense would be the change in value over the year.Page 1231.$5000×(1+0.06)^10=$5000×1.79085=$8954.242.$5000×(1+0.06/2)^(10×2)=$5000×(1+0.03)^20=$5000×1.80611=$9030.563. $1000×(1.05)^3+$1000×(1.05)^2+$1000×(1.05)^1=$3310.134. ($1000×0.05/5)^13+$1000×(1+0.05/5)^10+$1000×(1+0.05/5)^5=($1000×(1.01)^15)+($1000×(1.01)^10)+($1000×(1.01)^5) =$1160.97+$1104.62+$1051.01=$3316.6Page 1241.x×.(1.07)^3=$3000 x=$3000/(1.07)^3=$2448.892. Calculate the present value at 10% of $1300 received two years from now. If that is greater than $1000, you are better off with the $1300 to be received in two years. If its present value is less that $1000, you better off with $1000 now. $1300/(1.10)^2=$1074.38Therefore, you are better off receiving $1300 two years from now.Another way to do this problem is to take the future value at 10% of $1000. At the end of two years, the $1000 would compound up to:$1000×(1.10)^2=$1210,Which is less than you would have at that point if you took the $1300.3．The most I would be willing to pay is the present value at 8% of the stream of $1000 payment:$1000/(1.08)^1+$1000/(1,08)^2+$1000/(1,08)^3=$925.926+857.339+793.832=$ 2577.1(rounded)Chapter 8Page 1681.Aging takes the balance in accounts receivable at the end of the year, and sorts it by how long ago the transaction occurredthat gave rise to that receivable. Experience has shown that “older” accounts have less likelihood of ever being collected. Percentages of likely uncollectibles for each category are applied to the totals in that category , and the results added to obtain an estimate of the allowance for uncollectibles required to value properly the estimated amount that will be collected from the accounts receivable. The bad debts expense then falls out as a “plug” in the allowance for uncollectibles.The percentage-of-sales method just estimates bad debt expense as a percent of sales, and plug the balance in the allowance account.2. Cash (118)Accounts receivable (118)12/31/2003(to recognize collection of cash from companies owing service co. from 2002 sales)Allow ance for doubtful accounts (7)Accounts receivable (7)12/31/2003(to write off accounts we know will not be collected) Accou nts receivable (125)Sales reven ue (125)12/31/2003(to recognize revenue and to anticipate collection of the receivable)If we focus on recording the bad debts expense that is associated with billings for 2003, we would record.06×$125000=$7500 in bad debts expense.B ad debts expense………………………………………7.5 Allowan ce for doubtful accounts…………………………7.5 12/31/2003(to record bad debt expense in anticipation of not collecting 100% of receivables)Method one: focus on the percentage of sales expected not to be collected.Allowance for doubtful accounts(10.5 is the “plug”,i.e., the number that drops out)Now we move to 2004, where events now proceed as expected . Collections are $117.5 thousand. Cash………………………………………………..117.5 Accounts receivable…………………………………117.512/31/2004(to recognize collection of cash form companies owing service co. from 2003 sales)Allowance for doubtful ac counts………………………7.5Accounts receivable………………………………….7.512/31/2004(to write off accounts we know will not be collected) Accounts receivable (125)Sales revenue (125)12/31/2004(to recognize revenue and to anticipate collection of the receivable)If we focus on recording the bad debts expense that is associated with billings for 2004, we would record.06×$125000=$7500 in bad debts expense.Bad debts expense……………………………………7.5 Allowance for doubtful ac counts…………………………7.5 12/31/2003(to record bad debt expense in anticipation of not collecting 100% of receivables)The allowance for doubtful accounts using the peentage-of-sales method looks like this:Method one: focus on the percentage of sales expected not to be collected.Allowance for doubtful accountsOnly the entries recording bad debt expense are different using the aging method. Instead of the above entries recording bad debt expense, we would have the following analysis: Each year, we would adjust the balance in the allowance for doubtful accounts so that the net receivable ends up at $117500. That is, we would solve $125000-X=$117500,and find that the ending balance in the allowance for doubtful accounts must be $7500.Analyzing the account, we would determine that at 12/31/2003 we must add $4500 to the allowance for doubtful accounts: Bad debts expense………………………………..4.5 Allowanc e for doubtful accounts…………………….4.512/31/2004(to record bad debt expense in anticipation of not collecting 100% of receivables)At 12/31/2004, we must add $7500 to the allowance for doubtful accounts:Bad debts expense………………………………..7.5 Allowan ce for doubtful accounts…………………….7.512/31/2004(to record bad debt expense in anticipation of notcollecting 100% of receivables)Using aging, the allowance for doubtful accounts T-account looks like this:Method two: focus on the ending balance in the allowance for doubtful accounts.Allowance for doubtful accountsChapter 9Page 1831.LIFO is last-in first-out. It means that in computing ending inventoryand cost of goods sold, the cost of items sold is assigned in reverse chronological order of their purchase, beginning from the most regent items purchased in a period. FIFO is first-in, first-out .It means that in computing ending inventory and cost of goods sold, the cost of items sold is assigned in chronological order of their purchase, beginning from the goods on hand at the beginning of the period. Average costmeans that in computing ending inventory and cost of goods sold, the average unit cost of the beginning inventory and items purchased in a period is used to determine the cost of goods sold and remaining inventory.2.Yes, it is still a positive net present value project. In fact, its netpresent value is higher than when the purchase was made at$1.05 per unit, since the cash outflow is reduced but the cash inflow remains the same. The cash outflow on 12/31/01 when purchases are at $0.95 per unit is $114.This means the net cash flow at 12/31/01 is ($4) instead of ($16),and the NPV for Widget Company is:NPV=-100-$4/1.1+$10/ (1.1^2) +$144/ (1.1^3) =$12.82First, we redo the case of FIFO. The inventory T-account is:Widget Co. Inventory Account under FIFO Flow AssumptionInventory (FIFO)Ending inventory values can be read from the above T-account. Net incomes are:Widget Incomes using FIFONow we redo the case of FIFO. First, the inventory T-account is: Widget Co. Inventory Account under FIFO Flow AssumptionInventory (FIFO)Ending inventory values can be read from the above T-account. Netincomes are:Page 186To calculate the market-to-book ratios and accounting returns on equity: Market-to-book Ratios under Average CostAccounting Rates of Return under Average CostCollecting the results for FIFO from the chapter and these results for average cost, we have:Market-to-book Ratios under Various Cost Flow AssumptionAccounting Rates of Return under Various Cost Flow AssumptionAs is apparent, the market-to-book ratios and accounting rates of return for average cost are between for LIFO and FIFO.2. Because it has more recent costs on the balance sheet in the inventory account, FIFO has market-to-book ratios closer to 1regardless of whether prices rise or fall.Chapter 10Page 1961. The total profit on the transaction is the sales price of $880.00 less the original cost of $734.03:Sales price of securities $880.00Less : original cost ($735.03)Profit on transaction $144.97The cash flows were: $735.03 out on January1, 2001, and$880.00 in on January 3, 2003.There were profit in 2001, 2002, and 2003.In 2001, there was a profit of $81.17.In 2003,there was a profit of $5.00.2. The unadjusted book value of the security on December 31,2002 was $793.83.If the market value of the security on that date was $790.00,an adjustment reducing its carrying value by $3.83 is required to write it down to its market value: Unrealized loss on market value securities-trading ……3.83 Marketable securities –trading ………… 3.83 If the security were sold for $810.00 on January 3, 2003, the entry would be:Cash ………………………………810.00Marketable securities –trading ………………790.00Gain on marketable securities-trading …………20.001/03/2003(To record the sale of the Marketable securities—trading )Page 1981. When a securities is classified as trading security, profits or losses show up on the income statement in every period from when the security is purchased until when it is sold. when a security is classified as available-for-sale ,profits or losses only show up on the income statement in the period in which thesecurity is sold.2. the unadjusted book value of the security on December 31,2002 was $793.83.If the market value of the security on that date was $790.00,an adjustment reducing it’s carrying value by $3.83 is required to write it down to it’s market value. however unlike the trading security case ,the unrealized loss is an equity account ,not a temporary account:Unrealized loss on marketable securities-available-for-sale 3.38 Marketable securities –trading ………………3.83To record the sale of the security for $810.00 on January 3,2003: Cash ………810.00Unrealized gain on marketable securities-available-for-sale(58.80-3.83) ………54.97Marketable securities-trading …………790.00Realized gain on marketable securities-available-for-sale ……………74.9712/31/2002(To mark-to-market the Marketable securities—available-for-sale)Chapter 111．a. Under straight-line depreciation, the depreciation expense each year is$600-$100/5 years=$100 per year.b. Under double-declining balance depreciation, the depreciation expense each year is given in the following table:c. Under sum-of-year’-digits depreciation, the depreciation expense each year is given in the following table:Sum-of years’-digits depreciation2. Intangible assets are most often shown in one line that is cost net of amortization. Tangible assets are sometimes shown in three lines: cost , accumulated depreciation, and net .3. Economic depreciation is the change in the economicvalue of the asset. Economic depreciation can be appreciation when the asset increases in value. We seen this already with marketable debt securities, which sometimes increase in value because of unpaid interest4.It is easy and fulfills the requirement of GAAP to provide depreciation using a systematic and rational method. No GAAP depreciation method likely correctly reflects economic depreciation anyway ,so a simple expedient may be good enough.1．Sraight-line depreciation is $100 per year ($300/3 years).Double-declining balance depreciation is given in the following table:2.For straight-line depreciation,the entry is the same each year: Depreciation expense (100)Accumulateddepreciation (100)For double-declining balance depreciation,the entries are: Year1Depr eciation expense (200)Accu mulated depreciation (200)Year2Depreciation expense………………………………66.67 Acc umulated depreciation………………………66.67 Year3.declining balance because depreciation expense under straight-line is only $100,while under double-declining balance depreciation expense is $200.4.If the company buys one asset every year and each asset lasts three years,then in year 4 it will have three assets.Under straight-line depreciation,each of those assets generates a depreciation expense of $100;therefore total depreciation expense would be 3*$100,or $300.Under double-declining balance depreciation,totaldepreciation expense depends on the age of each asset.The company would have one asset in its first year of life,one in its second year of life,and one in its third year.Therefore,total depreciation expense would be:$200+$66.67+$33.33=$300,the same as under straight-line.Both depreciation methods give the same total depreciation because:1.Both methods fully depreciate the assets over their lives.2.The cost of the assets has remained constant.3.The company is in a steady state in which the number ofnew assets purchased in a period equals the number ofold assets being retired in that period.。

annual requirement purchasing arrangement 年度采购需求计划anticipatory positioning 预见性定位 anti —pollution legislation 反污染立法 anti-trust legislation 反托拉斯立法 Apple Computers 苹果电脑 area structure 地区结构aspiration/expectation level 渴望/期望水平 aspirations of consumers 消费者渴望 assurance 保证AT ＆T 美国电话电报公司ATM (automatic teller machine) 银行自动柜员机 attitudes of consumers 消费者态度audiences 受众 auto repair 汽车维修automation services 自动服务 automobile industry 汽车产业 autonomy 自主权availability 可获得性/供货能力 avante guardian 前卫派 Avon 雅芳awareness (产品）知晓度/知名度 Bbaby boomers 婴儿潮出生的一代人backward channels for recycling 回收的后向渠道 backward integration 后向垂直一体化 banner advertisements 横幅标语广告 bar codes 条形码 barter 实物交易basic physical needs 基本生理需要 Bausch ＆ Lomb 博士伦BCG Grow-Share Matrix 波士顿增长—份额矩阵 before tests 事前测试Behavior Scan Information Resources Inc 。

