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lord [1]
3 years ago
7

When a firm shifts from transactional selling to a value-added and relationship approach, a number of changes have to take place

in the way a salesperson approaches customer as well as his or her own job. List as many of these changes as you can and explain why each is important to making value-added selling work. Minimus words 100 and please provide source of information
Business
1 answer:
Verdich [7]3 years ago
3 0

Answer:

When a firm shifts from transactional to value-added and relationship approach of selling the following changes takes place in the way the salesperson approaches he customer and their job:

  1. Whilst the objective the transactional approach is to make a sale, the relational approach is to build trust. When a customer trusts their sales person, it means they hold the sales person to put their interests first or at least take care of their interests whilst taking care of their too.
  2. The relational approach is more focused on retaining existing customers than making new ones. This is the obverse of a transactional relationship. It is said that it costs about 5 times extra to get a new client than what it takes to keep one. Thus the smart company focuses on honing this skill until they are better off for it.
  3. in a transactional approach, the nature of the relationship is relatively short, whilst it is stronger and longer in a relational approach. A Relational approach to selling can sometimes occur in the grey line between personal and official relationships.
  4. In a relationship-based approach to selling, the firm focuses on adding value in the primary areas of concern for the client as well as other areas. For example, a client - the CEO of a start-up requires recruitment, onboarding, and standard operating procedure as services from a HR firm. As a relational HR person, the best way to proceed would be to give him exactly what he wants and stil go ahead to add more value in other areas by giving templates of letter of appointment to the client.

Cheers!

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3 years ago
Budget Performance Reports for Cost Centers Partially completed budget performance reports for Delmar Company, a manufacturer of
julia-pushkina [17]

Answer:

Delmar Company

Delmar Company

Budget Performance Report—Vice President, Production

For the Month Ended June 30

Plant                       Actual           Budget      Over Budget   (Under) Budget

Eastern Region  $4,200,000   $4,250,000                           $(50,000)

Central Region      6,175,000     6,200,000                             (25,000)

Western Region    8,515,000     8,200,000    $375,000

                         $18,890,000  $18,650,000    $375,000      $(75,000)

Delmar Company

Budget Performance Report—Manager, Western Region Plant

For the Month Ended June 30

Department                  Actual       Budget     Over Budget   (Under) Budget

Chip Fabrication      $4,300,000   $4,000,000   $300,000

Electronic Assembly  2,575,000     2,500,000       75,000

Final Assembly           1,640,000      1,700,000                             $(60,000)

                                 $8,515,000  $8,200,000   $375,000         $(60,000)

b. Memo to Randi Wilkes, Vice President

To: Vice President, Production

From: FC

Subject: Budget Performance Report—For the Month Ended June 30

Date: July 3, 2021

The above-mentioned subject refers.

The production division incurred $315,000 more costs than budgeted.  The extra costs are reflected in the increasing cost of producing light duty motors in the Western Region.  The overall increase is caused by the regional differences in Chip fabrication and Electronic Assembly.

There is a need to review production activities with these two production processes with a view to reducing costs.

Regards,

Explanation:

a) Data and Calculations:

Delmar Company

Budget Performance Report—Vice President, Production

For the Month Ended June 30

Plant                       Actual           Budget      Over Budget   (Under) Budget

Eastern Region  $4,200,000   $4,250,000                           $(50,000)

Central Region      6,175,000     6,200,000                             (25,000)

Western Region     (g)                       (h)                $(i)

                             $(j)                      $(k)                $(l)             $(75,000)

Delmar Company

Budget Performance Report—Manager, Western Region Plant

For the Month Ended June 30

Department                  Actual      Budget     Over Budget   (Under) Budget

Chip Fabrication      $(a)                $(b)                $(c)

Electronic Assembly 2,575,000  2,500,000       75,000

Final Assembly          1,640,000   1,700,000                             $(60,000)

                                   $(d)               $(e)              $(f)                 $(60,000)

Delmar Company

Budget Performance Report—Supervisor, Chip Fabrication

For the Month Ended June 30

Cost                             Actual      Budget     Over Budget     (Under) Budget

Factory wages    $1,450,000  $1,200,000    $250,000

Materials               1,575,000     1,600,000                               $(25,000)

Power and light      945,000       900,000         45,000

Maintenance          330,000       300,000         30,000

                         $4,300,000  $4,000,000    $325,000          $(25,000)

a. = $4,300,000

b. = $4,000,000

c. = $300,000 ($325,000 - $25,000)

d. = $8,515,000 ($4,300,000 + 2,575,000 + 1,640,000)

e. = $8,200,000 ($4,000,000 + 2,500,000 + 1,700,000)

f. = $375,000 ($300,000 + 75,000)

g. = $8,515,000

h. = $8,200,000

i. = $375,000

j. = $18,890,000 ($4,200,000 + 6,175,000 + 8,515,000)

k. = $18,650,000 ($4,250,000 + 6,200,000 + 8,200,000)

l. = $375,000

8 0
2 years ago
During 2019 the Barker Company had a net income of $75,000. Below is information taken from Barker’s last two balance sheets: 20
Kitty [74]

Answer:

cash provided by operating activities  84,000

Explanation:

net income  75,000

Adjustment (A)

gain on land   (500)

depreciation   1,500

Adjusted net income                  76,000

Change in working capital

↑account receivable   (3,000) (B)

↓long term AR             10,000 (C)

↑Account payable         1,000 (D)

Net changes                               8,000

cash provided by operating activities  84,000

<u>Notes:</u>

(A)

The net income may have non-monetary term, we need to remove those to get and adjusted net income on a cash basis

the gain on land is not a monetary term. We will record the proceeds in cash for the sale under investment activities, not operating as the business is not selling land every year.

depreciation is an accounting metric, is not an actual expense, it doesn't involve cash.

(B)

the increasein the Ar means more sales were not collected therefore, less cash collected.

(C)

the decrease in the long term AR  represent the collection, so it increases the cash

(D)

the increase in account payable represent the delay of payment, so company has more cash available.

7 0
3 years ago
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