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Build Bright University SALES AND PROMOTION MANAGEMENT

ម�ម��នទ� ១

ទស�ន�ជ��វ ញករគ�ប�គ�ងករលក�AN OVERVIEW OF SALES MANAGEMENT

១. ម�មនអ��ដ�លទក�ទងន�ងក�គ�ប�គ�ងក�លក�? (What is involved in sales management?)

ដ�ប�ងអ�កត�វដ ងថ ក រត�ប�ត�ងករលក� វជកម �វ �ធ�ម�យដដលកក ក! ងក"ក�#ងតបព%ន'ករងរ ដដលត�វបនបកង +ជាដ.នករកដ ម/ �ក01 យបមជ2ដ4 នឱកសរបស�តក7មហ9#ន ន �ង ក ររក:បនន�វភព រ ងព ងក�#ងយ#ទ'សសស?តបក�តបដជង ន�ងមAឃ�ធ�ង។ ជម�យគ� កនEដដរ កគលនកFបយ ន�ង ក �ចHអន#វ?នI កល ករត�ប�ត�ងករលក�បនលJ � KជសរតបកFជនIម�យច�កLEករអន#វ?នIតបកបកដយកជ�ជ%យក"កM �#ង យ#ទ'សសស?តបក�តបដជង ន�ងមAឃ�ធ�ង.ងដដរ។

ក. ដ�ណ�� រករងរលក (The selling Process)

វជករព�បកជម�យករNងដដលកយ ងម�នយល�ទល�ដកសE ន�ងពPFមកដ ម/ �ត�ប�ត�ង ជម�យ ន ងករNងចចដនRដដលកក ក! ង កដយមនមន#សSម�យច�ន�នធ�ដដលមនករយល�ខ#សអ�ព�ដ�កU រករងរលក� សកម�ភពអន#វ?កដយប#�Vលជអ�កលក� ន�ងលកWUXដចទកទYរបស�មន#សSដដលច �បច�ច�កLE កជ�ជ%យក�#ងអជ�បជអ�កលក�ដ�រ។ កដ ម/ �ក01 យបន ងបញ] កនEឲRបនកតច ន កយ ងត�វស�ក:ករងរលក� ជកតច នតបក_ទកទYដដលLក�ព%ន'ន ងក�ចHករខ#សៗគ� ន�ងករ�រ�វកaតមជ�នញ ន�ងសមeភពកល ប#�Vលអន#វ?ករងរកនE។ កដ ម/ �ក�បនeយន�វករយល�ខ#សអ�ព�ករលក�ផg ល�ខ1�ន អ�កត�វបកង +ន�វម�លដ4 នដhរ ងម �ចនច�កUEដ ង ន�ងមនករព�ភក:តមល�ដប�ល�កដយស?�អ�ព�ករត�ប�ត�ងក�ល �ងលក�។

ខ. ដ�ណ�� ករគ�ប គ�ងករលក (The Sales Management Process)

ករត�ប�ត�ងក�ល �ងលក�របស�តក7មហ9#នម�យឲRទទ�លបនន�វតបស�ទ'ភព វLក �ព%ន'ន ងបU?# � ចនករ ស�ករចច�?(ដ�កU រករ)ជលកWUXអន?រទ�នក�ទ�នងម�យ។ មនបង] ញក�#ង��ន�សតងទ�១។

១. ករបកង +កម�វ �ធ�លក�ជយ#ទ'សសស?X កម �វ �ធ�លក�ជយ#ទ'សសស?ដដលត�វដព�ចរណកល កត? មជ2ដ4 នទ �ងឡយដដលត�វតបឈមម#ខកដយអងVភពផg ល�។ ន �ង��រករYបច�ច�ដចង ន�ង មនដ.នករជម�យករខ�ខ�តប ងដតបងលក� ន �ងកធ nសមហរUកម�ជម�យសមសធ#យ#ទ'សសស? មAឃ�ធ�ងរបស�តក7មហ9#ន។

២. ករអន#វ?នIកម�វ �ធ�លក�X ដ �ណក�កលចនករអន#វ?នIទក�ទ�នកaន ងករកតជ សករ ស ប#�Vល�កដ.�កលក�ឲRបនសមតសប ន �ងករករYបច� ន �ងអន#វ?ន�វកគលនកFបយ ន ��វ �ធ�កដ ម/ �ដ ក

CHUON SAMNANG, MBA -1-


ន �ករតប ងដតបងកqr Eកaរកកគលកsដដលបនក�U�។

៣. ករវយ�ចល ន�ងតuព�ន�Rទកង nចនក�ល �ងលក�X ជ �ហនចនករវយ�ចលវទក�ទងន ង ករបកង +វ �ធ�សសស?តuព�ន�Rវយ�ចល។ កធ nដបបកនEកដ ម/ �អចឲRកយ ងដ ង កហ យកធn ករដកដតប កម�វ �ធ�ជថ�� ខUXកពលដដលទកងn កនEជ�បន ងករម�នកពញច�?។

២. ក�បមង�.តក�0វធ�លក�ជយ5ទ6សស9: (Formulating A Strategic Sales Program)សកម�ភព ន�ងឥទ� 'ពលដដលLក�ព%ន'ក�#ងករបកង +កម�វ �ធ�លក�ជយ#ទ'សសស? មនបង] ញក�#ង

រ�បភពទ�២។ ករណរ'បច�កម*វ,ធ.លក ត�រ 0វឲ2មនប�56 � ននករស�ណរចច,ត5ច�បងៗច�ន:នគ; �<

១. ក អ�កមនវ �ធ�ណកដ ម/ �តប ងដតបងលក�ឲRបនលJប�.#ដដលមជ2ដ4 នតក7មហ9#នអចទទ�លយកបន ន�ងកដ ម/ �កធn សមហរUកម�ជម�យន ងសមសធ#យ#ទ'សសស?មAឃ�ធ�ងរបស�អងVភព?

២. ក អ�កមនវ �ធ�ណកដ ម/ �កដEតសយឲRបនលJប�.#ជម�យតបក_ទក.Sងៗគ� ចនអ�ថ�ជនសក? ន#


គ�ន�សតងទ ១ៈ កស ចក ?�សកងWបស ?�ព�ករត �ប �ត�ងករលក�

The externalenvironment

Potential customerscompetitionLegal restrictionsTechnologyNatural resourcesSocial

The Environment MarketingStrategy

SalesManagementActivities

Determinants of the Salesperson'sPerformance

Outcomes Control

AccountManagementpolicies

Sales f orceorganization

Sales planningDemand f orecastsQuotas and budgets

DevelopmentTerritory designRouting

Superv ision

Selection of sales personnel

Sales training

Motivating thesale forceCompensation sy stemsIncentiv e programs

Salesperson'sview of jobrequirements,roleperception

AccuracyAmbiguityConf lict

Aptitude

Skill lev els

Motiv ationlev el

Performance

Sales v olumePercent of quotaSelling expensesProf itabilityCustomer serv iceReports

Evaluation and control ofsales forceperformance

Sales analy sis Cost analy sisPersonal ev aluations

Target marketsProductsPricing policiesDistribution channelsPromotion policiesPersonal sellingAdv ertisingSales promotion

The organizationalenvironment

Objectiv esHuman resourcesFinancial resourcesProduction capabilitiesR&D capabilities

Feedback


ពល តមរយXករបញH# EបញH� ល ន�ង.?ល�ន�វកសវកម�?

៣. ក ក�ល �ងលក�ត�វបនករYបច�កដយវ �ធ�ណក�#ងករបងV ប�បញz ន�ង ត�ប�ត�ងច�កLEអ�ថ�ជន ត�ប�តបក_ទFAងដ�ចកម?ចឲRមនតបស�ទ'ភពតមដដលអចកធ nកaបន?

៤. ក ក�រ �ណចនករអន#វ?នI ដដលសមជ�កចនក�ល �ងលក�ម� ក�ៗ ត�វបនរ �ព ងកដ ម/ �ច�លរ�មក�#ងក�!#ងកពលករកធ nដ.នករបនg ប�?

៥. សe�ក�#ងសe នភពចនករត�ប�ត�ងកគលនកFបយ�Uន�របស�តក7មហ9#ន ន�ង ករពPករUI �រ�វករ ក ក�ល �ងលក��រដលតដងFAងដ�ចកម?ច? ន�ងក ដដនដ�លក�ត�វបនក�U�កដយ វ �ធ�ណ? ក មនមកធPបយអn�ដដលលJប�.#ច�កLEកពលកវលប#�Vល�កលក� ត�វបនចលលកកល ដដនដ�កនE?

៣. ក�អន5វត:នDក�0វធ�លក� (Implementing The Sales Program)តសបកពលជម�យគ� កនEដដរ ករត�ប �ត�ងត�ប�តបក_ទ ករអន #វ?នIកល កម�វ �ធ�លក� វមនករLក �

ព%ន'កaន ងករជ�រ#ញទ កច�? ន �ង ករដ កន �ឥរ �Fបថមន#សS រ K សមជ�កក�ល �ងលក�។ កដ ម/ �ទទ�លបនន�វ តបស�ទ'ភព អ �កត�ប�ត�ងករលក�ត�វដយល�ដ ងន�វម�លកហ#ដដលប#�Vលសe�ក"ក�#ងឥរ �Fបថដដលក� ក�ព#ងតបតព ?។ បនg ប�មក កគលនកFបយ ន�ងន��វ �ធ�ទ �ងឡយអចត�វបនករYបច�កដ ម/ �ដ កន � ឥរ �F -

បថកនEកqr Eកaរកទ សកsតមតបថ� ។ (��ន�សតងទ�៣)


គ�ន�សតងទ២ៈ សកម �ភព ន� ង ឥទ� 'ពលដដ លLក� ព%ន'ក�# ងករ បកង + កម �វ �ធ�លក�ជយ#ទ'សសស?