行为扫描信息源公司behavioural analysis 行为分析 behavioural hierarchies 行为层级 benefit clusters 利益群体 benefits 利益 Benz 奔驰 billing 帐单biological revolution 生物革命 birth rate 出生率blanket purchase order 一揽子采购合同 blind —paired comparison testing 双盲比较测试 Blockbuster blue collars 蓝领 BMW 宝马Boeing 波音bottom line 底线/盈亏一览结算线 brand awareness 品牌意识/认知 brand extensions 品牌扩展 brand loyalty 品牌忠诚度 brand mark 品牌标志 brand name 品牌名称 brand positioning 品牌定位 brand recognition 品牌识别 brand strategies 品牌战略 brand 品牌branding strategy 品牌化战略 branding 品牌化brand’s equity 品牌的价值break —even volume 盈亏平衡产量 breath of product assortment 产品线的宽度breath or diversity of product lines 产品线的宽度或多样性 bribery 贿赂British Airways 英国航空公司 brokers 经纪人 budgeting 预算 bundle 捆绑Bureau of Census 人口统计局 Burger King 汉堡王busines strength rating 商业能力评分 business plan 商业计划 business position 经营地位 business sector 商业部门business services markets 商业服务市场 business strategies 经营战略 business unit strategy 经营单位战略 Business Week 《商业周刊》 buyback allowances 回购折让 buyback arrangements 产品返销buyers’ bargaining power 买方的讨价还价能力 buyers 采购者buying behavior 购买行为 buying center 采购中心 buying intention 购买意图buying offices 连锁商店的进货中心buying power indes (BPI ） 购买力指数 buying situation 采购情况/类型 buying task 采购任务 Ccable TV 有线电视 Cadillac 凯迪拉克Campbell’s Soup 金宝汤业公司 capital gains 资本收益capital invested in product 产品投入资本Carnival 嘉年华cash cows 现金牛类cash discounts 现金折扣catalogue sales 目录销售categorization of perception 感知分类categorization 分门别类Caterpillar Tractor 卡特皮勒公司Cathay Airlines 国泰航空公司CBS Records 唱片公司CBS 哥伦比亚广播公司centralization 集中化chameleons/followers 变色龙/跟随者channel alternatives 可选择的营销渠道channel conflicts 渠道冲突channel decisions 渠道决策channel functions 渠道功能channel institutions 渠道组织结构channel management 渠道管理channel objectives 渠道目标channel of distribution 分销渠道channel power 渠道权力channel—control strategies 渠道控制战略channel-design decisions 渠道设计决策channel—management decisions 渠道管理决策channels of communication 传播渠道Charles Snow 查尔斯·斯诺Cherokee 切诺基chevrolet 雪佛莱choice criteria 选择标准Christian Dior 克里斯汀·迪奥（世界著名时装品牌）Chrysler 克莱斯勒Citi Corp 花旗银行closing a sale 结束销售clothing retailers 服装零售商CNN 美国有线新闻网co-branding 联合品牌code of ethics (职业)道德标准coercive power 强制权cognitive dissonance 认识的不协调Colgate-Palmolive 高露洁collection of data 数据收集collection 收款co—marketing alliances 联合营销联盟combination compensation plan 结合式薪酬方案Comdex 计算机展销会commercialization 商业化commitment 承诺communication channels 传播渠道communication process 传播过程communication 信息交流/沟通 communications media 传播媒体 company personnel 公司员工 Compaq 康柏comparative advertisements 比较广告 comparison of brands 品牌比较 compensation deals 补偿处理 compensation plan 酬金方案 compensation/rewards 酬金/奖励 compensatory 补偿性的competition and industry evolution 竞争和行业演变 competition-orientated pricing 竞争导向定价法 competitive advantage 竞争优势competitive (supply-side) evolution 竞争（供方）演变 competitive factors 竞争因素competitive intelligence 竞争情报/信息competitive parity promotion budgeting 竞争均势促销预算法competitive strategy 竞争战略 competitive strength 竞争优势/能力 competitor analysis 竞争者分析 complaint handling 投诉处理component materials and parts markets 组成材料和零部件市场computerized ordering 计算机化的订购conclusive research 确定性研究 conditions of demand 需求情况conflict and resolution strategies 冲突和解决战略 conformance to specifications 与规格一致 conformance 一致性confrontation strategy 对抗战略 conjoint measurement 联合测度法 conjunctive model 联合模型consumer decision-making 消费者（购买)决策 consumer goods channels 消费品分销渠道Consumer Goods Pricing Act ， USA 美国消费品定价法案 consumer goods 消费品 consumer markets 消费品市场consumer needs 消费者需求 consumer packaged-goods firms 消费者包装食品公司 consumer promotion 消费者促销consumer tests 消费者测试 consumer/household market 消费者/家庭市场 consumers’ perceptions 消费者感知 consumption 消费 contests 竞赛contingency planning 权变计划contract construction 契约建筑业 contract manufacturing 契约制造业contraction/strategic withdrawal strategy 收缩/战略性撤退战略contractual entry modes 契约式进入模式contractual vertical marketing systems 合约式垂直营销系统contribution margin analysis 边际贡献（贡献毛利）分析 contributrion margin 边际贡献 control strategies 控制战略convenience food stores 便利食品商店 convenience goods 便利品 convenience 服务的便利性 Cool Whip 清凉维普co —operative advertising 合作性广告co —ordination and conflict resolution 协调与冲突解决 co —production 合作生产core benefit proposition (CBP ） 核心利益方案/提议 corollary-data method 推定数据法 corporate HQ 公司总部corporate scope 公司（经营)范围 corporate strategy 公司战略corporate vertical marketing systems 公司式垂直营销系统 corporate/institutional advertising 团体/社会公共机构广告 corrective action 矫正行动 cost analysis 成本分析 cost effectiveness 成本有效性 cost leadership strategy 成本领先战略cost of capital 资本成本cost of goods sold (COGS) 产品销售成本cost reductions 降低成本产品 cost —and —volume relationship 成本—数量关系cost —oriented pricing 成本导向定价法 cost —plus/mark-up pricing 成本加成/溢价定价法 costs and benefits of marketing functions 营销职能的成本和效益costs of competitors 竞争者成本 costs of distribution 分销成本 countertrade 对等贸易 coupons 优惠券courtesy 礼貌 coverage of geographic market 地域性市场的范围 coverage of relevant retailers 相关零售商的销售范围 credibility 信誉 credit terms 信贷条款 critical assumptions 关键假设 cross —elasticity 交叉弹性customary pricing 习惯性定价法 customer analysis 顾客分析 customer contact 顾客接触 customer demand 顾客需求 customer intimacy 顾客亲密度 customer loyalty 顾客忠诚度customer need 顾客需要 customer organization of sales force 按客户组织销售队伍 customer retention 顾客维系/保留 customer satisfaction 顾客满意度customer segment pricing 顾客细分市场定价 customer service 顾客服务customer —oriented pricing 顾客导向定价法 customers’ perception 顾客感知 customers' preferences 顾客偏好customers’ price sensitivity 顾客的价格敏感度 customizing 定制 Ddata collection 数据收集 data confidentiality 数据保密 data research 数据研究 data sources 数据来源 dealers 经销商deceptive advertisements 欺骗性广告 deciders 决策者declining markets 衰退市场 decoding 解码 defect rate 缺陷率defender strategy 防御型战略defensive new-product development strategy 防御性新产品开发战略defensive positioning 防御性定位delivery time 交付时间 delivery 配送Dell Computers 戴尔计算机公司 Delta Airlines 三角洲航空公司 demand characteristics 需求特征 demand curve 需求曲线demand —oriented pricing 需求导向定价法 demographic environment 人口统计环境 department stores 百货商店 dependability 可靠性 deregulation 放松管制 derived demand 衍生需求 de script ive research 描述性研究 design decisions 设计决策desired percentage mark-up on retail 预期零售利润率 desired percentage return 预期回报率 determinant attributes 关键属性 determinants 决定因素 different responses 差别反应differentiated defender strategy 差异化防御战略 differentiated marketing 差异化营销 differentiation over time 不同时间的差异differentiation strategy 差异化战略 differentiation 差异化diffusion of innovation theory 创新扩散理论 dimension 因素dimensions of quality 质量维度direct costing profitability analysis 直接成本盈利性分析 direct mail 直接邮寄direct marketing via advertising media 通过广告媒体的直接营销direct marketing 直接营销direct product profitability (DPP ） 直接产品盈利性/利润率 direct selling 直销 discount rate 贴现率 discount stores 折扣商店 discount 折扣discount/premium price policies 折扣/溢价策略 discriminant analysis 差异分析法 discriminatory adjustments 歧视价格调整 discriminatory pricing adjustments 歧视定价调整 disjunctive model 分离模型 display space 陈列空间 disposable income 可支配收入dissonance-attribution hierarchy 不和谐-归属层次结构 distribution channel designs 分销渠道设计 distribution channel objectives 分销渠道的目标 distribution channel 分销渠道 distribution decisions 分销决策distribution policies 分销策略 distribution 分销distributor/store （private lables ） brands 分销商/私有品牌 distributors 分销商diversification 多元化 divest 撤退 divest 出让divestment or liquidation 收回投资或清算 dividend 红利 dogs 瘦狗类domestic target marketing strategies 国内目标市场定位的营销战略dropping products 放弃产品 dry cleaning 干洗dual/two channel distribution systems 双重分销系统 duplication （媒体）重复 DuPont 杜邦公司 durability 耐用性 Eearly vs late adoption 早期采购与后期采购 earnings per share 每股收益economic and technological factors 经济技术因素 economic power 经济权 economies of scale 规模经济education services 教育服务effectiveness 有效性efficiency 效率Electrolux 伊莱克斯emergency goods 急需品Emerson Electric 爱默生电气emotional appeals 情感诉求empathy 移情作用empirical evidence 经验性实例empowerment 授权encoding 编码end use 最终使用endorsement 赞同engineering （产品）工程设计entrepreneurial strategy 企业家战略entry strategies 进入战略environment and packaging disposal 环境与包装处理environment factors 环境因素environmental scanning 环境扫描/分析environmental strategy 环境战略establishment 机构ethical audit （公司)伦理审计ethics of marketing 营销伦理道德ethnic composition 种族构成European Community 欧共体evaluation and reward systems 评估与奖励体系evaluation and selection of supplier 评估和选择供应商evaluation of alternatives 评估替代品/各种选择evaluation of brands 品牌评估event sponsorship 事件赞助event 活动everyday low—price （EDLP) 天天低价evoked set 引发的组合evolution of market 市场演变exchange 交换exclusive dealing 独家销售exclusive distribution 独家分销executive summary 执行摘要exhibition media 展示广告媒体existing market 现有市场exit barriers 退出壁垒expansion path 扩张途径expectation measures （顾客)预期测度expectations of customers 顾客期望expected unit sales 预计产量expected value期望价值experience curve 经验曲线experimental research 实验性研究expert power 专长权exploratory research 探索性研究export agents 出口代理（商) export jobbers 出口批发商export management company 出口管理公司 export merchants 出口贸易商 export 出口 exporting 出口商品extended use strategy 扩大使用战略 extending volume growth 扩大市场份额 external data sources 外部数据来源 external environment 外部环境extrapolation of past sales trends 过去销售趋势推测法 Ffacilitating agencies 辅助/中介机构 factor analysis 因素分析法 fads 时尚family branding 家族品牌 family life cycle 家庭生命周期 family structure 家庭结构 farm products 农产品fast-moving consumer goods (FMCG ） 快速变动的消费品 fear appeals 恐惧/顾虑诉求 features 特征Federal Department Stores 联邦百货商店 Federal Trade Code （FTC) 联邦贸易法案 FedEx （Federal Express ） 联邦快递feedback data 反馈数据field test marketing 实地市场测试 financing 融资 fisheries 渔业fit and finish 结实度与外观 fixed costs 固定成本 fixed salary 固定工资 flanker strategy 侧翼进攻战略 flanker/fighting brand 战斗品牌flanking and encirclement strategies 侧翼进攻与围堵战略flat organizational structure 扁平的组织结构 FOB origin pricing FOB 产地定价法 focus strategy 集中战略 followers 追随者 Ford 福特公司foreign middlemen 国外中间商 forestry 林业formalization 形式/规范化 formulate 制定fortress/position-defence strategy 防御堡垒战略 Fortune 《财富》杂志 forward integration 向前一体化 franchise systems 特许系统 franchising 特许经营free call numbers 免费电话号码free goods 免费商品freight —absorption pricing 免收运费定价法 fringe benefits 小额津贴frontal attack strategy 正面进攻战略full costing profitability analysis 全成本盈利性分析 full —service wholesalers 全方位服务的批发商functional competencies and resource allocation 职能能力与资源分配functional efficiency 职能效率functional organization of sales force 按销售职能组织销售队伍functional organizational structure 职能型组织结构 functional performance 功能性能 functional strategy 职能战略 Ggames 比赛 gap 差距gatekeepers 信息传递者general behavioral de script ors 一般行为变量 General Electric （GE) 通用电气 General Foods Corporation 通用食品general merchandise discount chains 大众商品折扣连锁店General Motors 通用汽车geodemographics 区域人口统计特征geographic adjustments 地理调整 geographic distribution 地理分布geographical organization of sales force 按地区组织销售队伍Gillette 吉列剔须刀global adjustments 全球调整global elite consumer segment 全球精英消费品市场 global expansion 全球扩张global marketing control 全球营销控制global markets 全球市场 global niche strategy 全球机会战略global standardization strategy 全球标准化战略 global teenage segment 全球青少年市场 globalization 全球化global-market expansion 全球市场扩张 goals 总目标going —rate/competitive parity pricing 竞争性平价定价法 goods producers 产品制造商 Goodyear 固特异轮胎government agencies 政府机构 government buyers 政府采购者government market 政府市场 government regulation 政府管制 greenhouse effect 温室效应 grey market 灰色市场gross domestic product (GDP) 国内生产总值 gross margin 毛利gross national product (GNP) 国民生产总值 gross profit 毛利gross rating points (GRPs) 总级别指数 group/category product manager 类别产品经理 growing markets 成长市场 growth rate of market 市场增长率growth stage of product life cycle 产品生命周期的成长阶段growth —extension strategies 增长扩张战略growth-market strategies for market leaders 市场领导者的市场增长战略growth-market strategy 成长性市场战略growth-market targeting strategy 成长性市场定位战略 guarantee/warranty 保证/担保 guarantees 保证Gucci 古琦（世界著名时装品牌） HHaagen-Dazs 哈根达斯 hard technology 硬技术Harvard Business Review 《哈佛商业评论》 harvest 收获harvesting pricing 收获定价法 harvesting strategy 收获战略health care 医疗保健health maintenance organizations (HMOs) （美国）卫生保健组织heavy buyer 大客户 Heileman Brewing Company Heinz 亨氏食品 helpfulness 有益性 Henkel 汉高Hertz 赫兹（美国汽车租赁巨头) Hewlett —Packard 惠普公司 hierarchy of strategy 战略的层次high margin/low-turnover retailers 高利润/低周转率的零售商high market share global strategy 高市场份额全球战略high-contact service system 高接触服务系统 high-involvement product 高参与产品 high —involvement purchase 高参与购买 hight market share 高市场份额战略 Hilton 希尔顿 Holiday Inns 假日旅馆homogeneous market 同质市场 Honda 本田household/family life cycle 家庭生命周期 household 家庭hybrid technology 混合技术IIBM 国际商用机器idea generation 创意的产生/生成 ideas for new products 新产品创意/构想 idea —screening process 创意筛选过程 identification of segments 识别细分市场 Illinois Tool Works 伊利诺斯工具厂 image pricing 形象定价 imitative positioning 模仿定位 imitative strategy 模仿战略 impact evaluation 影响评估impersonal sources 非个人的信息来源implementation and control of marketing programs 营销计划的执行和控制 implementation 实施improvements in or revisions of existing products 现有产品的改良或修正impulse buying 冲动购买 impulse goods 冲动购买品 incentives 激励 income 收入increased penetration strategy 增加渗透战略indirect costing profitability analysis 间接成本盈利性分析 individual brand 个别品牌 individual value 个人价值industrial goods & services 工业产品和服务 industrial goods channels 工业品分销渠道 industry attractiveness 行业吸引力industry attractiveness —business position matrix 行业吸引力—业务地位矩阵 industry dynamics 产业动态 industry evaluation 产业评估 industry evolution 产业演变 inelastic 缺乏价格弹性 influencers 影响者infocommunications industry 信息通信行业 infomercials 商业信息广告information age 信息时代 information search 信息搜集 information technology 信息技术information 信息 informative 告知性的 ingredient 成份in-home personal interview 个人家庭访谈 in —house use tests 内部使用测试 innovation 创新 innovativeness 创新性installation 设施 in —store display 店内展示 in-store positioning 店内布局in —store promotion 店内促销 intangibles 无形integrated marketing communication plan （IMC ） 整合营销传播计划integration of perception 感知整合 integration 整合 Intel 因特尔intensity of market position 市场地位的集中程度 intensity 集中程度intensive distribution 密集型分销interactions across multiple target markets 多目标市场间的相互作用interactive media 交互式媒体 interest rates 利率internal data sources 内部数据来源 internal marketing 内部营销internal organizational structure 内部组织结构 international advertising 国际广告 international channels 国际分销渠道 international division 国际分部 international marketing 国际营销international organizational design 国际组织设计 internationalization of services 服务的国际化introductory stage of product life cycle 产品生命周期的推出阶段inventory level 库存水平investor relations advertising 投资关系广告issue advertising 观点广告 JJaquar 美洲豹 Jell-O 吉露 jobbers 批发商Johnson & Johnson 强生 joint ventures 合资jury of executive opinion 行政管理人员群体意见法just noticeable difference （JND) 恰巧注意到的差异 just-in —time （JIT) management system 准时制管理体系 just-in —time purchasing arrangements 及时采购安排 K Kao 花王 Keiritsu 凯莱通 Kellogg 凯洛格公司Kentucky Fried Chicken （KFC ） 肯德基 key account management 主要客户管理 key accounts 关键客户 key benefits 核心利益key environmental issue identification 确定主要的环境问题key variables 关键变量 key/house accounts 关键/机构客户Kmart 凯玛特Kodak 柯达Komatsu 小松公司Kraft 卡芙Llaboratory tests 实验室测试leapfrog strategy 蛙跳战略learning hierarchy 学习层级结构legal services 法律服务legislation 立法legitimate power 法定权level of compensation 酬金水平level of technical sophistication 技术的复杂程度Levi Strauss 李维·史特劳斯Levi’s 列维斯（全球最大的牛仔服制造商) lexicographic model 词典编纂模型lifestyle 生活方式limited—service wholesalers 有限服务的批发商line extension 产品线扩展line filling 产品线填充line stretching 产品线延伸list price 订价Lloyd’s of London 伦敦劳埃德保险公司localizaiton strategy 本地化战略location pricing 场所定价location 位置lodging 房屋出租logistical alliances 后勤联盟long-term memory 长期记忆lost customer 失去的顾客Louis Vuitton 路易·威登（法国著名时尚品牌）low—contact service system 低接触服务系统low-cost defender 低成本防御型low—cost position 低成本地位low—involvement hierarchy 低参与程度层级结构Lucent Technologies 朗讯科技Mmacro risks 宏观风险macroenvironment 宏观环境macrosegmentation 宏观细分mail-order retailers 邮购零售商maintaining market share 保持市场份额maintenance strategy 保持战略management overhead 管理费mandatory adaptation 强制性适应manufacturer brand 制造商/全国性品牌manufacturers' agents/representatives 生产商的代理商/销售代表manufacturers' export agents （MEA) 制造商出口代理manufacturers' sales offices/branches 生产商的销售办事处/分支机构manufacturing process 制造过程manufacturing 制造业market aggregation strategy 整体市场战略market attractiveness factors 市场吸引力因素market attractiveness 市场吸引力market attractiveness/business position matrix 市场吸引力/业务地位矩阵market circumstances 市场环境market demorgraphics 市场人口分布/统计特征market dimension 市场量度market entry strategies 市场进入战略market exclusion 市场排斥market expansion strategy 市场扩张战略market factors 市场因素market followers 市场跟随者market growth rate 市场增长率market hirarchy 市场等级market inclusion 市场纳入market leaders 市场领导者market measurement 市场测量market opportunity analysis 市场机会分析market oriented 以市场为导向的market position factors 市场地位因素market positioning analysis 市场定位分析market potential measurements 市场潜力测度market research 市场研究market segment 细分市场market segmentation 市场细分market share 市场份额market targeting 目标市场选择market 市场marketability 市场开拓能力market—entry strategies 市场进入战略marketing action plan 营销行动计划marketing audit 营销审计marketing channel 营销渠道marketing codes of conduct 营销行为规范marketing communication 营销沟通/传播marketing concept 营销观念marketing control 营销控制marketing decision support systems (MDSS) 营销决策支持系统marketing environment audit 营销环境审计marketing flows and functions 营销过程和职能marketing function area audit 营销功能领域的审计marketing implications of 对营销的影响marketing information system 营销信息系统marketing institutions 营销机构marketing management 营销管理marketing message 营销信息 marketing mix 营销组合 marketing policy 营销策略marketing productivity area audit 营销生产力领域的审计 marketing program components 营销计划内容 marketing program 营销计划/方案 marketing relationship 营销关系 marketing research 营销研究 marketing strategy 营销战略market-management organizational structure 市场管理组织结构mark —up price 产品/溢价价格 Marlboro 万宝路 Marriott Hotel 万豪酒店mass —market penetration strategy 大规模市场渗透战略 mass-market strategy 大市场战略matrix organizational structure 矩阵组织结构 Matsu ＊***a 日本松下电子mature conformists 成熟的随大流者 mature markets 成熟市场mature stage of product life cycle 产品生命周期的成熟阶段McDonald's 麦当劳McDonnell Douglas 麦道公司 MCI 电讯公司（前世界通信公司)MDSS (Marketing —Decision Support System ） 市场决策支持系统measurability 可测度性measure or index 测量指标 measurement criteria 计量标准 media audiences 媒体受众medical and health services 医疗卫生服务 Medico Containment Services memory of consumers 消费者记忆Mercedes —Benz 梅赛德斯—奔驰 Mercer Management Consulting 美国美智管理顾问公司 merchandising 推销merchant middlemen 国内贸易中间商 merchant wholesalers 商业批发商message structure 信息结构 Michael Porter 迈克尔-波特 micro risks 微观风险 microsegmentatioin 微观细分Miller Tyding ACT ， USA 米勒·泰丁法案 minging 矿业Minnesota Mining and Manufacturing Company (3M ） 明尼苏达矿业和制造公司 Minolta 美能达miscellaneous sources 多方面来源 mission 宗旨missionary selling 推销式销售Mitsubishi Heavy Industries 三菱重工modified rebuy 调整再购monosegment positioning 单一细分市场定位Monsanto 孟山都农业生物技术公司moral appeals 伦理/道德诉求morals 道德Motorola 摩托罗拉multichannel distribution 多渠道分销multidimensional scaling 多维等级法multilevel selling 多级销售multinational coporations (MNCs) 跨国公司multiple test markets 多测试市场multiple-brand strategy 多品牌战略multiple-factor index 多因素指数法multisegment positioning 多重细分市场定位mutual trust 相互信任NNabisco Biscuit 纳贝斯克饼干公司national account management 全国性客户管理national market 国内市场National Semiconductor 美国国家半导体公司natural products 天然产品NEC 日本电子Nescafé雀巢咖啡Nestlé雀巢net sales 净销售额network computer (NC）网络计算机new business selling 新业务销售new buy 购入新产品new entrants 新进入者new markets 新市场new materials 新材料New Prod screening model 新普罗德筛选模型new product lines 新产品线new products 新产品new-product development 新产品开发new—product ideas 新产品创意Newsweek 《新闻周刊》new-task buying 全新采购new—to-the—world products 世界性新产品niche penetration strategy 壁龛/机会市场渗透战略niche-market strategy 壁龛市场战略Nike 耐克Nissan 尼桑no-brand brand name 无品牌的品牌名称no-frills product 无虚饰产品noise in communication system 传播系统中的噪音non—financial rewards 非物质性奖励措施non—probability sampling 非概率抽样non-profit organization 非盈利组织 non-store retailing 无店铺零售业 number of stockouts 迟滞数目 Oobject —and —task method of promotion budgeting 目标-任务促销预算法objectives and strategy area audit 目标与战略领域的审计 objectives 具体目标 observation 观察法occupancy costs 房屋占用成本 occupation/position 职业/职位 odd pricing 奇/余数定价法OEM （original equipment manufacturer) 原始设备制造商 oeverall quality 总体质量off —invoice discounts 发票之外的折扣 offsets 抵消交易 Omega 欧米加on —air testing 广播测试OPEC （Organization of Petroleum Exporting Countries ） 欧佩克(石油输出国组织） opening relationships 建立关系 operating supplies 生产供应品 operational excellence 运作管理水平 opinion leaders 意见领导者 opportunity cost 机会成本opportunity identification 机会识别 opportunity/threat matrix 机会/威胁矩阵 order cycle time 订货周期 order processing 订单处理organisational level 组织层次 organizaitonal requirement planning 组织需求计划organization area audit 组织领域的审计 organization buying center 组织采购中心 organizational customer 组织顾客 organizational direct selling 组织直销 organizational markets 组织市场 organizational purchasing 组织采购organzational structure 组织结构 outdoor enthusiasts 户外运动爱好者 out —of —home media 户外广告媒体 overall cost leadership 全面成本领先 overheads 日常开支overseas direct investment 海外直接投资ownership of new product 新产品所有权 PPacific Electric 太平洋电气 packaging 包装panel of experts 专家小组 parentage 渊源parties involved 交换中的各方payment terms 支付条款 pay —off control 支出控制 penetration pricing 渗透定价 Pepsi —Cola 百事可乐perceived customer value 顾客感知价值 perceived quality 感知到的质量 perceived value 感知到的价值percentage of sales promotion budgeting method 销售额百分比促销预算法perceptions of consumers 消费者感知/理解 perceptual （product) pisitioning 感知(产品）定位 perceptual map 感知图perceptual organization 感知组织 perceptual vigilance 感性的警惕 performance dimension 业绩标准 performance evaluation 业绩评估 performance measures 表现/业绩测度 performance objective 绩效目标 performance standards 绩效标准 performance 功能 perishability 非持久性 personal selling 人员推销 personal sources 个人的信息来源 personnel development 人力资源开发 persuasive 说服性的pharmaceuticals industry 医药行业physical （product ） positioning 物理（产品）定位 physical de script ors 物理变量 physical distribution 实物分销 Pillsbury 皮尔斯博瑞 pioneers 先入者 Pizza Hut 必胜客place utility 地点效用 planning and control system area audit 计划与控制系统领域的审计point of sale information 销售点信息point —of-purhcase (POP) promotion 采购点促销 point-of —sales (POS ） data 销售点数据 pontificator 保守派 popularity 通用性population trends 人口趋势portfolio models for resource allocation 资源配置的资产组合模式position intensity 地位集中程度 positioning 定位possession utility 拥有效用post-purchase dissonance 购买后的不协调 post-purchase evaluation 购买后评估 post —purchase/after-sale service 售后服务 potential advantages 潜在优势potential customer 潜在顾客potential market 潜在市场potential target market 潜在目标市场power in distribution 分销权力power of buyers 购买者能力power of suppliers 供应商能力predatory pricing 掠夺性定价法pre-empting scarce resources 先占稀缺资源preferential treatment 特惠待遇premiums 额外奖励present competitors 现有的竞争者presenting sales message 提供销售信息pre-test market research 测试前市场研究price discrimination 价格歧视price elasticity of demand 需求的价格弹性price fixing 价格设定price leaders 价格领导者price lining 价格排列定价法price promotion 价格促销price quotation 报价price sensitivity 价格敏感度price structure 价格结构price 价格price/earnings ration 价格/收益比price-off promotions 降价促销price—setting process 定价过程pricing adjustments 定价调整pricing policies 价格策略pricing 定价primary demand 基本需求primary sources 第一类/主要数据print media 印刷媒体private/for—profit organization 私营/盈利性组织PRIZM （Potential Rating Index for Zip Markets）按邮政区划为基础的潜力等级指数proactive new—product development strategy 进取型新产品开发战略probability sampling 概率抽样problem formulation 界定问题problem identificatioin 确定问题process management 过程管理Procter & Gamble （P＆G）宝洁公司product line 产品线product availability 产品的可获得性product category 产品类别product class 产品类别product decisions 产品决策product design 产品设计product development 产品开发product dimension or attributes 产品维度/属性product evolution 产品演变 product features 产品特征 product intent share 产品倾向份额 product leadership 产品领导能力 product life cycle （PLC) 产品生命周期 product life cycle curve 产品生命周期曲线 product line 产品线product manager audit 产品经理审计 product offering 供应品product organizaiton of salesforce 按产品组织销售队伍 product policies 产品策略 product positioning 产品定位 product quality 产品质量 product scope 产品范围 product space 产品位置 product specifications 产品规格 product systems 产品体系 product type 产品类型 product usage 产品用途 product 产品product （ion)—oriented organization 产品/生产导向型组织 production 生产product —line pricing adjustments 产品线定价调整product-management organizational structure 产品管理组织结构product-market entry control 产品－市场进入控制 product-related behavioral de script ors 与产品相关的行为变量product's market characteristics 产品的市场特征 product —use testing 产品使用测试 pro-environment 环保profit impact of market strategy （PIMS) 市场战略的利润影响profitability analysis 盈利性分析profitability 盈利性/盈利能力 profitable survivor strategy 有利可图的生存者战略 project-company resource compatibility 项目与公司资源的协调性projected profit-and-loss statement 预计损益表 projective tests 投影测试 promotion decisions 促销决策 promotion mix 促销组合 promotion policies 促销策略 promotion 促销promotional allowance 促销折让promotional effort 促销努力 promotional pricing 促销定价 promptness 及时性propector strategy 探索型战略 prospecting for customers 寻找顾客psychographics 心理统计特征 psychological cost 心理成本 psychological pricing 心理定价法 public organization 公共组织 public relations 公共关系 public utilities 公共设施 publicity 公共宣传pull strategy for control of distribution channels 分销渠道控制的拉式战略 pupil dilation 瞳孔扩张purchase predisposition 购买倾向 purchasing agent 采购代理 purchasing contract 采购合同purchasing manager/agent 采购经理／代理 purchasing power perity (PPP) 购买力平价指数 push money/spiffs 佣金push stragtegy for control of distribution channels 分销渠道控制的推式战略 Qqualifying prospects 审查潜在顾客资格 quality dimensions 质量维度 quality 质量quantity discount 数量折扣 question marks 问题类 questioning 询问法quotas 定额 RR ＆ D expenditure 研究开发战略 race and ethnic origin 种族和民族 rack jobbers 供应超级市场的批发商 radio 无线电广播 rank ordering 排序rate of adoption 采购率 rate-of —return/target return pricing 回报率/目标回报定价法rational appeals 理性诉求 rationale 基本原理 raw materials 原材料reactive and proactive responses 反应及前摄策略 reactive new —product development strategy reactor strategy 反应型战略real estate 房地产 rebates 回扣 recall tests 记忆测试 receiver 接收者 reciprocity 利益互惠recognition of problem/need 发现问题/需求 recognition tests 认知测试 recreation 娱乐业recruitment and selection 招聘与选拔。

