Field Marketing Intelligence: A Motivational Methodology
Henry S. Berszinn
You are the vice president responsible for sales and marketing. Your overall objective is to sell more products. To accomplish that, you work out a marketing plan. You review data bases, read the trade press, analyze your sales statistics, huddle with superiors and subordinates, and write and review endless drafts before putting the strategic plan into action. You implement the plan to the letter--and you find that revenues have not increased. Why not? Perhaps the answer may be that--for all the research and analysis that you have performed-- you have not been working with accurate, up-to-date, relevant information. Your plan has not accurately taken into account what goes on at the point of sale of your products. You need field marketing intelligence.
What is the point of sale? It is where and when the decision is made to buy your product. It is the communication that takes place between the salesperson and the buyer that results in the buyer making a positive decision, or, even more important, the communication that takes place that results in the buyer making a decision not to buy. Information--intelligence--about the events that occur at the point of sale is a critical input into your marketing plan.
In a dynamic marketing environment, accurate information must be timely information. In order for sales-related information to be timely, intelligence about field events must be quickly gathered and transmitted from the field to the manufacturer. He or she can be trained to capture market facts and feed them
Questia, a part of Gale, Cengage Learning. www.questia.com
Publication information: Book title: Global Corporate Intelligence:Opportunities, Technologies, and Threats in the 1990s. Contributors: George S. Roukis - Editor, Hugh Conway - Editor, Bruce H. Charnov - Editor. Publisher: Quorum Books. Place of publication: New York. Publication year: 1990. Page number: 137.