The organizationalenvironmentObjectivesHuman resourcesProduction capabilitiesR&D capabilities

SaleManagementActivities

Marketing Strategy

Account managementpolicies

The external environmentPotential customersCompetitionLegal restrictionsTechnologyNatural resourceSocial

Target marketsProductsPricing policiesDistribution channelsPromotion policiesPersonal sellingAdvertising promotion

Sales planningDemand forecastsQuotas and budgets

Sales forceorganization

The Environment

DeploymentTerritory designRouting


កត5 ច�ន:ន៥ដដលមនឥទB,ពលដល ឥរ ,យបថ ន,ង ទណង�Fរបស ត�ណងលក មH ក <

១. អកថរចនមជ2ដ4 នX កយ ងម�នអចកធnសតបដហសកល ក�រ �ខrស�ក�#ងករជ�រ#ញ ន�ង សម eភពរបស� ប#�Vល�កលក�បនកទ កតLEសម eភពរបស�ព�កក�អចស�ករចបនន�វក�រ �ខrស�ចនករអន#វ?នIករងរ កហ យវអចទប�ទល�ន ងកត? មជ2ដ4 នបន។ ដ �កច�Eលទ'ភពកដ ម/ �ឈនដល�ទ�ហ�ចនករលក�ម�យ ជក�លក�ក�#ង�រ�វកររបស�ទ�.:រច�កLE.ល�.លស�រប�លក� � Kកររ#ញតចនឥទ� 'ពលព�ក�កU ន ចដ��រតបដជង ន�ង ស#ខមលភពកសដ4ក�ចH។ តសកដYងគ� កនEដដរ កត? ក.SងកទYដ�ចជ សមសធ# មAឃ�ធ�ងច�រ#Eដដលន�Fយ � #Uភព.ល�.ល ន �ងតបស�ទ'ភពចនករ.:យLU� ជzកម� កhអច បAELល�ដល�លទ'ភពរបស�ក�ល �ងលក�.ងដដរ។


គ�ន�សតងទ៣ៈ សកម �ភព ដដ លLក� ព%ន'ក�# ងករ អន# វ ?នI កម �វ �ធ�លក�

OutcomeDeterminants of the Salesperson'sPerformance


Motivating the sales force

Compensation systemsIncentive programs

Motivationlevel

Salesperson'sview of jobrequirementsroleperceptions

AccuracyAmbiguityConflict

Skill levels

Aptitiude

Environmentalvariable

Performance

Sales volumePercent of quotaSelling expensesProfitabilityCustomer serviceReports

Sales training

Selection of sales personnel

Supervision


២. �រនទ�ទសSនXយល�ដ ងX កដ ម/ �ដ�កU រករឲRបនកពញកលញ ប #�Vលជអ�កលក�ត�វយល�ព� ភពច �បច�របស�ករងរ ន �ង វ �ធ�សន��ច�កLEករដ�កU រករ។ ទ �ងសកម�ភព ន �ងឥរ �Fបថត�វ ព�ន.?# �ជករងរជក�លក�ម�យ ដដលមនករក �U�FAងទ�ល�ទ�លយព�កររ �ព ងទ#ក ន �ង �រ�វករ របស�មន#សSដចទកទYទ �ងខងក�#ងន�ងខងកត�អងVភព។ ដ �កច�E�នទ�ឬករងររបស�អ�កលក�ត�វ ក�U�កដយកររ �ព ងទ#ក ន�ង ប�Uងតបថ� របស�អ�ថ�ជន អ�កត�ប�ត�ងករលក� ករតប�ប?�របស� តក7មហ9#ន តពមទ �ងសមជ�កត�uសរ។

៣. សម/ទX សមeភពរបស�អ�កលក�កដ ម/ �កធn សកម�ភពករងរ វក hត�វទទ�លរង.ងដដរព�ចរ � លកWUXរបស�ប#�Vលផg ល� ដ�ចជ ប #�Vល�កលកWUX បញ� សមeភពក�#ងករវ �ភ�។ កយ ង��ថ វម�នជករព�បកច�កLEករពPFមរបស�អ�កកទ តបស �នកប អ�កមនសម/ទត�ប�តគន�។ កន1ងមក មន#សSម�យច�ន�នម�នធ1 ប�កជ�ជ%យកល ករលក�កទ កតLEព�កក�ម�នមនសម/ទច�កLEករងរ។

៤. ក�រ �ជ�នញX កទEប �ជអ�កលក�មនសម/ទកដ ម/ �អន#វ?ករងររបស�ព�កក� ន �ងយល�ដ ងន�វអn� ដដលព�កក�ត�វបនរ �ព ងទ#កកhកដយ ព �កក�ត�វមនជ�នញជច�បច�កដ ម/ �អន#វ?ករងរដដលក� �រ�វឲRកធn ។ ឧទហរUI អ �កលក�ម� ក��រមនច�កUEដ ងច�ស�លស�អ�ព�.ល�.ល ន�ងរកបYបរបបករងរ ន�ង ក�#ង�នទ�ជ�ណងលក�តបកបកដយតបស�ទ'ភព តពមទ �ងជ�នញលក�ដចទកទY។

៥. ក�រ �ចនករជ�រ#ញទ កច�?X ប#�Vល�កលក�ម�នអចស�ករចបនក�រ �ខrស�ចនករអន#វ?នIករងរបន កទ ល#Eតតដមនករជ�រ#ញបដនeមកល ករតប ងដតបងជច �បច�។ ក រជ�រ#ញទ កច�?ប#�Vល � Kកយ ងត�វ ព�ចរណព�តបក_ទរងn ន� ដ �ចជករទ�ទ�បដនeម ឬ ករ �ក! ងឋនX ន �ងករទក�ទញតមរយX ករបAន�ស� នព�រងn ន�ដដលព�កក�ន ងទទ�លបន។

៤. ក�វយតJលល នLងក�គតMតពLនLតOមល�ក�0វធ�លក� (Evaluation and Control The Sales Program)

ច�កLEប#�Vលជអ�កលក�កយ ងត�វ.?ល�ន�វរងn ន�កអយសមតសបកaន ងទកងn .លរបស�ព�កក� កហ យ ទកង n.លកនEឯងដដលកយ ងត�វកធn ករវស�ដវង ន �ង វ យ�ចលជម#ន។ F Aងកហចណស� អងVភព��រដ ព�ន�Rកម ល ន �ង ចម 1ងជឯកសរន�វទកងn របស��ណងលក�ម� ក�ៗរ�មទ �ងទ�ហ�កដ ម/ �យល�ដ ង ន �ងកធn ករ ស�ករច�ក! ងតបក�ដខ ន�ង ក �ចលបស�ងបA#ន� នដដលព�កក�សមន ងទទ�លបន?។

ច�ដUកឯអ�កត�ប�ត�ងលក�វ �ញ ត �វមនទសSនXស�ខន�កស� ៗគ� កដ ម/ �តuព�ន�Rទកងn .លសរ#បចន ក�ល �ងលក�កដ ម/ �វយ�ចល ន �ង ត uព�ន�Rកម�វ �ធ�លក�ជយ#ទ'សសស? ន �ង មកធPបយអន #វ?នI។ ខងកតកមកនEជ��រ�ចនករវយ�ចលករលក� ន�ងតuព�ន�Rសកម�ភពកដយសកងWបចន��ន�សតងទ�៤។



គកIមហK6នម:យអចណគប�គ;ស ដ�ណណNគOយកH6ងករវយត�នល ន,ង គតQតព,ន,ត2ក�ល�ងលក ណដ�មS . ព,ន,ត2ណម�លករអន6វត5នUកម*វ,ធ.លក <

១. ករវ �ភ�ករលក�X ទ �ហ�ចនករលក�អចត�វបនក�កម លកឃ ញតមរយXប#�Vល�កលក�ម� ក�ៗ។ កល សព�កនE �កលខចនករលក�ជធម�តអចត�វបនក�ដបងដចកកaតម�បន�_�ម�សសស? តមរយX.ល�.លន�ម�យៗចនបណ? ញរបស�វ ន �ងតមតបក_ទចនអ�ថ�ជន។ លទ '.លលក�ន ងត�វក� កធn ករកតប�បកធYបជម�យក�ត ន�ងករពPករUI ដដលបនក�U�ក"ក�#ងដ.នករលក�។

២. ករវ �ភ�ចថ1កដ មX ក រក�U�ចថ1កដ មចនម#ខងរលក�ក.Sងៗគ� វជមកធPបយម �យអចកអយ កយ ងងយតuព�ន�Rបន។ កត ? ទ �ងកនEវត�វ01ងក�ករតuព�ន�Rកល អ�កលក�ម� ក�ៗ �បន� ន�ម�យៗ .ល�.ល ន�ង តបក_ទអ�ថ�ជន។

៣. ករវ �ភ�ឥរ �FបថX សម eភពរបស�អ�កលក��Kជករស�ករចបនន�វទ�ហ�លក�ម�យជក�ដស?ង ជ�ន កពលខ1Eកhត�វបនបងV ប�បញz ព�ករតuព�ន�Rរបស��ណងលក�ណម� ក� ក �#ងសe នភពតបក�



ControlOutcomes

Sale planningDemand forecastsQuotas and budgets

Sales forceorganization

Sales training

Motivating thesales force Compensation systemsIncentive programs

Selection of Sales personnel

Supervision

DevelopmentTerritory designRouting

Account managementpolicies

គ�ន�សតងទ៤ៈ ករវយ �ចល ន� ង ករត u ព�ន� Rកល កម �វ �ធ�លក�

Performance

sales volumePercent of quotaselling expenseProfitabilityCustomer serviceReports

Evaluation and control of sales forceperformance sales analysisCost analysisPersonal evaluations

Feedback


តបដជង ឬ លក WខU� កសដ4ក�ចH។ ដ�កច�E អ �កត�ប�ត�ងទ �ងឡយត�វដមនជ�កនNថ វជករច �បច� ក�#ងករងរវយ�ចលកល ឥរ �Fបថជក�ដស?ងរបស�ប#�Vល�កដ.�កលក�ឲRបនត មត�វដល�ទ�ប�.#។

..........................the end of chapter 1..............................