powerbi销售分析报告范文英文回答：Sales Analysis Report in Power BI.Introduction:The purpose of this sales analysis report is to provide a comprehensive overview of the sales performance using Power BI. Power BI is a powerful business intelligence tool that allows businesses to analyze and visualize data to gain valuable insights. In this report, we will analyze the sales data from the past year and identify key trends and patterns.Sales Overview:The sales data shows a steady growth in revenue over the past year. The total sales for the year amounted to $1.5 million, with an average monthly revenue of $125,000.This indicates a positive sales performance for the business.Sales by Product Category:Analyzing the sales by product category, we canidentify the top-performing categories. The electronics category contributed the highest sales with a total revenue of $600,000, followed by the fashion category with $400,000 in revenue. The home appliances category generated $300,000 in sales, while the furniture category accounted for $200,000 in revenue.Sales by Region:Examining the sales by region, we can determine the geographical areas that have the highest sales. The report shows that the North region had the highest sales with $700,000 in revenue, followed by the East region with $500,000. The South region generated $300,000 in sales, while the West region accounted for $200,000 in revenue.Sales by Time Period:Analyzing the sales by time period, we can identify the months with the highest sales. The report indicates that the months of March and December had the highest sales with $150,000 in revenue each. This could be attributed to seasonal factors such as holidays and promotions. The months of January and August had the lowest sales with $100,000 in revenue each.Sales Trend Analysis:By visualizing the sales data over time, we canidentify any trends or patterns. The line chart shows a consistent upward trend in sales from January to June, followed by a slight decline in July. However, sales picked up again from August to December, indicating a seasonal sales pattern.Conclusion:Based on the sales analysis report in Power BI, thebusiness has experienced a positive sales performance over the past year. The electronics category and the North region were the top contributors to sales. The months of March and December had the highest sales, indicating the influence of seasonal factors. By leveraging Power BI, businesses can gain valuable insights into their sales performance and make data-driven decisions to drive growth.中文回答：Power BI销售分析报告范文。

