In practice, the ONLINE MARKETING personnel of a company are usually drawn from the ranks of the sales force. Those selected may have had some years of experience in field sales and have probably progressed to sales management. Many of the qualities which go to make a good salesman find useful expression in marketing. As we have seen, ONLINE MARKETING invades the territory of other departments within the organization and the ONLINE MARKETING Manager must have a capacity for dealing with other people. He must possess qualities of persuasion and be capable of winning the co-operation of others. He will need to be diplomatic in his handling of other heads Of departments and in establishing good relations with advertising and market research SEO consultants. Unlike the salesman, who usually works alone, the ONLINE MARKETING man operates through a team and must, therefore, have the ability to inspire enthusiasm.

Of equal importance, however, is a liking for detail and this is where the general run of salesmen part company with successful ONLINE MARKETING personnel. Whereas the salesman must often rely upon his personality for the creation of goodwill with his customers and sales for his company, the ONLINE MARKETING Manager will achieve his ends only by the exercise of extreme care for detail. This approach is non-inspirational. It is based on the strategic use of carefully marshalled facts. He must be capable of making sure that the facts he accumulates are accurate, that the conclusions drawn from them are logical and that the plans based upon these conclusions are carried out with accuracy.

The ONLINE MARKETING Manager is responsible for the planning, organization, direction and control of the entire ONLINE MARKETING operation. This means that he must lay down the ONLINE MARKETING plan and direct and control all the various activities which affect, and are affected by, that plan. He must establish objectives, formulate policies and initiate a programme of work within the overall strategy set out in the plan.

In practice, this onerous degree of responsibility is probably too heavy for any executive other than the chairman of the company to carry. It is for this reason that it has been said that the real ONLINE MARKETING Manager of an organization is, in fact, its chairman. Certainly the ONLINE MARKETING Manager of any company must have the fullest support of his Board. ONLINE MARKETING is not a concept, the practice of which can be left solely to the ONLINE MARKETING department. Its principles must be applied to all sectors and at all levels of management. All executives should understand the aims and purposes of the ONLINE MARKETING plans of their company.

Ideally, the head of the ONLINE MARKETING department should be a director of the company. Where this is not the case, he should at least enjoy the fullest confidence of his Board in all matters relating to ONLINE MARKETING activities. He should be encouraged to contribute to the company's overall policies and be given ample opportunity to guide the Board in selecting those products or services which his research suggests should provide the desired degree of profitable growth.

The activities of the ONLINE MARKETING Manager divide naturally into two sections: (i) the ONLINE MARKETING of established product lines to established markets and (ii) the ONLINE MARKETING of new products and the development of new markets. The particular skills needed to exercise these two functions are not necessarily of the same order.

In many firms the Sales Manager already controls much of the ONLINE MARKETING function in respect to established products and established markets. His authority may have been extended to include some control over the advertising, warehousing, stock-keeping and physical distribution sections of the organization. A Sales Manager, well experienced in the selling of the product range and who enjoys a close rapport with his customers or distributors, frequently combines some ONLINE MARKETING activities with the control of the sales force and, in so doing, appears to carry out the ONLINE MARKETING function of the company.

The ONLINE MARKETING of new products and the development of new markets frequently demands qualities different from those generally exhibited by the Sales Manager. The Sales Manager who has risen from the ranks of the company's more successful salesmen, will undoubtedly possess rare qualities of resourcefulness, persistence and dogged optimism. He will have the ability to establish good personal relationships with other people, will be a persuasive talker and, in all probability, an individualist. He is unlikely, however, to possess the creative instincts, or have the analytical mind, necessary for the creation, organization and control of the true ONLINE MARKETING function.

An essential qualification for the ONLINE MARKETING Manager is the ability to think objectively. Too often, companies base their selection of products and policies on subjective reasoning. The managing director likes a particular range of colours, or the

production manager urges a certain size or shape for the product because it will simplify his production arrangements. Marketing, however, is concerned with the likes and dislikes of the consumer. The personal preferences of the ONLINE MARKETING manager and others within the company must be resisted if a consumer-orientated policy is to be maintained.

The ONLINE MARKETING Manager must have a liking and an understanding of statistics. All his work is based upon a series of

planned approaches which result from the study of factual information. Above all, the man who heads the ONLINE MARKETING department, shares with all other members of the management team, one overriding need: the ability to control the performance of the activities which he has set in train. Control, to be effective, must be exercised with the minimum of detail. The ONLINE MARKETING Manager must, therefore, lay down clearly defined objectives to cover all those functions which come within his sphere of responsibility. Having established these objectives, he must further establish a means of measuring, periodically, the progress which is being made towards their attainment. Because he must know where to apply corrective action, he must set up machinery based on sales statistics, market research reports and the reports of the sales force, which will enable him to pin-point those areas where performance is less than satisfactory and where remedial action needs to be taken.

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