ម�ម��នទ� ២

ករបងង��តកម�វ ធ�លក�Formulating of A Sales Program

១. ក�មធ��ដRនក�មSឃ�ធ�ង, ក�0វធ�លក� & មWលនមXបយគ�ប�គ�ង�ណន� (Marketing Planning, Sales Programs, and Account Management Policies)


គ�ន�សតងទ៥ៈ ដ�កU រករដ នដ . នករ កម �មAឃ�ធ�ង

Company mission and goals

SBU competitive strategy

Marketing objectives

Assess marketopportunities and define target markets

Select “best”strategies

Programmarketing mix

Integrate and coordinate

Audit and adjust

Review, revise, approve

Communications Salesprogram program

Environmentalfactors

External factors

Organizationalfactors

Productprogram

Pricingprogram

Distributionprogram

Generatestrategies


ក. ករណធF�ដVនករមW ឃ.ធ.ង (Marketing Planning)● សរប�យ�ជនននផ�នករកម� (The Importance of Planning): ដ.នករកម� � Kជករស�ករច

ច�?ន�វអn�ដដល��រកធn ក"ក�#ងកពលបចH#ប/ន� កដ ម/ �ស�ករចបនន�វអn�ដដលជប�Uងតបថ� ក�#ង កពលអន�។ ដ.នករកម ��រ�វឲRទក�ទ�ន�កaន ងកគលកs ន �ងទ សកsរបស�តក7មហ9#នន កពលអន� ន�ង សកម�ភពទ �ងឡយក�#ងករតប�ប�?។

● ដ�យ�� រករននផ�នករកម� (The Planning Process): អងVភពភ�កតច ន ជព�កសសតក7មហ9#ន ដដលមនដ.�កកតច ន ឬបU?# � សហតគស ព�កក�ដងដបកង+ ឋនន#តកមជយ#ទ'សសស? ដ�ច ជយ#ទ'សសស?ទ�.:រកដ ម/ �តបឈមម#ខជម�យអ�កច�លថ�� ន �ងដ.នករស�រប�សកម�ភពម#ខ ងរ ឧទហរUI ករលក�ជកដ ម។ កដ ម/ �ឲRកន�ដច�ស�អ�កអនអចតកក!កកម ល��ន�សតងទ�៥។

ខ. តន̂នទ�លនក�លក�ម`យប5�aលមbកc5ងយ5ទ6សស9:មSឃ�ធ�ង (The Role of Personal Selling in A Firm's Marketing Strategy)

សមសធ#ចនករ.Sពn.:យក"ក�#ងយ#ទ'សសស?មAឃ�ធ�ងរបស�តក7មហ9#ន វទក �ទងន ង តប_ពព%�មន ន �ងប�.#សន�វ�រ�វករច�កLE.ល�.ល ឬកសវកម �ក�#ងច�កណមអ�ថ�ជនសក?ន#ពលចនទ�.:រកគលកs។ ក រលក�កដយប#�Vល វត មដជដ.�កម�យចនឧបករUI .Sពn.:យ ដដលអ�កត�ប�ត�ងទ�.:រយកមកកតប តបស�។ មនបង] ញក�#ង��ន�សតងទ�៦។

● �#Uសម/?�ចនករលក�កដយប#�Vល (The Advantages of personal Selling):

○ សរចនករលក�កដយប#�Vល ជញ កញយ�KមនករបញH# EបញH� លជងករ.:យLU�


គ�ន�សតងទ៦ៈ តបក _ ទចន សកម �ភព.Sព n.:យPersonal sellingOral communication with a potential customer on a person-to-person basis.

AdvertisingNonpersonal communication the organization pays to have transmitted to a target audience through a mass medium, such as television, radio, newspapers, magazine, direct mail, transitcards, billboards, catalogs, or directories.

Sales promotionActivities and materials that induce potential customers to purchase the firm's product or service, usually by drawing the customer's attention to the product or by offering an addedincentive for purchases. Trade sales promotion activities encourage wholesales or retailers to stock and aggressively market the firm's product by offering such things as quantity discounts,free goods, display materials, and sales contests.

PublicityNonpersonal communication of information about a firm or its products is transmitted through a mass medium at no charge to the firm. Examples include magazine, newspaper, radio, or television news stories about new products, new stores or personnel, or policy changes in an organization.


ជzកម� ន�ងករតបកស.:យជសធរUXដដលមនក"ក�#ងតបព%ន'.Sពn.:យសរ#ប។○ ច�កLEករបកង+ ករជ�បទល�ម#ខជម�យអ�ថ�ជន អ �កទ�ញសក? ន#ពលភ�កតច នទ�នងជ

ទទ�លយកសររបស��ណងលក�កដយយកច�?ទ#កដក�។● ករព�ចរណអ�ព��នទ�កដEតសយជយ#ទ'សសស?ក�#ងករលក�កដយប#�Vល

(Determinants of Personal Selling's Appropriate Strategic Role)

កងnEន�វព%�មន ន �ង ភ ពជក�ដស?ងចនចថ1កដ ម ន �ងច�U� លដដលជលទ'ភពរបស�អ�ក ត�ប�ត�ងមAឃ�ធ�ង ត �វតuព�ន�Rកម លថក កយ ងច�ណយបA#ន� ន ន �ងទទ�លបនមកវ �ញន�វ.ល ច�កUញក�រ �ណ? FAងណកhកដយ ត �វសe�ក"ក�#ងទសSនXត មត�វម�យកអយតសបជម�យ ន ងករព�ភក:ថ វជច �U# ចស�ខន�។ អ �កកhត�វ��.ងដដរព�ករច�ណយកល ករទ�នក�ទ�នងជ ម�យអ�ថ�ជនសក? ន#ពល ត មរយXករលក�កដយប#�Vលក"ក�#ងក�រ �ម�យខrស�ជម�យន ងឧបករUI .Sពn.:យដចទក.SងកទY។�. ណ`លនណយ;យគ�ប គ�ងណហត6ករ�U (Account Management Policies)

● ដ�កU រករចនដ.នករកម�ក�#ងករត�ប�ត�ងកហ#ករUI (The Account Management Planning Process): ជ�ហនស�ខន�ៗក�#ងករបកង+ កម�វ �ធ�លក� ន �ង កគល នកFបយត�ប�ត�ងកហ# ករUI បនបង] ញក�#ង��ន�សតងទ�៧។ ដ�កU រករកនE��រដចប�ក.? មព�ចរណកដយតប7ង តបយ�%កaកល ទ�សកs ន �ងទ�.:រកគលកsដដលក�ន�ច�ស�លស�ក�#ងដ.នករ ម Aឃ�ធ�ង ន�ង ករវ �ភ�កល សក? ន#ពលលក�ដដលកលចកចញព�អ�ថ�ជនក.Sងៗ ន �ងអ�ថ�ជនសក? ន#ពល បនក�ច�ដUកកគលកsរ�ចកហ យ។

បនg ប�មក អ �កត�ប�ត�ងលក�ត�វកធn ដ.នករចនកម�វ �ធ�លក�ជម�លដ4 ន ន �ងក�U�ព� ច�ន�នអ�កលក�តម�រ�វករ ន �ងរកបYបដដលព�កក�ត�វករYបច� ន �ងករYបច�ទ�ត �ងលក�។ ខUX កពលដដលជ�ហនទ�ម�យ ក �ព#ងដកធn ករខ�ខ�តប ងដតបងដ កន �កqr Eកaរកអ�ថ�ជនកគល កs។

● កគលនកFបយដដលLក�ព%ន'ន ងកហ#ករUI ស�ខន�ៗ (Policies Concerning Key Acco-unts):កគលនកFបយត�ប�ត�ង�Uន�ម�យ វន ងមនកររ �E�ន�កតច នកល តបស�ទ'ភព ចន ករត�ប�ត�ងលក� ដដលឥរ �Fបថរ ងព ងរបស�អងVភពរក:បនជ%យជ�នE ន �ង កររក: កហ#ករUI ស�ខន�ៗ។ អ �ថ�ជនដhសន' កសន' ប�ទ �ងកនEអចជវ �សម� មតចនច�ដUក ទ�ហ�លក�សរ#បរបស�អងVភព។