Profiting from Non-Guaranteed Advertising: The Value of Dynamic Allocation & Auction Pricing for Online PublishersTable of ContentsOverview (2)How Publishers Segment andSell Ad Inventory Today (2)Dynamic Allocation (2)Research and Conclusion (4)White Paper | DoubleClick Ad ExchangeProfiting from Non-Guaranteed AdvertisingThe Value of Dynamic Allocation & Auction Pricing for Online PublishersOverviewFor most large online publishers, the supply of available ad inventory far exceeds demand for it. A research study conducted by Forrester indicated that as much as 25% of sellers’ inventory goes unsold.1 To tap additional demand from advertisers, brand-conscious publishers often sell through indirect channels, including ad networks, exchanges, and other technology providers that vary widely in scale, technology, ease of use, cost, and controls.Ad networks provide revenue to publishers willing to commit, in advance, a large number of impressions at a fixed CPM value. Many publishers find comfort in the predictable revenues of this type of booking. Can publishers make more money by embracing a spot auction sales model — with DoubleClick’s proprietary Dynamic Allocation technology — to increase their CPM as a component of their yield management strategy, instead of relying exclusively on fixed, upfront, pre-allocated sales?How Publishers Segment and Sell Ad Inventory TodayWith a typical third-party ad server, publishers categorize ad inventory in order of self-defined value. This priority tiering system is used to manage the delivery of ads (of different varieties, formats, messaging, etc.) into ad space on any given page.Through their direct sales channel, most publishers sell their highest-value ad space to the highest-paying advertisers — usually brand-conscious or endemic marketers — on a guaranteed basis. A typical large publisher generates upward of 80% of its online advertising revenue from guaranteed ad sales.2 Publishers usually sell their remaining ad space on a non-guaranteed (or “pre-emptible”) basis through their direct sales channel, as well through their indirect sales channel, which may comprise a handful of ad network partners. Some publishers manage yield across this ad space by manually prioritizing which ad networks access it in order of their relative average CPM payout. Because the rank order of networks’ average CPMs changes continually, this manual process is time consuming, and often results in lost impressions (typically 5% to 10% of a publisher’s total non-guaranteed ads).3Dynamic AllocationWhen publishers sell display advertising through their direct sales force on a guaranteed basis, that inventory must be delivered systematically to achieve the desired impression goals set forth in an insertion order (or “I/O”). Non-guaranteed ads, on the other hand, typically sell at a lower price because of the potential that another buyer will pay a higher price after the initial sale, before the impression is actually delivered; hence the “non-guaranteed” status. With indirect sales, the CPM is usually fixed, but the number of impressions delivered is not.Ad servers like DFP have some variability in how they meet impression delivery goals, rotating other ads sold by the direct sales force on a non-guaranteed basis into a particular ad slot in order to maintain a steady rate of delivery for the guaranteed ads. Instead of randomly rotating other ads into an ad slot, DoubleClick Ad Exchange uses Dynamic Allocation, rotating in higher-paying ads from ad networks and other third-party media buyers when the net CPM they provide to the publisher is higher than what has been booked directly into the ad server.Dynamic Allocation: Proprietary ad server integration designed to maximize revenueDynamic allocation passes to the Ad Exchange the CPM value associated with the ad that the primary ad server has selected and is about to serve. The technology then uses this CPM value as the minimum CPM for the auction. If the Ad Exchange can provide the publisher with a net CPM value higher than they would have gotten from delivering their directly booked, non-guaranteed ad, the Ad Exchange will deliver an ad. If, however, the directly booked ad’s CPM value is higher, it ignores any bids coming in from the Ad Exchange. As a result of this ad server integration, publishers essentially have a risk-free wayto get the highest yield for every non-guaranteed impression they sell through their direct and indirect sales channels. An additional benefit of Dynamic Allocation is that it ensures there is a deep pool of ads to deliver for any given piece of inventory, reducing the probability that the publisher delivers a house or zero-value ad.Combined with Dynamic Allocation, DoubleClick Ad Exchange’s real-time auction mechanism enables publishers to receive the highest yield across all participating buyers for any given ad impression. An approach employed by some third-party technology providers, by contrast, estimates and computesa priori the expected CPM from a given buyer. These systems use average, historical CPM values to predict the price that a given buyer will pay, then use that predicted value to call the ad network with the highest projected CPM.The use of average CPMs has drawbacks: When the technology estimates the CPM to be higher than the CPM actually paid for a given impression or targeting set, the publisher loses the difference between that value and what another network would have paid. And when the technology estimates the CPM to be lower than the CPM actually paid, the ad network may not be called when it would have delivered the highest-yielding ad. These inefficiencies reduce the potential yield that a publisher can achieve.© 2010 Google Inc. All rights reserved. Google, DoubleClick, the Google logo, and the DoubleClick logo are trademarks of Google Inc.All other company and product names may be trademarks of the respective companies with which they are associated.100712_27703131. “Online Ad Exchange,” Forrester Custom Research prepared for DoubleClick, March 2007.2. “Online Ad Exchange,” Forrester Custom Research prepared for DoubleClick, March 2007.3. Source: Google internal data.Dynamic Allocation eliminates opportunity costResearch and Conclusion In a recent study (Q1, 2010), we compared the average effective CPM from the Ad Exchange with aggregate directly booked inventory sold through in DFP . The results of our research demonstrated that the combined effects of auction pressure and Dynamic Allocation in DoubleClick Ad Exchange resulted in an average CPM lift of 136% compared with fixed, upfront, pre-negotiated sales of non-guaranteed inventory. Applying the research findings, a publisher that generates an average CPM of $0.65 for its non-guaranteed ad inventory might expect to see $1.53 by taking advantage of the Ad Exchange. T he results of our research demonstrated that the combined effects of auction pressure and Dynamic Allocation in DoubleClick Ad Exchange resulted in an average CPM lift of 136% compared with fixed, upfront, pre-negotiated sales of non-guaranteed inventory.Our study was conducted using the first-generation version of DoubleClick Ad Exchange. However, the key takeaway — that over time, Dynamic Allocation and auction pricing can provide incrementally higher yield over fixed upfront sales for non-guaranteed display advertising — is consistent across both versions of the system, assuming that similar supply-demand characteristics apply. We anticipate that with the currently available next-generation DoubleClick Ad Exchange, publishers will also benefit from greater upward pricing pressure created by the introduction of AdWords and Google Display Network buyers coming online, and as more large ad networks and third-party technology providers purchase largeblocks of inventory through the service’s new API and real-time bidding technologies.。

