The traditional way of viewing company operations as interplay between the product, the market and the organization is completely insufficient in a world of ever-hardening competition. For an effective marketing, a competition strategy should be created. For the key to superior performance, the competition strategy must encompass an analysis of the target market (the group of people whom the organization wants to reach) and a marketing mix (the conjunction of product, price, place and promotion) that will satisfy those customers in the target market. Once the competition strategy of a firm is determined the whole business should be designed around the target customers` needs. Customer satisfaction is the primary aim of marketing. In focusing on the future, the enterprise ensures the best possible chance of attaining long-term stability and competitive standing. Marketing makes the basic assumption that customer satisfaction should be the primary aim of the business. Such satisfaction can only be achieved and sustained through the provision of competitive products or services, at competitive prices. It should be focused on every aspect of marketing, not only on promotion and sales techniques, to persuade customers to buy but also on target market, marketing mix and the effective marketing strategy. Successful marketing results in stronger products, happier customers, and bigger profits. In line with the discussions above, this paper would discuss marketing variables related to the practices of Janssen (HK) Ltd. as perceive by the surveyed respondents (i.e. sales accountability, marketing and sales, relationship management and sales management). Table 1 Sales Accountability
As shown in Table 1, it indicates the summary of responses of the respondents regarding the sales accountability. In particular, the table above shows the result of the survey questionnaire of the respondents in regard to their perception. The column 5, 4, 3, 2, and 1 signifies the number of respondents who answered to the different degree of responses (i.e. 5 for Working well, 4 for Tweak to get it, 3 for Haven't Moved On, 2 for Haven't got it and 1 for Not being Considered). For example, in statement number 1, there were only 28 respondents who answered 5, 4 for 4, 2 for 3, 0 for 2, and another 0 for 1. The weighted mean column shows the mean answer of that particular statement that is 4.76 and interpreted it as "Working Well". Actually, the table above shows that most of the respondents answered "Working Well" or "Tweak to get it" on the given survey statements except on the statement about compensation programs. Actually, the statement concerning programs receives a weighted mean 3.47 that signify "Haven't Moved On" interpretation. Meaning to say, majority of the surveyed respondents believe that compensation programs in Janssen (HK) Ltd haven't move on to the right mix of base salary, commissions, incentives and/or other rewards for exceptional sales performance. Basically, all the statements from the survey are clear to the respondents. Table 2 Marketing and Sales
From the research, marketing strategies in operation, strategies for product/ service differentiation from competitors and on how the business compete in the market for price and product supply serves a big factor in determining the success of businesses (Gaskill, Manning, & Auken, 1993). In connection to this, Janssen (HK) Ltd should constantly meet the demands of consumers to sustain financial growth. Basically, table 2 shows that the respondents have different perceptions regarding the statements concerning to marketing and sales. In table 2, there are only 2 statements receives a weighted mean that signify "working well" interpretation and 1 statement for "Tweak to get it". The other statement receives an interpretation of "Haven't Moved On" and "Not being considered". In this regard, Janssen (HK) Ltd should give actions regarding the improvements of their sales and marketing. Table 3 Relationship Management
An aspect that influences the retention of consumers is the relationship that the vendor has with its consumers. This is reflected in the process of marketing done by the former. The account of marketing can be divided into three phases in the context of buyer and seller associations: the simple trade era, the mass production era, and the new marketing era. (Khalil & Harcar, 1999) The simple trade era was a bona fide relationship involving the buyer and the seller. Merchants knew their clients on a personal basis, recognized what they sought after, and fulfilled their needs by means of tailored service. The owners of the business visualize trade chiefly in the context of share of customers. From the responses of the respondents it is found out that Frontline staff in Janssen (HK) Ltd has received effective sales training which was reflected to the responses of the respondents. However, the finding s of the survey reveals that the said organization should also prioritized management of relationship in order to maintain good business coordination to the consumers. Actually, relationship management assists an organization's attempt to recognize, sustain, and construct a system of individual consumers and to incessantly reinforce the network through interactive, individualized, and value-added correspondence over an extended period. Furthermore, relationship marketing, as a retailer-customer agreement method, denotes to all marketing actions bound for developing and preserving a successful relational connections with customers. It attempts to set up, uphold, improve, and commercialize customer connections so that the goals of the parties concerned are fulfilled, which is completed by a mutual exchange and implementation of promises. In other words, relationship marketing is anchored on corresponding with consumers, paying attention to them, discovering their wants and attending to them. (Khalil & Harcar, 1999) Table 4 Sales Management
With regards to this variable, majority of the respondents believe that the given statements are all present in Janssen (HK) Ltd except to the automation of referrals and sales tracking since this statement receives an average response of "Haven't Moved On". Actually, majority of the respondents believe that managers are performing their job well particularly from hiring of staff up to goals in sales. Thus, for them as managers of Janssen (HK) it is better to understand that consumers are prepared to pay what they perceive a product to be worth. If marketers set the price above this level, consumers will not purchase the product. If marketers set the price below this level, the consumers will purchase the product but would have been prepared to pay more, so the organization has missed potential profit. As each consumer has their own value they attach to the product, it is the task of market researchers to determine an appropriate level for the target market. |
Introduction Today's market is characterised by highly competitive organisations which are all vying for consumer's loyalty. Firms are faced with the challenge to maintain their own competitive edge to be able to survive and be successful. Strategies are carefully planned and executed to gain the ultimate goal of all: company growth. However, external factors are not the only elements which influence growth. There are also internal factors, components working within the organisation which shape the direction of the company. Along with the changing business world, customers change as well, becoming more demanding and knowledgeable than before. In turn, company management had shifted their focus on their clients or customers so as to stay successfully in business. This transition meant that organisations have to completely reformulate their conventional business aims and purposes from being process-focused to customer-centred. Hence, in order to bring out exceptional custome
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