Sales, selling and new product initiatives - Essay Example

Sales, Selling and New Product Initiatives Sales, Selling and New Product Initiatives During the launch of anew product various challenges may be experienced inclusive are environmental factors such as internal factors and external factors. Internal factors are factors existing from within the marketing firm thus the company has control over these factors. On the other hand, external factors are beyond the control of the organization (Academy, 2013, p. 01). Therefore, Avene has to bear all these factors and their effect during the launch of the product.

The marketing decisions of Avene Company are greatly influenced by the support offered by employees, stakeholders, and board of directors to the top management since this has influence on the implementation of the marketing decisions. To achieve the set objectives of marketing, cost has to be incurred. Therefore, revenue and other financial factors such as capital structure, financial position, and financial policies are essential in the implementation of a marketing plan of Avene Company. Avene Company has to design its product by attractive packaging of the cream in an air-tight bottle to ensure safety.

This enables Avene gain a competitive advantage over other cosmetic Companies. The quality and quantity of the improved face cream formula is handled by manufacturing department of Avene(Agnihotri & Rapp, 2010, p. 63). Thus, factors which influence the competitiveness of firms are production capacity, efficiency, and technology of the productive gadgets together with the channels of distribution. Avene should ensure that their image and brand equity are standard compared to those of their competitors since they have a direct bearing on marketing efficiency.

Given a good Company image and successful formed ventures and alliances then, launching the improved formula cream will not be a challenge whatsoever. External factors that could be a barrier while launching improved face cream formula are classified into either macro or micro environment. The management has no control over these factors hence its success depends to a large extent to malleability to the environment. Micro-environment factors are at the company’s contiguity. They include suppliers, customers, and marketing intermediaries.

When launching a product the intermediaries should be effective and efficient to improve selling, distributing, and promoting improved face cream formula. For successful marketing, customers have to be there to complete the buying and selling chain. Intermediaries should be well versed with improved face cream formula, its benefits, who should use it and when and how it should be applied (Cohnick, 2006, p. 98). This ensures that the customer is equipped with enough knowledge about the product hence able to make a viable decision when buying the products.

Therefore, international customers, ultimate customers, non-profit customers and government, competitors and the public are required to effect Avene’s marketing plan. Factors that are uncontrollable and act external to Avene are classified as macro environment. The factors may not affect the marketing ability directly but they indirectly influence marketing decisions of Avene. These include technological factors, demographic factors, physical factors, economic factors, social-cultural factors, and political-legal factors.

The role of the sales force is to foster effective and open relationships with the customers and provide customers with feedback (Czinkota & Ronkainen, 2007, p. 54). To launch improved face cream formula, the sales force of Avene has to undergo training to acquire new skills, sharpen their existing skill, and increase their understanding of the organization. The training enables the employee to become more marketable hence they are in a position to search for another job since more and better skills will lead to a better and higher paying jobs.

Avene and its employees enjoy a variety of benefits such as increased job satisfaction, motivation, and increased efficiency resulting to financial gain, enhanced company image, reduced employee turnover, increased innovation in products and strategies, and customer satisfaction and reputation(Gray, 2010, p. 25). Interviews and the best recruiting practices should be employed when recruiting new employees in Avene Company. It involves incorporation of latest strategies, tools, and techniques to hire and retain the best talent.

To improve on the recruiting results, interviews based on conduct behavior which is time-tested should be incorporated. After training, the skills acquired enable the employees to communicate effectively to the customers about improved face cream formula thus more sales and high revenues (Kermani, et al., 2006, p. 85). Implementation of the new recruitment program could face barriers like resistance to change by the employees or top managers. To eliminate the occurrence of resistance, the top management may be trained on the new program and may be incorporated in coming up with the new program.

Resisting change by employees is normal therefore management should plan on how to effect change in Avene while implementing the recruitment program. A reward scheme should be put in place to motivate the employees of Avene who achieve the highest number of sales (Krishnamurthy, 2004, p. 25). The reward scheme could be include issuing commission according to the amount of sales made by an individual. This will motivate the sales force of Avene to sell more so as to get a high commission hence raising Avene’s revenue generated from sales.

The success of a business is customarily monitored through the amount of revenue obtained from the sales made. Therefore, if sales increase the revenue increases and thus the performance of the business improves. References Agnihotri, R. & Rapp, A. A., 2010. Effective sales force automation and customer relationship : a focus on selection and implementation. New York: Business Expert Express. Cohnick, W., 2006. how to train sales people. [Online] Available at: about.com consultants, m. e., 2006.

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