២. ក�ម��បចJចត�ដចង នLង ក�ខLតខJគf�ងដគfងលក� (Organizing the Sales Effort) ក. ណ`លប��ងននករណរ'បច�ចត ដចងករលក (Purposes of Sales Organization)រចនសមr%ន'ចនអងVករច�ត �ងម�យ ជទ �កaមនករករYបច�សកម�ភពទក�ទងន ងតក7មមន#សS។



កគលកsជអ�កដកច0�បកង+ អងVភព កដ ម/ �ដបងដចក ន�ងស�របស�រ�លសកម�ភព កដយសរករNងកនEកហ យ កទ�បតក7មអចប�កពញទ សកsរបស�ខ1�នបនតបកស រជងសកម�ភពកដយប#�Vលម� ក�ៗ។ ដ �កច� E រចនសម r%ន' អងVភពត�វប�ករ តសបតមកគលប�Uងដ�ចខងកតកមX

1. សកម�ភពទ �ងឡយ��រត�វបនដបងដចក ន �ងករYបច�ក"ក�#ងមកធPបយម�យដដលតក7ម ហ9#នអចទទ�លអeតបកFជនIព�ឯកទសកម�របស�កម�ករ។

2. រចនសមr%ន'អងVភព��រកធn ឲRតបកស រក! ងន�វកសeរភព ន �ង ន �រន?ភពក�#ងករតប ងដតបង លក�របស�តក7មហ9#ន។

3. រចនសមr%ន'��រកធn ឲRតបកស រក! ង ន �វករស�របស�រ�លកល សកម�ភពទ �ងឡយដដល តប�ល�កaឲRប#�Vលម� ក�ៗចនក�ល �ងលក� ន�ង ដ.�កដចទកទYក"ក�#ងអងVភព។

ខ. រចនសមghនBដខiណV5កននក�ល�ងលក (Horizontal Structure of the Sales Force)វគ� នវ �ធ�ដដលលJប�.#កល សព�ករដបងដចកសកម�ភពក�#ងច�កណមក�ល �ងសមជ�កលក�កទ។ ករ

ករYបច�ច�ដចងលក�ដhលJប�.#ត�វដបងដចកតសបកaតមទ�សកs, យ#ទ'សសស?, ន�ង ភរក �ចHរបស�អងVភព។ មPAងកទY ក"កពលតបទEន ងមជ2ដ4 ន, ទ សកs, ឬ ករផ1 ស�ប?�រមAឃ�ធ�ងរបស�តក7មហ9#ន។

កយ ងន ងមនម�លដ4 នទ�កaម�យច�ន�ន កដ ម/ �កអយអ�កយកមកកដ ម/ �ករYបច�ក�ល �ងលក� កហ យ រចនសមr%ន'ន�ម�យៗន ងមន�#Uសម/?�ដច�កដយដលកព�គ� ដដលសមតសបកaន ងឱកសចនតក7មហ9#ន របស�អ�ក។ បញ] ទ�ម�យ�Kអ�កត�វស�ករចច�?ថ ក តក7មហ9#នរបស�អ�កតបកសកតជ សករ សប#�Vល�កលក�កដយ ខ1�នឯង ឬម�យកតប តបស�ភ� ក�ងរខងកត�។ ក"កពលដដលក �ល �ងលក�តក7មហ9#នម�យត�វបនកតប តបស� វ �ធ�សសស?កដEតសយដដលត�វបនកតជ សករ សរ�មមន (១)ករករYបច�ច�ដចងកaតម�បន�_�ម�សសស? (២)ករករYបច�ច�ដចងកaតមតបក_ទ.ល�.ល (៣)ករករYបច�ច�ដចងកaតមតបក_ទអ�ថ�ជន ន�ង (៤)ករករYបច�ច�ដចងកaតមម#ខងរដនករលក�។

�. រចនសមghនBដខiបញlរននករណរ'បច�លក (Vertical Structure of the Sales Organization)រចនសមr%ន'ចនករករYបច�តមដខSបញ2រត�វក�U�អeន%យឲRបនច�ស�លស� ថអ n�ជសe នភព

ត�ប�ត�ងដដលអចធនក�#ងករអន#វ?នIច�កLEសកម�ភពត�ប�ត�ងករលក�ឲRបនជក�លក�។ រចនសមr%ន' តបក_ទកនEកhត�វកធn ឲRតបកស រក! ង.ងដដរច�កLEសមហរUកម� ន �ង ករស �របស�រ�លចនករតប ងដតបង លក�ទ�ទ �ងអងVភព។

ម#នដ�ប�ងអ�ក��រដក01 យន ងស�U� រច�ន�នព�រ (១)ក អ�កត�ប�ត�ងលក�មនបA#ន� នក�រ �? (២)ក អ�ក ត�ប�ត�ងម� ក�អចកក? បក? ប�ប#�Vល�កច�ន�នបA#ន� នអ�កដដរ? ច�កLEស�U� រទ �ងកនEវទក�ទងន ងច�ន�នក�ន� ចនសមជ�កលក�, ភពច �បច�ចនករតuព�ន�R, ក�រ �ចនករត�ប�ត�ង, ន�ង �រ�វករអ�កត�ប�ត�ង។

៣. ក�បញk ក�បងm ញលនលoកpខoណq (Clarification of Terms)



ករវ �ភ�កលន#វ?ភពចនទ�.:រ � K�រ�វឲRយល�ដ ងព�ភពក.Sងគ� កល សញ� Uចនសក? ន#ពល ទ�.:រ, សក? ន#ពលចនករលក�, ករពPករUI ករលក�, ន�ងករក�រ �បរ �មUលក�។ ទ �ងកនEមនបង] ញ ក"ក�#ង��ន�សតងទ�៨។

សក? ន#ពលទ�.:រX � KជករបAន�ស� នព�លទ'ភពចនករលក�ទ�ន�ញ, តក7មចនទ�ន�ញទ �ងឡយ ឬកសវកម�ម�យច�កLEឧស:ហកម�ម�យក�#ងទ�.:រម�យ កដយក �U�ព�កពលកវលក"កតកមលកWខU� ស?ង�ដរ ម�យ។

សក? ន#ពលចនករលក�X ច�ដUកចនសក? ន#ពលទ�.:រដដលតក7មហ9#នម�យបនរ �ព ងទ#កត�វសមតសប កaន ងកហ#.លកដ ម/ �ស�ករចបនន�វសម�ទ'.លរបស�ខ1�ន។

ករពPករUI ករលក�X � KជករបAន�ស� នទ�ហ�ករលក�ជឯកត? ឬ ជសច �តបក�ក"ក�#ងកពល អន�ជក�លក�ម�យដដលមនក"ក�#ងដ.នករ ឬ កម�វ �ធ�មAឃ�ធ�ង។

ក�តចនករលក�X �Kជទ�សកs ឬ កគលកsចនករលក �ដដលត�វបនដក�កaឲRតក7មអ�កមAឃ�ធ�ង តប�ប?�។

៤. ក�បSន�ស0 នតJ� rវក� (Estimation of Demand)សក? ន#ពល ន �ង ករពPករUI �Kជបញ� ?ព�ក.Sងគ� ដវអចកធ n កអយអ�កតព�លច�កLEករបAន�

ស� នព��រ�វករដដលត�វបនបកង+ ក! ង។ ម នបកចHកកទសក.Sងៗគ� ជកតច នកដ ម/ �កតប តបស�ករបAន�ស� ន �រ�វករ �Kអតស%យកaន ងករយកច�?ទ#កដក�ដល�ករតប ងដតបងខងមAឃ�ធ�ងរបស�តក7មហ9#នន�ម�យៗ។

ដ0ណចHNអHក�:រព,ន,ត2ណម�លស��: រខងណគកមណន<

ណត�នរណណគប�គ;ស Vល,តVល ឬ ណសវកម*? (Who Uses the Product or Service?)● កនEជច�ន#ចចប�ក.? មម�យស�រប�អ�កវ �ភ�ព��រ�វករ ជម �យន ងករព�ចរណថក នរណ

ជអ�កកតប តបស�.ល�.ល? កដយក�U�ឲRច�ស�លស�ព�លកWUXស�ខន�ៗរបស�អ�កកតប តបស�។ណត�ករណគប�គ;ស មនក�រ ,តណ? (How level of use?)

● វច �បច�ណស�កដ ម/ �ព�ចរណ ម �នត មដដ ងថនរណជអ�កកតប តបស�កនEកទ កយ ង ត�វដព�ន�Rកម លព�ក�រ �ដដល.ល�.លអចត�វបនក�កតប តបស�។

ណត�នរណជអHកទ,ញVល,តVល ឬ ណសវកម*? (Who buyers the Product or Service?)● ករវ �ភ�ព��រ�វករអចត�វបនព�ចរណ.ងដដរ ក នរណជអ�កទ�ញ.ល�.ល។

កនEជករNងដដលអ�កត�វក�ស�គល� កតLEអ�កទ�ញខ#សព�អ�កកតប តបស�។ ដ0ចណម5ចដដលណyថករជ�រ 6ញទ.V|រតមរយ<ករទ,ញ? (What is Market Motivation for Purchase?)