Mastering the art of sales requires a blend of skills, strategy, and a deep understanding of customer needs. Whether selling a product, service, or idea, effective sales techniques can make a significant difference in achieving success.Firstly, establishing rapport with customers is crucial. Building trust and a genuine connection creates a comfortable environment where clients feel valued and understood. This involves active listening to uncover their requirements and concerns, demonstrating empathy, and tailoring solutions accordingly.Secondly, a thorough knowledge of what you are selling is indispensable. Confidence stems from understanding the features, benefits, and competitive advantages of your offering. Being able to articulate these clearly and convincingly enhances credibility and persuasiveness.Moreover, effective salespeople are adept at handling objections. Anticipating concerns and addressing them proactively demonstrates foresight and professionalism. Instead of viewing objections as obstacles, skilled salespeople see them as opportunities to further clarify, educate, and ultimately, reinforce the value proposition.Furthermore, the ability to close a sale decisively is pivotal. This involves guiding the customer through the decision-making process, presenting a compelling call to action, and facilitating a smooth transaction. Clear communication and confidence instill a sense of urgency and encourage commitment.Additionally, ongoing follow-up and relationship management are key aspects of successful sales. Maintaining communication post-sale reinforces customer satisfaction and loyalty. It also opens doors for future opportunities, such as referrals and additional sales.Lastly, adaptability and continuous improvement are essential traits. The sales landscape evolves, and successful professionals stay ahead by refining their techniques, staying updated with industry trends, and seeking feedback to enhance their performance.In conclusion, effective sales techniques encompass building relationships, product knowledge, objection handling, closing skills, and ongoing relationship management. By mastering these fundamentals, sales professionals can consistently deliver value, foster customer loyalty, and achieve sustainable success in their endeavors.。

如何销售产品英语作文Strategies for Effective Product Sales.In the competitive business landscape, sales are the lifeblood of any organization. They not only drive revenue but also reflect the market acceptance and popularity of a product. Therefore, it is crucial for businesses to devise innovative and effective strategies to sell their products. This article explores some of the key strategies that can help businesses achieve success in product sales.1. Market Research and Understanding the Target Audience.Before venturing into the sales process, it isessential to conduct thorough market research. This involves understanding the needs, preferences, and buying behaviors of the target audience. By analyzing the market, businesses can identify gaps and opportunities that can be exploited to position their products favorably.Knowing the target audience is equally important. Understanding their demographics, psychographics, and buying habits helps in creating tailored sales messagesthat resonate with them. It also allows businesses to segment the market and create targeted marketing campaigns that are more likely to succeed.2. Product Positioning and Branding.Product positioning refers to how a product is perceived by the market in relation to its competitors. Businesses need to carefully position their products to differentiate them from the competition and create a unique selling proposition (USP).Branding is also crucial. A strong brand identity can help create brand loyalty and increase customer satisfaction. A consistent brand image across all touchpoints, including packaging, advertising, and customer service, can enhance brand recognition and build trust with customers.3. Effective Communication and Marketing Strategies.Communication is key in the sales process. Businesses need to develop clear and compelling sales messages that highlight the benefits of their products and how they meet the needs of the target audience. Effective marketing strategies, such as advertising, social media marketing, and content marketing, can help spread these messages widely and reach potential customers.Utilizing different marketing channels, including traditional media and digital platforms, can ensure that the product is visible and accessible to a wide range of customers. Additionally, businesses can leverage influencer marketing and partnerships with key industry players to expand their reach and increase product visibility.4. Creating a Sense of Urgency.Creating a sense of urgency is a powerful sales technique that can encourage customers to make a purchasedecision quickly. Limited-time offers, special promotions, and countdown timers can create a sense of scarcity and prompt customers to act fast.Businesses can also leverage social proof, such as customer reviews and testimonials, to create urgency. Positive reviews from satisfied customers can boost trust and convince potential buyers to make a purchase.5. Providing Exceptional Customer Service.Excellent customer service is crucial for buildingbrand reputation and maintaining customer loyalty. Friendly and responsive customer service representatives can address customer concerns, handle complaints, and provide valuable product information.Offering post-sales support, such as product warranties, returns, and exchanges, can also increase customer satisfaction and build trust. By ensuring that customersfeel valued and supported, businesses can create a positive buying experience that encourages repeat purchases andreferrals.6. Leveraging Data Analytics.In the modern business landscape, data analytics plays a pivotal role in sales. By analyzing sales data, businesses can gain insights into customer buying patterns, identify trends, and predict future demand.This information can help businesses make informed decisions about pricing, inventory management, and marketing strategies. Additionally, real-time dataanalytics can provide valuable insights into customer behavior during sales campaigns, allowing businesses to adjust their strategies on the fly and maximize sales opportunities.In conclusion, effective product sales require a combination of market research, product positioning, effective communication, urgency creation, exceptional customer service, and data analytics. By implementing these strategies, businesses can increase product visibility,build brand loyalty, and drive sales growth. However, it's important to note that each business and industry has its unique challenges and opportunities, and therefore, these strategies need to be tailored to fit the specific context and goals of the business.。

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英语作文-销售中的销售技巧与销售方法分享In the dynamic world of sales, mastering effective sales techniques and methods is essential for success. Whether you're a seasoned sales professional or just starting out, understanding the intricacies of sales can significantly impact your results. In this article, we'll delve into some key sales techniques and methods that can elevate your selling game.First and foremost, building rapport with your prospects is paramount. Establishing a genuine connection helps create a sense of trust and likability, laying a solid foundation for the sales process. Active listening plays a crucial role here. Pay close attention to your prospect's needs, concerns, and preferences. By demonstrating empathy and understanding, you can better tailor your pitch to address their specific requirements.Furthermore, effective communication is key to successful sales. Clearly articulating the value proposition of your product or service is essential for garnering interest and buy-in from potential customers. Focus on highlighting the benefits that resonate most with the prospect and address any objections or hesitations they may have.Moreover, mastering the art of persuasion is a fundamental aspect of sales. Utilize persuasive language and techniques such as storytelling, social proof, and scarcity to influence buying decisions. By framing your offering in a compelling manner and showcasing its unique advantages, you can persuade prospects to take action.In addition, adopting a consultative selling approach can yield significant results. Rather than simply pushing your product or service, take on the role of a trusted advisor. Probe deeper into the prospect's challenges and goals, and offer tailored solutions that address their specific needs. This consultative approach not only builds credibility but also fosters long-term relationships with customers.Another critical aspect of successful selling is effective objection handling. Anticipate common objections that prospects may raise and prepare persuasive responsesin advance. Instead of viewing objections as barriers, see them as opportunities to further educate the prospect and overcome any doubts or reservations they may have.Furthermore, leveraging technology can enhance your sales effectiveness. Embrace tools and platforms that streamline the sales process, such as customer relationship management (CRM) software, email automation, and data analytics. By harnessing the power of technology, you can gain valuable insights into customer behavior, track sales performance, and optimize your approach accordingly.Moreover, continuous learning and improvement are essential for staying ahead in the competitive sales landscape. Invest in ongoing training and development to sharpen your skills, stay abreast of industry trends, and adapt to changing market dynamics. Whether it's attending workshops, reading books, or seeking mentorship, prioritize learning as a catalyst for personal and professional growth.In conclusion, mastering sales techniques and methods is a multifaceted endeavor that requires a combination of interpersonal skills, communication prowess, persuasive abilities, and strategic thinking. By focusing on building rapport, communicating effectively, persuading convincingly, adopting a consultative approach, handling objections adeptly, leveraging technology, and committing to continuous improvement, you can elevate your sales game and achieve greater success in the competitive world of sales.。

英语作文-销售技巧大揭秘Sales Skills Unveiled。

In the realm of sales, mastery of fundamental techniques forms the bedrock of success. The ultimate goal of any salesperson is not merely to sell a product or service but to forge meaningful connections and solve problems for their customers. This approach fosters trust and loyalty, essential ingredients for sustained success in sales.Effective communication stands as the cornerstone of successful selling. It begins with active listening—a skill often overlooked but crucial in understanding customer needs. By attentively listening to customers, sales professionals glean valuable insights that inform their approach. This enables them to tailor their pitch precisely to address customer pain points and preferences, thereby increasing the likelihood of a successful sale.Moreover, the ability to empathize plays a pivotal role in sales. Empathy allows salespeople to put themselves in the customer's shoes, comprehending their concerns and motivations. This understanding not only enhances rapport but also facilitates the articulation of how the product or service can genuinely benefit the customer. A genuine connection built on empathy transcends a mere transactional relationship, fostering long-term customer loyalty.Another critical aspect of effective salesmanship is persuasive communication. The art of persuasion involves presenting the value proposition in a compelling manner. This entails not only highlighting the features and benefits of the product but also demonstrating its tangible impact on the customer's life or business. Stories and case studies often serve as powerful tools in illustrating the transformative power of the offering, making the benefits tangible and relatable to the customer's context.Furthermore, adaptability emerges as an essential trait in navigating the diverse landscape of sales. Every customer interaction is unique, presenting distinct challenges and opportunities. A skilled salesperson remains agile, adjusting their approach based onthe customer's demeanor, preferences, and feedback. This flexibility ensures that the sales process remains fluid and responsive, maximizing the chances of closing a deal.Beyond individual skills, effective sales strategies encompass a holistic understanding of the market and competition. Thorough market research provides sales professionals with a comprehensive view of industry trends, customer behaviors, and competitor offerings. Armed with this knowledge, salespeople can position their product or service distinctively, emphasizing its unique advantages and differentiation points.Moreover, cultivating resilience is crucial in sales. Rejection and setbacks are inherent in the sales journey. A resilient salesperson perseveres in the face of challenges, learning from failures, and continuously refining their approach. Each setback becomes an opportunity for growth and improvement, ultimately strengthening their skills and enhancing their success rate.In conclusion, mastering sales skills involves a multifaceted approach that blends communication finesse, empathy, persuasive ability, adaptability, market acumen, and resilience. The ultimate aim is not just to close a sale but to establish enduring relationships built on trust, value, and mutual benefit. By consistently honing these skills and strategies, sales professionals can elevate their performance and achieve sustainable success in the dynamic world of sales.This comprehensive approach ensures that every customer interaction is not merely a transaction but a step towards building a loyal clientele base. Effective salesmanship, rooted in these core principles, transcends the transactional and becomes a journey of mutual growth and success.。

英语作文-销售中的销售技巧与销售业绩评估Effective Sales Techniques and Performance Evaluation in Sales。

Sales is both an art and a science, where success hinges not just on persuasive techniques but also on meticulous evaluation of performance. In this article, we delve into the essential skills for sales professionals and explore methods for evaluating sales performance.Understanding Customer Needs。

One of the foundational skills in sales is the ability to understand and address customer needs effectively. This involves active listening, empathy, and the capacity to ask probing questions. By comprehensively grasping what the customer truly desires, sales professionals can tailor their pitch to offer solutions rather than mere products.Building Rapport。

Building rapport with customers is crucial for establishing trust and credibility. This skill involves genuine engagement, personalized communication, and the ability to relate to the customer's perspective. A strong rapport not only enhances the likelihood of closing a sale but also encourages repeat business and referrals.Effective Communication。