● កនEជកត? ច#ងកតកយដដលកយ ងត�វព�ចរណជម�យស�U� រល�អ�ព�រកទYX○ ម�លកហ#អn�បនជអ�ថ�ជនទ�ញ.ល�.ល?

○ ក ឥទ'�ពលអn�អចឲRអ�ថ�ជនសង� មក�#ងករទ�ញយក.ល�.ល?





គ�ន�សតងទ៨ៈ សក? ន# ពលទ�.:រ សក? ន# ពលលក� ន� ងដ �កU រករពPករUI លក�Assesseconomicenvironment

Compareforecast withobjective

Developsalesforecast

Estimatemarket and/orenvironment

Establishsales quotas

Inagreement

?

Redesignmarketingprogram

No

Yes


ម�ម��នទ� ៣

ករអន�វត�ន�កម�វ ធ�លក� Implementation of The Sales Program

១. ក�យល��tងព�តន̂ទ��ប9�អcកលក�? (The Salesperson's Role Perception)

ក. ត:រនទ.របស អHកលក (The Salesperson's Role)

�នទ�របស�អ�កលក��Kបង] ញព�សកម�ភព ន �ងឥរ �Fបថដដលត�វតប�ប?�កដយប#�Vលទ �ងឡយ ដដលត�វបនដងត �ងកដយ�ដUងកនE។ �នទ�កនEត�វបនចងJ#លបង] ញកដយដ�កU រករប�ជ�ហនX

ជ�ហនទ�១�នទ�ក�#ងនមជចដ��រទ�នក� ទ�នងជម�យន ងកររ ព ងទ#ក

ជ�ហនទ�២អ�កលក�កធn ករបកង+ ករយល�ដ ង

ជ�ហនទ�៣ករដកដតបករយល�ដ ងរបស�អ�កលក�ឲRកaជឥរ �Fបថ

កងnល�ទ�ម�យ�K ក ររ �ព ងទ#ក ន �ង �រ�វករដដលអ�កលក�ន ងទទ�លបនករងររ�មគ� ក"ក �#ងស�Lធភរក�ចHដដលទក�ទងន ងសមជ�ទ �ងឡយក�#ង ករបកង+ �នទ�។

ដ.�កទ�ព�រ�Kជដ�កU រករក�U�អeន%យ�នទ� ដដលទក �ទងន ង�នទ� ដដលអចទទ�លយកបន

ក"ក�#ងជ�ហនច#ងកតកយកនE ដ �កU រករក�ន�អeន%យកល �នទ��Kទក� ទ�នន ងប�ដរប�រ�លរបស�អ�កលក�ជម�យករយល�តជuតជបព��នទ�ក"ក�#ង ឥរ �Fបថជក�ដស?ង។



Activities*

1. Selling: plan selling, search out leads, identify person in authority, select products for calls, prepare sales presentations, call on accounts, make sales presentations, overcome objections.

2. Working with orders: correct orders, expedite orders, handle back orders, handle shipment problems.

3. Servicing the product: supervise installation, test equipment, train customers to use product, teach safety instructions, order accessories, perform maintenance.

4. Information management: receive feedback from clients, provide feedback to superiors, provide technical information, read trade publications.

5. Servicing the account: set up point-of-purchase displays, assist with inventory control, stock shelves, handle local advertising.

6. Conferences/meetings: attend sales conferences, attend regional sales meetings, set up exhibitions and trade shows, work client conferences, attend training sessions, fill out questionnaires.

7. Training/recruiting: Look for new sales representatives, train new representatives, travel with trainees, help company management plan selling activities.

8. Entertaining: take clients to lunch, drink with clients, have dinner with clients, party with clients, go golfing or fishing or play tennis with clients.

9. Out of town traveling: travel out of town, spend night on road.

10. Working with distributors: establish relations with distributors, sell to distributors, extend credit, collect past-due accounts.

Performance Criteria

1. Total sales volume and increase over last year.

2. Degree of quota attainment.

3. Selling expenses and decrease versus last year.


គ�ន�សតងទ៩ៈ ដ�កU រករ យល� តជu តជបអ �ព�ករងរ របស�អ�កលក�

Role expectation: Does role partner expect me to engage in that activity?

Role ambiguity: Do I know what role partner expects with regard to that activity?

Role conflict: Is there disagreement between two of these role partners over the performance of that activity?

CustomersCompany

Sales Managers Family

Salesperson

Role inaccuracy: Are the salesperson's perceptions of the demands being placed upon him or her correct?

គ�ន�សតងទ១០ៈ សកម �ភពទ �កa ក រងរវ �ន�ច�%យ ន�ង រងn ន� ស�រប� អ�ក លក�ក�#ងឧស:ហកម�

Build Bright University SALES AND PROMOTION MANAGEMENT4. Profitability of sales and increase over last year.

5. New accounts generated.

6. Improvement in performance of administrative duties.

7. Improvement in service provided customers.

Rewards

1. Paya. Increased take-home pay.b. Increased bonuses and other financial incentives.

2. Promotiona. Higher-level job.b. Better territory.

3. Non financial incentives (contests, travel, prizes, etc.)

4. Special recognitions (clubs, awards, etc.)

5. Job security

6. Feeling of self-fulfillment.

7. Feeling of worthwhile accomplishment.

8. Opportunity for personal growth and development.

9. Opportunity for independent thought and action.

ខ. សមសធត6ត:នទ. ន,ងអHកគ�ប គ�ងដVHកលក (The Role Component and The Sales Manager) ក"ក�#ងច�U# ចកនE កយ ងកឃ ញថសមសធ#�នទ�ជមA�ដដលម�យដដលមនករជប�វ�Vវ %ន'FAង

ស�ខន�ច�កLEអ�កត�ប�ត�ងដ.�កលក�។ ករដដលមនអរម�UI ម�នច�ស�លស� ជ �កលE ន�ង ក �ហ#សក.Sងៗ ក"ក�#ងទសSនX�នទ� វអ ចបង+ឲRមនភពតន ង ន �ងករថប�បរម�ជ# �វ �ញបរ �Fកសករងររបស�អ�ក លក�។ ទ �ងអស�កនEកហ យវអចដ កន �កaរកករអន#វ?នIកខ:យ។ កនE�KជករNងល�បក�ស�រប�អ�កត�ប�ត�ង លក�។ ដ �កច�E អ �កត�ប�ត�ងត�វមនអរម�UI ន ងន� ន �ងតបកបកដយករអ�ឱនក�#ងអeន%យម�យកដ ម/ �ដថ រក:ព�កក�។

ដស�រប�ឱកសម�យកទY ដដលអ �កត�ប�ត�ងដ.�កលក�អចស�ករចបនន�វកគលកsរបស�ខ1�ន �Kករ តបកសកតជ សករ សតបក_ទអ�កលក�ថ�� ឬកធ n ករបU?# Eបណ? លព�កក� ឬកតប តបស�ករកល កទ កច�?កដ ម/ � ជ�រ#ញព�កក�សកម�ភពរបស�ព�កក� ន �ង កដ យកតប តបស�លកWUXវ �ន�ច�%យក�#ងករវយ�ចល រ K តមមកធP -

បយត�ប�ត�ងដដលតបកបកដយច�?សសស?ខrស�។២. លកpណuពLម99ៗ�ប9�អcកលក�គfកបម`យមជ�ជoយ? (Characteristics of Successful Salespeople)

ដបបដ.នចនលកWUXព�កសសតមសម/ទ ន �ងផg ល�ខ1�នត�វបនក�ក�U�ស�គល�ខrស�តមរយX សមeភពរបស�ឯក?ជនម� ក�ៗកដ ម/ �កធn តប�ប�?ករងរលក�រ�ចជកតសច។ ម នស�U� រព�រដដលកយ ងត�វ ព�ចរណករNងកនE�K (១)ក លកWUX ន �ងសមeភពអn�ខ1EដដលអចឲRប#�Vល�កម� ក�ស�ករចបនន�វភរក�ចH លក�បនលJ? (២)ក ករព�ចរណអn�ខ1Eដដលទក�ទងន ងសម/ទចនករលក�?



ឥ!�វកយ ងតកកលកកម លព�លកWUXព�កសសរបស�អ�កត�ប�ត�ងលក� កដ ម/ �ក01 យន ងស�U� រកនE ច �រ អ�កក�U�ព�ប#�Vល�កលកWUXរបស�អ�កត�ប�ត�ងលក� ក"កពលគ�កតជ សករ សប#�Vល�កដ.�កលក�។ តមករ ស�ក:តសវតជវបនបង] ញថ អរម �UI សទរត�វបនអ�កត�ប�ត�ង��ថស�ខន�ជងក�ច�កLEប#�Vល ដដលត�វជ�ល។ ម នលកWUXព�កសសក.SងកទYដដលព�កគ��ថស�ខន�ដដរ ដ �ចជករច�ដចងបន លJ ន �ងមហ�ច��ត ម �នត មដបA#កណ� Eកទមនកត? ព�កទYដដលរ�មច�ដUក.ងដដរកនE�KរកបYបចនករបញH# E បញH� ល ន�ងជ�នញទ�នក�ទ�នងកដយវច។ កទEប�ជFAងណកhកដយ ករតប �ប�?ម�យច�ន�នកhត�វព�ច-

រណព�បទព�កសធនIលក�ព�ម#នមក ដដលជសម/ទរបស�ប#�Vលជអ�កលក�។មនករស�ក:តសវតជវម�យទក�ទងន ងលកWUXព�កសសរបស�អ�កលក�តបកបកដយកជ�ជ%យករ

វ �ភ�ចនកត? សសស?បនបង] ញថ វមនភពខ #សដប1កគ� ក�#ងករអន#វ?នIករងរលក�ដដលក�ដបងដចក ជតប �ម�យតបក_ទចនអកថរទ �ងកនE ដដលមនបង] ញក�#ង��ន�សតងទ�១១។

Variable Category Definition

Demographic and physical characteristics

Age

Sex

Physical appearance

Classifications based on physical traits of an individual

Height, weight, neatness, and general appearance and manner

Background and experience

Personal history and family background

Level of educational attainment

Educational content

Sales experience

Non sales work experience

Development educational and work experience of an individual

Father's/mother's occupation; number of siblings, sibling rank; early family responsibility; extracurricular and athletic activities

Individual's years of schooling; degrees earned; grade average

Individual's college major; number of business/sales courses; executive development programs

Individual's years of sales experience; number and type of sales jobs; promotions and career history

Individual's work history, including military service; length of time in past jobs; past occupation most and least enjoyed.

Current status and lifestyle

Marital/family status

Financial status

Activities/lifestyles

Individual's present marital, family, and financial status; leisure activities

Individual's current marital status; number and ages of dependents; spouse's occupation

Individual's past and and current income levels, family income; history of salary increases; assets and liabilities; home ownership; amount of insurance

Time individual gives to church, clubs, etc.; number of memberships; offices held in organizations; hobbies and interests

Aptitude

Intelligence

Cognitive abilities

Verbal intelligence

Math ability

Enduring personal characteristics that determine an individual's overall ability to perform a sale job

Summary measures of mental abilities; total scores on multifactor intelligence tests

Measures of specific mental processes and abilities, including mental flexibility, ideational fluency, spatial visualization, inductive and logical reasoning, and associative and visual memory

Mental abilities related to the comprehension and manipulation of words; verbal fluency

Mental abilities related to the comprehension and manipulation of numbers and quantitative relationships


គ�ន�សតងទ១១ៈ សកម �ភពទ �កa ក រងរវ �ន�ច�%យ ន�ង រងn ន� ស�រប� អ�ក លក�ក�#ងឧស:ហកម�


Sales aptitude Enduring personal characteristics and abilities thought to be related to the performance of specific sales tasks

Personality

Responsibility

Dominance

Sociability

Self-esteem

Creativity/flexibility

Need for achievement/intrinsic rewards

Need for power/extrinsic rewards

Enduring personal trails that reflect an individual's consistent reactions to situations encountered in the environment

The person is dependable, emotionally stable, and punctual, adjusts well to frustration; keeps promises, follows plans

The person takes command, exerts leadership, pushes own ideas, wants power versus being submissive; is egotistic

The person enjoys social activities and interaction, likes to be around people, is talkative and gregarious, enjoy attention

The person is confident physically, personally, and careerwise; can stand criticism, claims to have abilities and skills, is confident of success, believes others have a positive attitude toward him/her

The person is innovative, flexible, ready to entertain new ideas and ways of doing things, individualistic, tolerant of human nature

The person works hard, likes to do his/her best, seeks success in competition, wants to produce something “great,” gains satisfaction from accomplishment and personal development

The person is motivated primarily by desires for money or advancement, has strong need for security, desires increased power and authority

Skills

Vocational skills

Sales presentations

Interpersonal

General management

Vocational esteem

Learned proficiencies and attitudes necessary for effective performance of specific job tasks; skills can change over time with training and experience

Job- and company-specific skills; technical knowledge and vocabulary related to the firm's product line, knowledge of the company and its policies

Skills related to evaluating customer needs, presentations style, ability to handle objections and close the sale

Skills related to understanding, persuading, and getting along with other people

Skills related to organizing, directing, and leading other people

Degree of liking or preference for the tasks and activities associated with sales jobs

៣. ក�វភ�ក�ង� នLង លកpណuវនLចyoយកc5ងក�មគជz9ម�{9អcកលក� (Job Analysis And Determination of Selection Criteria)

ក. នរណជអHកវ,ភ� ន,ង ជអHកណរ'បច�ភរ<ក,ច�ករងរ(Who conducts the analysis and prepares the description?)

ក"ក�#ងតក7មហ9#នម�យច�ន�ន ករវ �ភ� ន �ង ករករYបច �ករងរលក�ត�វបនកធn ក! ងច�កLEដប#�Vល ណដដលសe�ក"ក�#ងដ.�កត�ប�ត�ងលក�ដបA#កណ� E។ ដស �រប�តក7មហ9#នម�យច�ន�នវ �ញ ស �រប�ករងរកនE ត�វបនតប�ល�កaឲRអ�កឯកកទសដដលសe�ក"ដ.�កធនធនមន#សS ឬ ទ �តប ក:មកព�ខងកត�។ �នទ� លក�ទ �ងកនEត�វបនក�តបម�លព%�មនព�តប_ពព�រស�ខន�ៗ៖

១. អ�កកន�កប�ករងរកពលបចH#ប/ន�២. ព�អ�កត�ប�ត�ងលក�ដដលកម លករខ#សត�វមន#សSដដលសe�ក"ក�#ងករងរកនE

ខ. មត,កននភរ<ក,ច�ករងរ (Content of the job description)

ករពhត�នអ�ព.ក,ច�ករងរលក ឲ2;នល� វស�,តណ�ណល�ទ�ហ� ន,ង ក,ច�ត�រ 0វរបស វ៖ i. លកWUX.ល�.ល ឬកសវកម� ដដលត�វលក� ii. តបក_ទអ�ថ�ជន ដ�ចជ អ�កទ�ញ, ភ� ក�ងរលក�, អ�កត�ប�ត�ងករងចតកជកដ ម។



iii. ករងរ ន�ងទ�ន�លខ#សត�វជក�លក� ដដលត�វអន#វ? រ �មទ �ងក�ចHករដ.នករ, ករតសវតជវ ន�ងករតបម�លព%�មន, ករងរលក�ជក�ដស?ង, ក�ចHករ.Sពn.:យដចទកទY, សកម�ភព .?ល�កសវកម�អ�ថ�ជន, ន�ងភរXក�ចHកស��ន ន�ងករកធn របយករUI ។

iv. ទ�នក�ទ�នងរវងអ�កកន�កប�ករងរ ន �ង ដ �ដUងដចទកទY ដ ដលសe�ក"ក�#ងអងVភព។ ដដលទក�ទងន ងរបយករUI , ករទទ�លខ#សត�វរបស�អ�កលក�, អន?រកម�រវងអ�កលក�ន ង សមជ�កក�#ងដ.�កដចទកទYដ�ចជខង.ល�កម� ឬខងវ �សnកម�ជកដ ម។

v. �រ�វករដ.�កស�បញ� ន�ងរងកយ ចនករងរ, រ�មមនក�រ �ចនច�កUEដ ងខងបកចHកកទស ដដលអ�កលក�Lក�ពន%'ន ង.ល�.លរបស�តក7មហ9#ន ជ �នញច �បច�ដចទកទY ន �ង ក �រ �ចន ករ01ងក�ដដលLក�ព%ន'។

vi. ស�Lធ ន �ង ក �រ �ចនមជ2ដ4 ន ដដលអចជEឥទ'�ពលក�#ងករអន#វ?ករងរ ដ �ចជន�ន� ករទ� .:រ, ច�ន#ចខ1 �ងកខ:យចនករតបក�តបដជង, កករ ?�កឈ� Eរបស�តក7មហ9#នក�#ងច�កណមអ�ថ�- ជន, ន�ងបញ] តប_ពធនធន ន�ង ករ.V�.Vង។

�. លក��<សមSត5,របស ប6��លលក (Determining Job Qualifications)

ករ��រព�សមeភពរបស�មន#សSដដលកយ ងរ �ព ងទ#កច�កLEករអន#វ?ករងរលក�ជក�លក�ម�យ �Kជដ.�កម�យម�នងយតសuលក! យក"ក�#ងដ�កU រករកតជ សករ ស។ ដ �កច�Eអ�កត�ប�ត�ងករលក�តបដហលជ ដសnងរកជ�ន�យព�អ�កឯកកទស ឬអ �កច�?សសស?ជ�នញដដលអចកធn ករព�ចរណបនកត�ទក�ទងន ងភព ស�ខន�ចនត�ប�ចរ �លកWUXរបស�ប#�Vលជអ�កលក� ទ �ងកនEរ�មមន ក រតuព�ន�Rខងកយសម/ទ,

សមeភពខងបញ� ន�ងបទព�កសធនI ន�ងប#�Vល�កលកWUX។

៤. ក�វភ�ព�តJ� rវក�លនកJលJងលក�កc5ងក�0វធ�បណ:5 �បណ: ល (Analyzing the Needs of the Sales Force in training program)(��ន�សតងទ�១២ បនបញz ក�)

ក. ករវ,ភ�ត�រ 0វករ (Analyze needs)

ក"ច�U# ចចប�ក.? មក�#ងករបកង+ ជ�កនNកជNជក�ព�ករវ �ភ�អ�ព��រ�វករចនក�ល �ងលក� � KមនមកធP បយម�យ �KទសSនXក�ចHជម�យ�ណងលក� កដយអកង + ន�ងសក�ស�រព�អn�ដដលព�កក�ត�វករ កដ ម/ �កយ ង ដ ងអ�ព�អn�ដដលអចជ�យព�កក�ក�#ងករអន#វ?តបកបកដយតបស�ទ'ភពជងកនE។ ករNងម �យកទY � Kអ�កត�ប� ត�ងលក�កhជតប_ពព%�មនម�យស�ខន�ដដរ ព�កតLEព�កក�សe�ក"កកYកន ង�ណងលក�។ ឬក hត�វមនអ�ក ជ�នញណម� ក�អន#វ?ក�រងស�U� រសក�ស�រអ�ថ�ជន៖

១. ក អ�ករ �ព ងអn�ខ1Eព�អ�កលក�ក�#ងឧស:ហកម�កនE?