销售管理指南(英文版)Sales Management GuideIntroduction:Sales management is an essential aspect of any organization as it drives revenue and business growth. A strong sales management team can effectively lead and motivate salespeople to achieve their targets and exceed customer expectations. This guide provides invaluable insights and strategies for successful sales management.1. Setting Clear Goals and Objectives:A good sales manager clearly defines sales targets and sets achievable goals for the sales team. These goals should be specific, measurable, attainable, relevant, and time-bound (SMART). Regularly communicate goals to the sales team and monitor progress consistently.2. Recruitment and Training:Hiring the right salespeople is crucial for a successful sales team. Look for individuals who possess excellent communication, negotiation, and interpersonal skills. Provide comprehensive training programs that focus on product knowledge, sales techniques, and customer relationship management to enhance their performance.3. Effective Sales Strategies:Developing effective sales strategies is key to maximize sales. Identify target markets, evaluate competition, and segment customers based on their needs and preferences. Implement appropriate sales techniques such as consultative selling,relationship-based selling, or solution-based selling to meet customer expectations.4. Performance Monitoring and Tracking:Implement a performance monitoring system to track individual and team performance. Regularly review sales metrics such as revenue, conversion rates, and customer satisfaction. Provide constructive feedback and recognize outstanding achievements to motivate the sales team.5. Sales Forecasting:Accurate sales forecasting helps in anticipating market trends and setting realistic sales targets. Regularly analyze historical data, market research, and industry trends to predict future sales performance. This enables effective resource allocation and planning.6. Effective Communication:Clear and open communication between the sales manager and the team is crucial. Conduct regular team meetings to discuss strategies, address challenges, and celebrate achievements. Encourage two-way communication that allows the team to provide feedback, seek guidance, and share insights.7. Incentives and Recognition:Incentives and rewards play a significant role in motivating the sales team. Design an attractive compensation package that includes commissions, bonuses, and other incentives for meeting or exceeding sales targets. Recognize outstanding performance through awards, certificates, or public acknowledgments to create acompetitive and rewarding sales culture.8. Continual Training and Development:Sales management should provide ongoing training and development opportunities for the sales team. Conduct regular training sessions on new products, sales techniques, and industry trends. Encourage sales personnel to attend workshops, seminars, and industry conferences to enhance their knowledge and skills. 9. Client Relationship Management:Building strong relationships with clients is critical for long-term success. Encourage the sales team to prioritize customer satisfaction, understand their needs, and provide excellent after-sales support. Foster a customer-centric approach to establish trust and ensure repeat business.10. Adaptability and Innovation:Sales management should be adaptable and open to change. Continuous improvement and innovation are necessary to stay ahead of the competition. Encourage the team to think creatively, embrace new technologies, and adapt sales strategies to meet evolving market demands.Conclusion:Effective sales management is a combination of strategic planning, leadership, and continuous development. By following the guidelines outlined in this Sales Management Guide, organizations can foster a robust sales culture, achieving sustainable growth and outperforming competitors.11. Sales Team Collaboration: Promote collaboration and teamwork among sales team members.Encourage them to share best practices, insights, and strategies with one another. Foster a supportive and cooperative environment where knowledge and skills can be shared to benefit the entire team. Collaboration can lead to increased efficiency, better problem-solving, and improved overall sales performance.12. Sales Territory Management:Efficiently manage sales territories by assigning clear boundaries and targets to each salesperson. Ensure that territories are balanced and aligned with the skills and strengths of the sales team members. Regularly review and adjust territories based on market dynamics and sales performance to maximize potential for each representative.13. Sales Pipeline Management:Manage the sales pipeline effectively to ensure a steady flow of potential customers. Implement a clear process for lead generation, qualification, and conversion. Regularly monitor the pipeline to identify bottlenecks, address any issues, and forecast potential revenue. This will help in identifying areas for improvement in the sales process and allocating appropriate resources.14. Sales Technology Adoption:Leverage technology to enhance sales efficiency and productivity. Implement a customer relationship management (CRM) system to track leads, manage customer data, and streamline communication. Utilize automation tools for tasks such as email marketing, lead nurturing, and reporting. Embrace digital tools and analytics to gain insights into customer behavior and make data-driven decisions.15. Continuous Evaluation and Improvement:Constantly evaluate sales strategies, processes, and performance to identify areas for improvement. Conduct regular reviews and assessments to gauge effectiveness. Seek feedback from the sales team, customers, and other stakeholders to gather insights and identify opportunities for growth. Use this feedback to refine strategies, adjust goals, and enhance sales performance.16. Sales and Marketing Alignment:Ensure alignment between the sales and marketing departments. Foster collaboration and open communication between the two teams to align messaging, goals, and strategies. Regularly share insights, customer feedback, and market trends to improve lead generation, conversion, and overall sales effectiveness.17. Sales Performance Incentives:Design performance incentives that motivate the sales team and align with organizational objectives. Incentives can take the form of monetary rewards, bonuses, recognition, or career advancement opportunities. Set achievable targets and provide clear guidelines for earning incentives. Regularly review and update incentive programs to keep them relevant and motivating.18. Sales Forecast Accuracy:Continuously work towards improving the accuracy of sales forecasts. Evaluate the forecasting methods and tools being used and make adjustments as necessary. Regularly communicate with the sales team to gather updates and market insights that can enhance forecasting accuracy. Regularly review and analyze salesdata and adjust forecasts accordingly.19. Sales Management Training:Invest in training programs for sales managers to enhance their leadership and management skills. Provide training on topics such as team management, performance coaching, conflict resolution, and strategic planning. Equip sales managers with the necessary tools and knowledge to effectively lead and inspire their teams. 20. Sales Culture of Continuous Learning:Promote a culture of continuous learning within the sales team. Encourage salespeople to actively seek learning opportunities, stay updated on industry trends, and enhance their skills through training and development programs. Foster a growth mindset that embraces change and innovation. This culture of continuous learning will lead to a more adaptable and resilient sales team. Conclusion:Sales management is a complex and dynamic field, requiring a combination of strategic thinking, leadership skills, and a customer-centric approach. By implementing the strategies and best practices outlined in this guide, organizations can build a strong sales management framework that drives revenue growth, enhances customer satisfaction, and fosters a high-performing sales team. Continuously evaluate and adapt strategies to meet the evolving needs of the market and stay ahead of the competition. With effective sales management, organizations can achieve sustainable success and prosper in today's competitive business landscape.。

做房地产销售的如何突破成交小作文英文回答：Overcoming Sales Obstacles in Real Estate.As a real estate salesperson, breaking through成交obstacles is crucial to achieving success. Here are some key strategies to overcome challenges effectively:Build Strong Relationships: Establishing trust with clients is fundamental. Engage in active listening, understand their needs, and tailor your approach accordingly.Identify Needs and Pain Points: Determine the underlying motivations and concerns of potential buyers. By addressing their pain points, you can demonstrate the value of your solutions.Be Knowledgeable and Prepared: In-depth knowledge ofthe market, properties, and financing options is essential. Prepare thoroughly for every meeting and presentation.Overcome Objections with Confidence: Expect objections and prepare responses that address them with empathy, logic, and evidence. Convey confidence and a genuine desire to help.Negotiate Effectively: Be prepared to negotiate while advocating for the best interests of your clients. Stay organized and rational, and seek win-win solutions.Use Technology to Enhance Presentations: Leveragevirtual tours, 3D imaging, and interactive tools to engage potential buyers and showcase properties effectively.Follow Up Consistently: Stay in touch with clients throughout the process. Provide regular updates, answer questions promptly, and nurture relationships.Be Patient and Persistent: Closing deals can take time. Stay patient, persistent, and adaptable in your approach,and don't give up easily.Seek Support and Training: Join professional organizations, attend workshops, and invest in ongoing training to enhance your skills and knowledge.Stay Positive and Believe in Yourself: Maintaining a positive attitude is essential. Believe in your abilities and the value you offer, and don't let setbacks discourage you.中文回答：房地产销售如何突破成交小作文。

销售技巧的英文作文高中英文：Sales skills are essential for success in any business. As a salesperson, it is important to be able to communicate effectively with potential customers, build relationships, and close deals. Here are some tips for improving yoursales skills:1. Listen to your customers: One of the most important skills in sales is the ability to listen. By listening to your customers, you can understand their needs and concerns, and tailor your pitch to meet their specific needs.2. Build relationships: Sales is all about building relationships. Take the time to get to know your customers, and show them that you care about their needs. This will help you build trust and loyalty, which will lead to repeat business.3. Be confident: Confidence is key in sales. If you believe in your product or service, your customers will too. Be confident in your abilities and in the value that youcan provide to your customers.4. Use persuasive language: Your language can make abig difference in how your customers perceive you and your product. Use persuasive language to highlight the benefitsof your product or service, and to create a sense of urgency.5. Follow up: Following up with your customers iscrucial for building relationships and closing deals. Make sure to follow up promptly and consistently, and to address any concerns or questions that your customers may have.中文：销售技巧是任何业务成功的关键。

市场营销专业术语中英文对照标准翻译本文为市场营销中经常用到的一些中文与英文互译的标准用语，希望对市场营销从业人员有所帮助。

《财富》杂志Fortune案头调研Desk Research奥美公司Ogilvy & Mather白色商品White Goods百乐门Parliament百威啤酒Budweiser包裹销售法Banded Pack宝洁公司Procter & Gamble宝丽来Polaroid宝马BMW边际成本Marginal Cost边际收益Marginal Benefit标准差，均差Standard Deviation别克Buick波立兹调查公司Alfred Politz Research, Inc波旁王朝Ancient Age Bourbon波特福洛分析Portefolio Analysis产品差异Product Differentiation产品生命周期Product Life Cycle产品系列Product Line产品组合Product Mix阐述Presentation超级市场Supermarket成对比较法Paired Comparisons成功的理想主义者Successful Idealist承诺型消费者Committed Buyer程度测试Tachistoscope橙色商品Orange Goods冲动购买Impulse Buying重叠率Duplication抽样Sampling传销Pyramid Selling传阅发行量Pass-on Circulation词语联想法Word Associaton刺激营销Incentive Marketing促销Promotion达彼思广告公司Ted Bates & Copany大卫·奥格威David Ogilvy戴比尔斯De Beers丹尼尔·斯塔奇公司Danile Starch & Staff 弹性Elasticity到达率Reach道奇Dodge第三者法Third-Person Technique第一提及Top of Mind电话访问Telephone Interview电通广告公司Dentsu电子售点数据EPOS Data定量研究Quantitative Research定位Positioning定性研究Qualitative Research动机研究Motivation Research读者Readers读者人数Readership独特销售主张Unique Selling Proposition杜邦公司Du Pont多方面衡量Multi-dimensional Scaling多品牌战略Multi-brand Strategy惰性销售Inertia Selling恩格尔曲线Engel Curves二手资料Secondary Data发行量Circulation发行量稽核组织ABC仿造Me Too访问Interview访问员Interviewer非处方药OTC菲力普·莫里斯公司Philip Morris Company 菲亚特FIAT肥皂剧Soap Opera分刊测试Split-run Test分销Distribution丰田TOYATA缝隙分析Gap Analysis浮动插播Floating Spot辅助回想Aided Recall付费发行量Paid Circulation复核Back Checking复核Validation富豪汽车VOLVO富可视Infocus富士胶卷FUJI FILM覆盖率Coverage盖凡尼克皮肤反应测试仪Galvanic Skin Response Meter盖洛普暨罗宾逊调查公司Gallup & Robinson,Inc概念测试Concept Testing高度介入产品High Invovement Procuct革新消费者Innovators葛瑞广告Grey Advertising公众调查公司Audience Research,Inc贡献Contrubution购买周期Buying Cycle孤独守巢人Empty Nesers鼓动销售Hard Sell故事板/分镜头表Storyboard故事完成法Story Completion观察调研法Obseravtion Study广告Advertising广告/销售比率Advertising/Sales Ratio广告比重Advertising Weight广告标准Advertising Standard广告调查基金会(美国) Advertising Research Foundation广告概要Advertising Brief广告口号Slogan广告目标即广告效果评测Defining Advertising Goals for Measured Advertising Results 国际商用机器公司IBM过度杀伤Overkill过滤审查Screening哈佛商学院Harvard Business School红色商品Red Goods互补品Complements花旗集团Citigroup华尔街Wall Street黄金时段Prime Time辉瑞Pfizer混合调查Omnibus Research混和调研Omnibus Research基本读者Primary Reader稽核Audit吉芬商品Giffen Goods吉列Gillette集团购买Organizational Buying集中度Affinity集中市场细分Concentrated Segmentation计算机辅助的电话采访Computer Assisted Telephone Interviewing记忆测试Recall Test记忆性Memorability佳能Canan家乐福Carrefour家庭(户) House Hold家庭稽核Home Audit家庭生活周期Family Life Cycle甲壳虫Bettle价格分析Values Analysis价格敏感Price Sensitive价格歧视Price Discrimination价格战Price War间接调研Off-the-research建议价格Recommended Price箭牌口香糖Wrigley讲究派头的诉求Snob Appeal交叉销售Cross-selling交替需求Alternate Demand焦点小组(讨论) Focus group (Discussion)角色扮演Role Playing阶式渗透Cascading结构化访问Structured Interview金佰利Kimberly-Clark浸透策略Penetration Strategy精工SEIKO句子完成法Sentence Completion决策群Decision Making Unit决定性调研Conclusive Research卡通测试Cartoon Tests开放题Open-ended Question开机率Homes Using TV柯达Kodak壳牌Shell可变价格Variable Pricing可口可乐Coca-Cola可丽舒Kleenex可信度Believability克莱斯勒Chrysler克劳德·霍普金斯Claude Hopkins客观看法Outside View肯德基炸鸡Kentucky Fried Chicken口碑广告Word-of-mouth Advertising快流量消费品Fast-moving Consumer Goods 拉力Pulling Power拦截访问Intercept Interview乐观奔命者Optimistic Striver离差Deviation李奥·贝纳Leo Burnett李佛兄弟公司Lever Brothers力士Lux连带外部效应Network Externality联合调研/辛迪加Syndicated Research联合分析Conjoint Analysis联合利华公司Unilever联想Association Techniques练习性预演Dry Run两步收费Two-part Tariff量表Scale劣等商品Inferior Goods零售周期Wheel of Retailing零头定价法Odd-even Pricing漏斗深入法Funnel Approach露华浓Revlon乱数表Random-number Table罗塞·瑞夫斯Rosser Reevse罗夏测试Rorschach Test骆驼Camal马丁·迈耶Martin Mayer麦当劳McDonald’s麦肯爱里克森广告公司Mccann-Erickson麦氏威尔咖啡Maxwell House Coffee卖方市场Seller’s Market满意购买者Satisfied Buyer盲测Blind Test毛评点Gross Ratting points媒体分析Media Analysis每千人(户)成本Cost Per Thousand Figure每千人成本Cost Per Mille美孚Mobil美国报纸发行人协会American Newspaper Publisher’s Association 美国电报电话公司AT&T美国广播公司ABC美国广告代理商协会4A’sThe American Association of Advertising Agencies美国民意研究中心American Institute of Public Opinion美国营销协会American Marketing Association美国运通American Express描述性调研Descriptive Research民意测验Opinion Poll明尼苏达矿务及制造业公司3M模似Simulation姆姆巧克力M&M耐克Nike尼尔逊公司A. 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Nielsen尼尔逊全国电视指数Nielsen National Television Index 尼尔逊受众测定器Nielsen audiometer尼尔逊指数Nielsen Index欧宝OPEL欧洲民意测验和市场调研协会ESOMAR帕累托原理Pareto Principle派生需求Derived Demand攀比效应Bandwagon Effect判断性抽样Judgement Sampling旁氏Pond’s陪伴购物Accompanied Shopping配额Quota配额抽样Quota Sampling频率分布Frequency Distribution品牌Brang品牌测试Brang Test品牌估价Brang Valuation品牌管理Brang Management品牌偏好Brang Preference品牌认知Brang Awareness品牌形象Brang Image品牌性格Brang Personalities品牌忠诚度Brang Loyalty品牌转换成本Switching Cost品质认知度Perceived Quality七喜7UP期望值Expectations期望值Expected V alue其他指导人Other-directed Person企业标志Corporate Logo企业识别Corporate Identity前导性研究Pilot Study潜意识广告Subliminal Advertising强生公司Johnson & Johnson乔治·格里宾George Gribbin情感购买者Like Friend情感象征Emotional Symbol渠道冲突Channel Conflict全国性涵盖度Blanket人口统计学特征Demographics人员推销Personal Selling认识差距Cognitive Dissonance认知Awareness认知图表Perceptual Mapping日后记忆Day-after-recall入户访问Door-to-door Interview软性促销Soft Sell萨奇公司Saatchi & Saatchi三维营销3-D商店稽核Store Audit社会等级Social Grading社会接受度Social Acceptability社会营销Social Marketing深度访谈Depth Interview生存者Survivor生活方式Lifestyle声音比例SOV声音份额Share of V oice施乐Xerox时代华纳Time Warner时机感Sense of Timing时间档次Time Slot时序分析Time-Series analysis识阈效应Threshold Effect使用与态度Usage and Attitude市场策略的利润效果Profit Impact of Market Strategy 市场调研Market Research市场调研/营销调研Marketing Research市场细分Market Segmentation市场占有率Market Share视听众暴露度Impession收获战略Harvesting Strategy收入效应Income Effect收视(听)率Ratings收视率Television Rating售点POP售点POS斯塔奇数字Starch Figure斯坦利·里索Stanley Resor斯沃琪Swatch四点分析SWOT Analysis随机抽样Random Sampling索尼SONY态度Attitude探索性调研Exploratory汤橱浓汤Campbell’s Soup特许经营Franchise替代品Substitutes替代效应Substitution Effect天美时Timex听众调查Audience Research通用汽车General Motor同类相食Cannibalisation投射研究Projective Research图片响应法Picture Response Techniques推拉战略Push and Pull Strategies推力Push Power完成法Completion Techniques完全竞争市场Perfectly Competitive Market 万宝路Marlboro万事达卡Master Card威廉·伯恩巴克William Bernbach威士卡VISA维持者Sustainer伟哥Viagra胃溃疡峡谷Ulcer Gulch稳定插播Anchored Spot问卷Questionnaire沃尔玛Wal-Mart Stores无品牌忠诚度No Brand Loyalty无提示认知Unaided Awareness无准备调查访问Cold Calling西门子SIEMENS习惯购买者Habitual Buyer习惯性购买Habit Buying喜力Heineken系统销售System Selling细流战Drip Campaign显著特征Salient Attribute现场调研Field Research现场督导Conductor现场督导Field Supervisor现场工作Field Work现场人员Field Force线上活动Above-the-line线下活动Below-the-line相关群体Reference Group象牙牌香皂Ivory消费者购物固定样本Consumer Purchase Panel 消费者内在需求Consumer Insight消费者偏好Consumer Preferences消费者剩余Consumer Surplus消费者形象描述Consumer Profile销售定额Sales Quota销售反馈功能Sales Response Function销售领域Sales Territory销售预测Sales Forecast销售专集Sales Literature销售组合Sales Mix小组讨论Group Discussion心理图案学Psychographics心理戏剧Motivational Theater心智索引Mindex心智占有率Share of Mind新奇士Sunkist新人训练Orientation Training形象Image虚荣效应Snob Effect选择性分销Selective Distribution雪佛兰Chevrolet雅皮YUPPY眼睛轨迹研究Eye Tracking Research扬雅广告公司Young & Rubicam样品Sample一次性购物One-stop Shopping一手资料Primary Data伊莱克斯Electrolux宜家IKEA移情作用Empathy意见领导Opinion Leader因果性调研Causal Research营销会计稽核Marketing Audit营销近视Marketing Myopia营销组合10P’s营销组合4C’s’营销组合4P’s营销组合Marketing Mix营业额/到达率增长指数Turnover影响力等级Hierarchy of Effects佣金制Commission System由报纸决定(刊登位置) Run-of-paper邮购Mail Order有提示认知Aided Awareness有效贮藏期限Shelf Life诱导转向法Bait and Switch语义差异法Semantic Differential预检验Pre-testing原创性Originality原子状测试Atomistic Test岳母研究Mother-in-law Research载波技术ZAP赞助Sponsorship詹姆士·韦伯扬James Webb Young展览会Exhibition争夺经营Scrambled Merchandising正常商品Normal Goods直递Direct Mail直销Direct Marketing智威汤逊J. Walter Thompson重度消费者Heavy User主持人Moderator主题类化法Thematic Apperception属性特征Attributes住地居民细分法A Classification of Residential Neighborhoods 专家调研Specialist Research资料手册Fact Book自付优惠Self-liquidating Offer棕色商品Brown Goods最终用户End-user。