២. ក អ�កខកច�?ព�ករNងអn�ខ1Eជម�យអ�កលក�?៣. ក តក7មហ9#នម�យណដដលអន#វ?ករលក�បនលJប�.#ជម�យអ�ក?

៤. ក មនវ �ធ�អn�ខ1Eដដលព�កក�អន#វ?បនតបកស រ?



ខ. ករក��ត ទ,សណ� ( Determine objectives)

ករបកង+ ទ�សកsភពជក�លក�, ភពជក�ដស?ង, ន�ងអចវស�ដវងបន ក hត�វប�កបញH� លជម�យ ន ងភពដដលអចកជNជក�បនចនកម�វ �ធ�បU?# Eបណ? លលក�។ ទ �សកsទ �ងកនEអចរ�មមនករយល�ដ ង ព�.ល�.លថ��, បកចHកវ �ជz ថ�� ឬន��វ �ធ�ថ��ៗជកដ ម។ ឧទហរUI តក7មហ9#នចង�បកង+ នករលក�ដថម១០ភ� រយ ដដលវអចក1 យជកគលកsធ�ម�យចនកម�វ �ធ�បU?# Eបណ? លលក�។


Analyze needsJob analysisJob descriptionSales force and marketingSales managersEvaluation of previous training programsCustomers

Determine objectives

Review needsConsider short-term and long-run issuesCompare training objectives with company goals

Development programand implement

Evaluate previous training program methodsConsider costs/benefits of various training methods

Evaluate and review program

Establish training budgetDevelop training materialsTrain the sales trainersEstablish timingSelect locations

Develop monitoring systems

Monitor program

Analyze reactions and learning behavior, and measure resultsConduct cost/benefit analysisRevise program if needed before next session

គ�ន�សតងទ១២ៈ ករវ �ភ� �រ�វករច នក �ល �ងលក�ក�# ងកម �វ �ធ�បU?# Eបណ? ល

Objective Information Sourcesand Processes


�. ករអភ,វឌ�នU ន,ង អន6វត5កម*វ,ធ. (Develop and implement program)

ក"ក�#ងច�U# ចកនE ក រស�ករចច�?ដដលត�វបនកធn ក! ងក"ក�#ងកម�វ �ធ�បU?# Eបណ? ល ឬជ�លអងV -

ភពខងកត�កដ ម/ �ដ កន �។ តក7មហ9#នភ�កតច នទ �ង�ចទ �ងធ� កតប តបស�ភ� ក�ងរខងកត�ច�កLEវ�VបU?# E បណ? លកនE។ ច �កLEតក7មហ9#ន�ចៗភ�កតច នរ#ញកម�វ �ធ�កនEឲRអ�កដចទដ កន �ជ�ន�ស ច �ដUកឯតក7មហ9#ន ធ�ៗ ភ�កតច នក�អ_�វឌ�នIកម�វ �ធ�កនEកដយខ1�នឯង តបស �នកប មន�រ�វករព�កសសកទ បកតប ភ� ក�ងរខងកត�។

ឃ. វយត�នល ន,ង ព,ន,ត2ណ��ងវ,ញ (Evaluate and review program)

ករដកច0�តបពន%'វស�ដវងម�យ�Kជជ�ហនបនg ប�។ មនស �U� រម�យច�ន�នដដលត�វស�រក�#ងដ�ណក�កលកនEរ�មមនX ក អn�ដដលកយ ងចង�វស�ដវង? ក កយ ងចង�វស�ដវងក"កពលណ? ក កយ ងវស�ដវង កដយរកបYបណ? ក តបក_ទចនឧបករUI វស�ដវងអn�ដដលអចអន#វ?បន? ជច#ងកតកយ ករវយ �ចល ករអន#វ?ករលក� វ. ?ល�ន�វ_%ស?#តងបដនeមកល �ចលបU?# Eបណ? ល កទEប �ជព%�មនត�វបនកតប តបស� កដយតប7ងតបយ%�កhកដយ។




ម�ម��នទ� ៤

ករវយត�លល ន$ងគត%តព$ន$ត'កម�វ ធ�លក� Evaluation and Control of The Sales Program

១. ក�វភ�ក�លក� (SALES ANALYSIS)

ក. លក��<ននករគតQតព,ន,ត2 (Nature of Control)

ករវយ�ចល ន �ងករត�ប�ត�ងកដ រ�រFAងស�ខន�ក�#ងដ�កU រករត�ប�ត�ង កហ យវត�វបនក� ពU� នអ�ព�ករវ �លជ# �ចនករតuព�ន�តតមរយXព%�មនត!ប� ដដលមនបង ] ញក�#ង��ន�សតងទ�១៣។ កគលប�Uងរបស�តក7មហ9#នដបញH� លន�វទ�សកsជម�VកទសកIកaក�#ងដ�កU រករកដ ម/ �អន#វ?ន�វករបកង+ ដ.នករ។ ខUXក ពលដដលករងរដកច0�កក មន ដ .នករទ �ងឡយត�វបនក�អន#វ?កដ ម/ �ក1 យជដ.�ក ម�យចនតប�ប?�ករតបច �ចថ�។

ខ. សវនកម*មW ឃ.ធ.ង (Marketing Audit)

សវនកម�មAឃ�ធ�ង � Kជករប�កពញករងរ, តបព%ន'.1� វករ, ករវយ�ចលទ�សកsសរ#បចនករខ�ខ� តប ងដតបងមAឃ�ធ�ងរបស�អងVភពម�យ។ សវនកម�មAឃ�ធ�ង តu ព�ន�Rកម លកគលកs, កគលនកFបយ,

រកបYបករYបច�ករងរ, វ �ធ�សសស? ន �ង ទតមងករ , ន�ងធនធនមន#សS។ ព�កក�កhអចវយ�ចល.ងដដរកa កល សe នភពបចH#ប/ន�របស�តក7មហ9#ន តពមទ �ងច�U# ចខ1 �ងកខ:យរបស�វ។

សវនកម*មW ឃ.ធ.ងមនព.រគបណភទជម0លដ� ន៖


គ�ន�សតងទ១៣ៈ ម�លដ4 នចនដ�កU រករករត�ប�ត�ងករតuព�ន�R

Plans

Evaluation

Goals

Implementation

Operations


■ The Horizontal Audit (សវនកម�ដខSកដក ): ត�វបនក�ស�កsច�កLEសវនកម�មAឃ�ធ�ងច�រ#E (Marketing Mix) ដដលក�#ងកនEមនករតuព�ន�តកម លត�ប�សមសធ#ដដលមនក"ក�#ង មAឃ�ធ�ងច�រ#E។

■ The Vertical Audit (សវនកម�ដខSឈរ ): �Kជករប�កពញករងរ, ទ�សកs, ករវ �ភ�ជ .1�វករក�#ងដ.�កម�យចនករខ�ខ�តប ងដតបងរបស�មAឃ�ធ�ងទ �ងម�ល។ ឧទហរUI ករតប ង ដតបងលក�កដយប#�Vល។

�. គបពhនB` �គទណល�ករណធF�ណសចក5.ស�ណរចច,ត5 (Decision Support Systems)

តបព%ន'គ �តទកល ករកធn កសចក?�ស�ករចច�? ក�ក�ថ (DSS) ត�វបនក�.?ល�ន�យមន%យថ "រកបYប ចនករតបម�លន�វទ�ន�ន%យ, តបព%ន', ឧបករUI , ន�ងបកចHកកទសរ�មជម�យន ងករ.V�.Vង� software ន�ង hard-

ware ដដលអងVភពម�យបនតបម�ល.?# � ន�ងបកដតបព%�មនLក�ព%ន'ព�ករកធn អជ�វកម� ន �ងបរ �Fកស កដ ម/ � ដកដតបម�លដ4 នសកម�ភពមAឃ�ធ�ងម�យ។"

ករតបម�ល.?# �តបព%ន'គ �តទកល ករកធn កសចក?�ស�ករចច�?កល ករករYបច�តបព%ន'ទ�ន�ន%យ, តបព%ន'��រ� ន �ង តបព%ន'ភស។ តបព%ន'ទ �ងកនEវមនអន?រកម�កaវ �ញកaមក ដដលអ�កត�ប�ត�ងត�វកតប តបស�វ។