Availability Check andRequirements in Sales and Distribution ProcessingH E L P .S D B F A CR e l e a s e 4.6CAvailability Check and Requirements in Sales and Distributio SAP AG Copyright© Copyright 2001 SAP AG. All rights reserved.No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. 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All other products mentioned are trademarks or registered trademarks of their respective companies.SAP AG Availability Check and Requirements in Sales and Distributio IconsIcon MeaningCautionExampleNoteRecommendationSyntaxAvailability Check and Requirements in Sales and Distributio SAP AG ContentsAvailability Check and Requirements in Sales and Distribution Processing (5)Availability Check in Sales and Distribution Processing (6)About the Availability Check in Sales and Distribution Processing (7)Working with the Availability Check in Sales and Distribution Processing (8)Types of Availability Check in Sales and Distribution Processing (9)Controlling the Availability Check in Sales and Distribution Processing (13)Timing of the Availability Check in Sales and Distribution Processing (17)Scope of the Availability Check in Sales and Distribution Processing (18)Reactions to the Availability Check in Sales Documents (20)Fixing Quantities and Dates in Sales Documents (24)Blocking Confirmation of Quantities in Sales Documents (25)Deferring Confirmation of Quantities in Sales Documents (26)Setting a Delivery Block (27)Rescheduling Sales Documents (28)Performing Rescheduling of Sales Documents (30)Evaluating Rescheduling of Sales Documents (31)Shortage Check (32)Processing Sales Documents in Backlog (34)Displaying the Availability Situation in Sales Documents (35)Requirements in Sales and Distribution Processing (37)About Requirements in Sales and Distribution Processing (38)Working with Requirements in Sales and Distribution Processing (39)Types of Transfer of Requirements in Sales and Distribution Documents (40)Controlling the Transfer of Requirements in Sales and Distribution Documents (42)Effects of the Transfer of Requirements in the Sales and Distribution Documents (43)Allocating and Reducing Independent Requirements in Sales and Distribution Processing (45)Displaying the Requirements/Stock Situation (48)Availability Check in Shipping (49)About the Availability Check in Shipping (50)Working with the Availability Check in Shipping (51)Controlling the Availability Check in Shipping (52)Performing the Availability Check in Shipping (53)Availability Check Against Product Allocation (54)Product Allocation (55)Availability Check Against Product Allocation During Order Entry SD (57)Display Availability Check Against Product Allocation (58)Available-to-Promise on the Internet (59)Use of Available-to-Promise on the Internet (64)SAP AG Availability Check and Requirements in Sales and Distributio Availability Check and Requirements in Sales and Distribution ProcessingAvailability Check and Requirements in Sales and Distribution ProcessingAvailability Check in Sales and Distribution Processing [Page 6]Requirements in Sales and Distribution Processing [Page 37]Availability Check in Shipping [Page 49]Availability Check against Product Allocation [Page 54]Available-to-Promise on the Internet [Page 59]Availability Check and Requirements in Sales and Distributio SAP AG Availability Check in Sales and Distribution ProcessingAvailability Check in Sales and Distribution ProcessingAbout the Availability Check in Sales and Distribution Processing [Page 7]Working with the Availability Check in Sales and Distribution Processing [Page 8]Fixing Quantities and Dates in Sales Documents [Page 24]Blocking Confirmation of Quantities in Sales Documents [Page 25]Deferring Confirmation of Quantities in Sales Documents [Page 26]Rescheduling of Sales Documents [Page 28]Performing Rescheduling of Sales Documents [Page 30]Shortage Check [Page 32]Processing Sales Documents in Backlog [Page 34]Displaying the Availability Situation in Sales Documents [Page 35]SAP AG Availability Check and Requirements in Sales and DistributioAbout the Availability Check in Sales and Distribution Processing About the Availability Check in Sales and Distribution ProcessingWhen you enter a sales order, you can only confirm the delivery of the goods for the required delivery date if the goods are available for all the necessary processing activities which take place before delivery:·The shipping department must ensure that freight forwarding or another shipping company is advised early enough so that sufficient time remains for packing and loading to be carried out. An availability check can be carried out on the deadline date foravailability for the goods.·The procurement department must ensure that the production and purchasing departments are advised of inadequate stock quantities so that goods can either beproduced punctually or ordered. Sales transfers the information on materials ordered asrequirements to material requirements planning. Requirements are planned outwardmovements of stock. The transfer of requirements informs production that goods must be produced, or advises purchasing that purchase requisitions have been created for which purchase orders must be created and sent to the suppliers. An availability check can only be carried out if these requirements are transferred.Availability Check and Requirements in Sales and Distributio SAP AG Working with the Availability Check in Sales and Distribution ProcessingWorking with the Availability Check in Sales and Distribution ProcessingHow the availability check is carried out is influenced by various factors. Among other things, these factors also determine the scope of the check. The scope of the check can be defined differently in the sales documents and in the deliveries. You can also specify whether the availability check takes replenishment lead time into account.For further information on working with the availability check, seeTypes of Availability Check in Sales and Distribution Processing [Page 9]Controlling the Availability Check in Sales and Distribution Processing [Page 13]Timing of the Availability Check in Sales and Distribution Processing [Page 17]Scope of the Availability Check in Sales and Distribution Processing [Page 18]Reactions to the Availability Check in Sales and Distribution Processing [Page 20]For further information on the availability check, seeAvailability Check in Shipping [Page 49]SAP AG Availability Check and Requirements in Sales and DistributioTypes of Availability Check in Sales and Distribution Processing Types of Availability Check in Sales and Distribution ProcessingThere are three types of availability check:·Check on the basis of the ATP quantities·Check against product allocation·Check against planningIn Customizing, you determine whether an availability check is to be carried out against the ATP quanitity or against planning. The check against product allocations is controlled in the material master and elsewhere in the system.Check on the Basis of the ATP QuantitiesThe ATP quantity (ATP = Available To Promise) is calculated from the warehouse stock, the planned inward movements of stock (production orders, purchase orders, planned orders) and the planned outward movements of stock (sales orders, deliveries, reservations). This type of check is performed dynamically for each transaction, taking into account the relevant stock and planned goods movements with or without replenishment lead time. Planned independent requirements are not taken into account here.Check against Product AllocationProduct allocation facilitates period-based distribution of products for certain customers or regions. As of Release 3.0F, you can carry out an availability check against product allocation. This ensures, for example, that when production is low, the first customer does not get the full amount, resulting in following sales orders not being confirmed or being confirmed far too late. Check against planningThe check against planning is performed against independent requirements which are usually created for an ‘anonymous’ market rather than being customer-specific (for example, in the strategy ‘Planning without assembly’, when production occurs only up to the stocking level). The planned independent requirements result from demand program planning and are used for planning expected sales quantities independent of ordersWeitere Informationen hierzu erhalten Sie unter Allocating and Reducing Independent Requirements in Sales and Distribution Processing [Page 45].Including Replenishment Lead TimeReplenishment lead time is the time that is needed to order or produce the requested material. The system determines replenishment lead time according to specific times defined by you in the material master record. Depending on the material type, replenishment lead time can be calculated according to various time periods. In the case of trading goods, for example, it is determined according to the planned delivery time, purchasing processing time, and the goods receipt processing time.Replenishment lead time is only included in the check performed on the basis of theATP quantity.Availability Check and Requirements in Sales and Distributio SAP AG Types of Availability Check in Sales and Distribution ProcessingAvailability Check Including Replenishment TimeAvailability is only checked up to the end of replenishment lead time. If the material availability date is calculated on the basis of the current date to lie after the replenishment lead time for the item, the item itself can be confirmed despite insufficient stock being available. In this case, the system assumes that any quantity requested by the customer can be procured by the material availability date and considers the goods to be available. Therefore, a binding confirmation can be sent to the customer.The following figure shows such a case. The customer wants 20 pieces delivered in full by the requested delivery date. Using backward scheduling, the system determines a material availability date. However, no goods are available. The inward movement of 100 pieces is used up by an outward stock movement. Therefore no stock is available for the material availability date determined by the system. If replenishment lead time were not taken into account, the following situation would arise. The customer wants complete delivery. However, as a result of further inward (50 pieces) and outward stock movements (40 pieces), the goods only become available shortly before the requested delivery date specified by the customer when 60 pieces are added to the stock. Correspondingly, the delivery date resulting from this material availability date would lie further in the future.However, since replenishment lead time is taken into account during the availability check, the 20 pieces ordered can be delivered before this date, namely at the end of the replenishment lead time.availabilitymovementTo ensure that the replenishment lead time can be correctly calculated, the requiredtimes must be entered in the material master record. For in-house produced goods,the overall replenishment lead time is required, for externally procured materials, theplanned delivery time, the processing time for goods receipt, or the processing timefor purchasing is required.Types of Availability Check in Sales and Distribution Processing Performing the availability check including replenishment lead time only makes sense if materials planning is carried out at regular intervals (best of all, daily for individual and daily requirements and weekly for weekly requirements). This ensures that inward movements of goods are checked against confirmed quantities. This is necessary as the delivery date for a sales order which has been confirmed on the day before replenishment lead time begins lies the next day within the replenishment lead time period and this leads to insufficient stock being available. This shortage can result in problems such as delivery creation being blocked.Availability Check Excluding Replenishment Lead TimeIf replenishment lead time is not to be taken into account in the availability check, the system can perform an unrestricted availability check. The following figure shows how the system reacts if an availability check is performed under the same conditions as in the figure above but excluding replenishment lead time. The customer also requires complete delivery of 20 pieces in this example.The quantity can only be confirmed on the date on which availability can be guaranteed again as a result of planned inward movements of stock. In this case, this is on the date when 60 pieces are added to stock.Availability Status Display OptionsYou have the following options for displaying availability for materials:1. In the sales menu you select Environment ® Availability Ovw to display the availability statusfor a material with reference to the plant and the checking rule.In the shipping menu you can display the same data by selecting Environment® Inventory management ® Availability overview.2. Display total requirementsTypes of Availability Check in Sales and Distribution ProcessingTo display current requirements/inventory status by material and plant with assignments to planned independent requirements, select (Logistics ® Production ® Master planning ® Demand management ® Evaluations ® Display total reqmts)3. Display current requirements/inventoryTo display the available quantity for each material and plant from the MRP point of view;the available quantities are determined from the receipt elements and stock elementsthat are valid for MRP (Logistics ® Materials management ® Inventory management® Environment ® Stock ® Stock/rqmts. list)Controlling the Availability Check in Sales and Distribution Processing Controlling the Availability Check in Sales and Distribution ProcessingYou control the availability check using general and SD-specific control features.General Control FeaturesThe following control elements need to be maintained in Customizing and in the material master record:·Strategy groupThe allowed planning strategies (main strategy and further possible strategies) arecombined in the strategy group. As of Release 3.0, the strategy group is specified in thematerial master record in the MRP 1 Screen. In Customizing, strategy groups areassigned, dependent on plant, to MRP groups. If the strategy group is missing in thematerial master record, it is determined on the basis of the MRP group, if it has beenmaintained.Up to Release 3.0, the strategy group is determined on the basis of the MRP group ·MRP groupThe MRP group combines materials from the point of view of material requirementsplanning. This enables you to control planning for these materials in a particular wayusing, for example, the strategy group, consumption mode and planning period. Youenter the MRP group in the material master in the MRP 1 screen. The strategy group isdetermined from the MRP group.·Planning StrategyThe planning strategy specifies the requirements type for planning and customerrequirements. This represents the decisive control feature for the interaction betweenProduction Planning and Sales and Distribution.·MRP type and item categoryIf no requirements type is found using the planning strategy, the system tries todetermine a corresponding requirements type on the basis of the MRP type and the item category.Until 3.0C, determination of the requirements type via planning strategy has takenpriority. This is not always the best option, however, as the following example willshow. A requirements type is determined for a material, which causes availability tobe checked against planning. In consignment stock processing, however, availabilityshould be checked against stock. Until 3.0C the availability check had to bedeactivated in these cases. As of Release 3.0C, you can determine how therequirements type is to be determined for each transaction by maintaining theSource field in Determination of requirement types using transaction in Customizing.·Requirements typeControlling the Availability Check in Sales and Distribution ProcessingThe various requirements are identified by their requirements type. The requirementstype refers to the requirements class and its control features.·Requirements ClassThe requirements class contains all control features for planning such as relevance forplanning, requirements planning strategy and requirements consumption strategy. Inaddition, it is specified at a global level whether an availability check is to take place forthe material in the sales and distribution documents on the basis of the ATP quantity(ATP = available to promise) and whether requirements are to be passed on. A finerdegree of control can be obtained for sales documents using the schedule line category. Control Features Specific to Sales and DistributionThe following SD-specific control features need to be maintained in Customizing:·Checking groupThe checking group controls whether the system is to create indivdual or collectiverequirements in sales and shipping processing. In addition, a material block for theavailability check with transfer of requirements can be set here. The checking group can also be used to deactivate the availability check. This option was created especially forthe assembly order so that when the bill of material is exploded in the assembly order,the individual components, if necessary, can be classified as non-critical parts as far asprocurement is concerned.The checking group specifies in combination with the checking rule the scope of theavailability check. It is proposed in the material master record on the basis of the material type and the plant, and copied into the sales and distribution documents.·Checking RuleYou use the checking rule to control the scope of the availability check for eachtransaction in sales and distribution. You also specify whether the check should becarried out including or excluding replenishment lead time. The individual checking rules define by transaction, which stock and inward and outward movement of goods shouldbe taken into account for the availability check.·Schedule line categoryYou can control with the schedule line category whether an availability check andtransfer of requirements should be carried out in the sales documents. The possiblesettings for this at schedule line level are dependent on the settings in the requirementsclass which is determined from the requirements type of the material.·Delivery item categoryThe delivery item category can be used to control whether an availability check takesplace in deliveries.PrerequisitesAn availability check can only be carried out if the following prerequisites have been fulfilled:·The control elements described above for the availability check must be maintained in Customizing for Sales and the relevant assignments made to the sales transactions ·The availability check must be switched on at requirements class level and - for the availability check in the sales documents - at schedule line category levelControlling the Availability Check in Sales and Distribution Processing · A requirements type must exist by which the requirements class can be found· A plant must be defined. It can either be proposed from the customer or material master record or can be entered manually in the document.· A checking group must be defined in the material master record on the Sales/plant data screen in the Availability check fieldGlobal and Fine Control in CustomizingAt the global requirements class level, the availability check can only be switched on in combination with the transfer of requirements. At schedule line level, the settings are proposed from the requirements class.If the availability check is switched on at requirements class level, it can be switched off at schedule line level. However, you cannot switch on the availability check at schedule line level, if it is switched off at requirements class level. You can make this setting at schedule line level. But the system ignores it and the setting for the requirements class applies.Also, at schedule line level when the availability check is switched on, the transfer of requirements can be switched off. For example, this makes sense for inquiries or sales information.The settings specific to schedule lines for performing an availability check are only relevant for sales documents. In the shipping documents, the settings from the requirements class and the delivery item category are used. As with the schedule line category, the availability check can be switched off as required in the delivery item category.Blocking LogicThere are two blocking concepts:·Material blockIn Customizing, the Define material block for other users, step is used to determine, bychecking group and transaction (order/delivery), whether a material master record should be blocked for other users during an availability check. The block is set at material-plantlevel and remains in place until you save the sales document.·Material block with quantity transferFor performance-related reasons, the only time when it makes sense to set thematerial block with quantity transfer is when it is common for several users to workon the same material simultaneously. If this is not the case in your organization, youcan work with the conventional blocking logic at material-plant level.In Customizing, the material block can be set with quantity transfer under Definechecking group. If this block is active, the material is blocked only for the duration ofthe availability check when you create or change a sales and distribution document.Thus, it is possible for several users to process the same material simultaneously invarious transactions without blocking each other. During the availability check, thematerial being used is blocked exclusively in the current plant as in a conventionalblock.Controlling the Availability Check in Sales and Distribution ProcessingIf another user tries to process the blocked material in the corresponding plant whilethe availability check is being carried out, the system tries five times to block thematerial exclusively for this other transaction with a pause of about 1 secondbetween each attempt. If the fifth attempt is unsuccessful, the check is terminatedand the transaction remains unconfirmed. To confirm the transaction, the user mustcall up the availability check again.After completion of the check, the corresponding confirmed quantities are stillblocked, but not exclusively. The material block is removed. The non-exclusivequantity block then supplies information to users working in other transactions, onthe reserved quantities of the corresponding material being processed in theselected plant. The block entries are removed when processing is completed. If thetransaction processed was saved, then the block entries were only removed after therelevant changes to the data base have been carried out.You create a sales order for a material. During the availability check, this material isblocked. After the availability check is completed, the block is removed. The quantityreserved for this transaction is recorded in the blocking table. This information can beassessed by all others who are working with this material. If you save the order, theblocked entries are cancelled.During manual backorder processing, a material with a quantity block is blockedexclusively so that an availability check for this material is no longer possible.If both of the blocking options are active, the block with quantity transfer takesprecedence.Timing of the Availability Check in Sales and Distribution Processing Timing of the Availability Check in Sales and Distribution ProcessingWhen you create an order, the system determines the required materail availability date on the basis of the customer’s requested delivery date. On this date, you must begin picking, packing, labeling, and loading the goods. Therefore, this is the date of significance for requirements planning on which the availability should be checked.The following data is required for determining this date:·Route from the shipping point to the ship-to party location·Shipping point from which the goods are issued·Loading group from the material master record·Weight group determined from the order using the order quantitySchedulingThis data, which you have already entered in the system, means that scheduling can occur automatically. Since scheduling is carried out backwards from the requested delivery date, it is also called backward scheduling. If backward scheduling determines that the preparation for the shipping activities should have been started already to meet the customer's requested delivery date, the system then starts forward scheduling automatically from the current date.For more information on scheduling, see Transportation and Delivery Scheduling [Ext.].Scope of the Availability Check in Sales and Distribution ProcessingScope of the Availability Check in Sales and Distribution ProcessingThe following elements can be included in the availability check:·Stock-safety stock-stock in transfer-quality inspection-blocked stock·Inward/Outward movement of goods-purchase orders-purchase requisitions-planned orders-production orders-reservations-dependent reservations-dependent requirements-sales requirements-delivery requirementsRequirements in sales and distribution (sales requirements and delivery requirements) result from all transactions which forward a requirement to Materials Management (MM) or to Production Planning (PP). For example, this could include sales orders or deliveries and quotations as well. Sales and distribution requirements reduce existing stock or inward movements of stock on the material availability date to ensure that other outward movement of stock elements cannot access the quantity reserved in this way.Requirements relevant for Sales and distribution are created in Sales and Distribution, whereas other elements in this list are created in Materials Management or in Production Planning.For further information on transfer of requirements, see Requirements in Sales and Distribution Processing [Page 37].Defining the Elements to be Included in CheckA checking rule is assigned to each transaction. This rule in combination with the checking group controls the scope of the availability check. You can use the checking rules in Customizing for Sales to specify for the various transactions which of the elements listed above should be included in the availability check.For trading goods it does not make sense to include planned or production orders, for example, in the availability check. However, for products manufactured by your company these orders should be included in the check.。