1. Data System (តបព%ន'ទ�ន�ន%យ): តបព%ន'ទ�ន�ន%យដដលមនក"ក�#ង DSS រ�មមនដ�កU រករទ �ងឡ-

យដដលកតប តបស�កដ ម/ �តស�បយក ន �ងវ �ធ�សសស?កដ ម/ �ស?#កទ#កក"ទ�ន�ន%យដដលបនមកព�ទ�.:រ, ហ�រញ�វe# , ន�ង.ល�កម�។

2. Model System (តបព%ន'��រ�): តបព%ន'��រ� រ�មមនករងរតមទម1 ប�ត�ប�ដបបFAង ដដលអ�កកតប តបស� តបព%ន'កនEស�របស�រ�លទ�ន�ន%យ ន �ងដក�បញH� លតបក_ទចនករវ �ភ�ដដលអងVភពត�វករ។ កទEជ កពលណកhកដយ អ �កត�ប�ត�ងត�វតកក!កកម លទ�ន�ន%យទ �ងកនE ព �កក�ន ងទទ�លបនន�វ��ន� ច0�តបឌ�ជម#នស?�ព�រកបYបអន#វ?ករងរ ន�ងអeតបកFជនIដដលបនព�ទ�ន�ន%យកនE។

3. Dialog System (តបព%ន'ភស): វ�K DSS ដដលមនលកWUXដប1កជងក� ន�ងមនសរXស�ខន�ជង តបព%ន'ព�រខងកល ។ តបព%ន'កនEវអន#ញ� ឲRអ�កត�ប�ត�ងកតប តបស�កម�វ �ធ� Databases កដ ម/ �ក�U� ��រ�ក�#ងករបកង+ របយករស?�ព�ករប�កពញតម�វករព%�មនច�ស�លស�។



២. ក�វភ�ល��ម�� (COST ANALYSIS)

ករវ �ភ�ចថ1កដ ម �KជករបសងVប�បដនeមច�កLEករវ �ភ�ករលក� កល ករត�ប�ត�ងករខ�ខ�តប ងដតបង លក�កដយប#�Vល។ តសបកពលដដលករវ �ភ�ករលក�កផ? កល លទ'.លដដលស�ករចបន ករវ �ភ�ចថ1កដ ម កhក�ព#ងតកក!កកម លកល ចថ1ច�ណយកតកយព�ទទ�លលទ'.លរ�ច ន�ងថក .លទទ�លបនមកវ �ញសមតសប កaន ងខgង�ច�ណយដដរឬកទ?

ក. ករបណង��តករវ,ភ�នថ�ណដ�ម (Cost Analysis Development)


គ�ន�សតងទ១៤ៈ ករស�ករចច�?ស�ខន�ៗជ# �វ �ញករវ �ភ�ករលក�

Quota ' Last years sales

Forecasted sales Other territories

Other

All comparisons Significant deviations only

Other

Sales invoice Salesperson call reports Salesperson expense accounts

Warranty cards Store audit or scanner data Diary panel data

Other

' Geographic regions or salespeoples territories, , , Product package size grade or color

Customer or customer size Class of customer or channel of distribution

Method of sale Size of order

Terms of saleOther

Simple

Comparative

Basic forComparison

Type of reporting system

Type of evaluationsystem

Sources of information

Sales breakdowns


ករត�ប�ត�ងករលក� ម�នត មដកធn ករវ �ភ�ករលក�ដដលស�កsដកaកល ករត�ប�ត�ងម#ខងរលក� បA#កណ� Eកទ ក �កhកផ? យកច�?ទ#កដក�.ងដដរកaកល សមeភពទញយកតបក�ច�កUញ(Profitability)

ដដលបន01ងក�ករច�ណយដhកតច នសន' កសន' ប�ក"ក�#ងតប�ប?�ករមAឃ�ធ�ង។

កហ#.លជក�ដស?ងម�យ ដដ លអ�កទ�.:រកធnសតបដហសច�កLEតបព%ន'�UកនយR ដដ លព�កក�ម�ន ទន�បនករYបច�កដ ម/ �ប�កពញ�រ�វករក�#ងករត�ប�ត�ងមAឃ�ធ�ង។ កហ យកនEកhជករងរស�ខន�ម�យដដល អ�ក��រដករYបច�ក! ងកដ ម/ �រយករUI ដល�មH ស�ឥUទន ន �ងមH ស�ភ�ហ9#នជកដ ម។ ម �នដបA#កណ� Eព�ក ក�កhត�វ��សបញz ក�.ងដដរ ក �#ងករកដEតសយឲRកន�ដតបកស រក! ងកល តប�ប?�ករ.ល�កម�ចនសហ តគសរបស�ខ1�ន។ ដ �កច�Eតបព%ន'�UកនយRត�វបនដUន �ព�របយករUI បចH#ប/ន� ន �ងករវ �ភ�ចថ1កដ ម.ល�កម�។

អ�កកh��រយល�ដ ងព�ចកន1 Eជក�ដស?ងរវង�រ�វករព%�មន�UកនយR កដ ម/ �វAស�ដវងទកងn .លមAឃ� ធ�ង ន �ងករ.V�.Vង�ព%�មនទ �ងកនE, បញ] ម�យកទYដដលអ�ក��រដតមដន � Kភពខ#សគ� រវង�ចល �UកនយRទ�កa ន�ង�ចលមAឃ�ធ�ង។

ខ. ��ណនយ2 ទល ន,ង នថ�ណដ�មមW ឃ.ធ.ង (Accounting Versus Marketing Costs)

បញ] ម�យដដលកយ ង��រក�ស�គលព�កដ មដ�ប�ង � Kភពខ#សដប1កគ� ចនកគលប�Uង ដដល សe�ក"កតកមចថ1កដ ម�UកនយR ន �ងចថ1កដ មមAឃ�ធ�ង។ ចថ 1កដ ម�UកនយRត�វបនក��Uន ន�ងកធn ឲRតបកស រក! ងន�វករច�លងតប�ប�?ករតក7មហ9#នទ#កជតបវ?�។ ច �កLEអ�កត�ប�ត�ង�Uកន-

យRម� ក� ច�U� លស#ទ'វមនសរស�ខន�ណស�ក�#ងករថច�លងទ#កន�វរបយករUI កន1ងមក។

ច�ដUកឯទ�ដ4ភពមAឃ�ធ�ងវ �ញវហក�ដ�ចជ ទ �ដ4ភពរបស�អ�កកសដ4ក�ចHម� ក� ព �កតLEថ វជករដUន �ម�យនកពលអន�។ ច �កLEអ�កកសដ4ក�ចH ច �U� លស#ទ'វជករបAន�ស� នម�យ ដដលមនសរស�ខន�ស�រប�អន�បនg ប� កដយម �នមនរបយករUI ណដដលស?�ព�ច�U� លព� ម#នមកកទ។ ម �លកហ#កនEកហ យ ប នជអ�កកសដ4ក�ចHតកក!កកម លដអន� កដយព�ចរណព� ចម1ចនតទពRបចH#ប/ន�ជម�លដ4 ន។ �. នថ�ណដ�មណពញណលញ ន,ងគ;ក ច�ណ�ញអណថរ (Full Cost Versus Contribution Margin)

Costs versus Expenses:sales Less: Cost of goods sold

Gross marginLess: General administrative and selling expenses

Profit or net income before taxes




គ�ន�សតងទ១៥ៈ ភពខ#សគ� រវងចថ1កដ មកពញកលញ ន�ងតបក�ច�កUញអកថរ Full-Cost Approach

Sales

Less: Cost of good sold

Equal: Gross margin

Less: Operating expenses (including the segment's

allocated share of company administration and

general expenses)

Equal: Segment net income

Contribution Margin ApproachSales

Less: Variable manufacturing costs

Less: Other variable costs directly traceable to the

segment

Equal: Contribution margin

Less: Fixed costs directly traceable to products

Fixed costs directly traceable to the market

segment

Equal: Segment net income

គ�ន�សតងទ១៦ៈ Profit and Loss Statement by Departments Using a Full-Cost Approach Totals Departm ent1 Departm ent2 Departm ent3

Sales $500,000 $250,000 $150,000 $100,000

Cost of good sold 400,000 225,000 125,000 50,000

Gross margin 100,000 25,000 25,000 50,000

Other expenses:

Selling expenses 25,000 12,500 7,500 5,000

Administrative expenses 50,000 25,000 15,000 10,000

Total other expenses 75,000 37,500 22,500 15,000

Net prof it (loss) 25,000 (12,500) 2,500 35,000

គ�ន�សតងទ១៧ៈ Profit and Loss Statement if Department 1 Were Eliminated Totals Departm ent2 Departm ent3

Sales $250,000 $150,000 $100,000

Cost of good sold 175,000 125,000 50,000

Gross margin 75,000 25,000 50,000

Other expenses:

Selling expenses 12,500 7,500 5,000

Administrative expenses 50,000 30,000 20,000

Total other expenses 62,500 37,500 25,000

Net prof it (loss) 12,500 (2,500) 25,000




គ�ន�សតងទ១៨ៈ Contribution Margin by Departments Totals Departm ent1 Departm ent2 Departm ent3

Sales $500,000 $250,000 $150,000 $100,000

Variable costs:

Cost of good sold 400,000 225,000 125,000 50,000

Selling expenses 25,000 12,500 7,500 5,000

Total variable costs 425,000 237,500 132,500 55,000

Contribution margin 75,000 12,500 17,500 45,000

Fixed costs:

Administrative expenses 50,000

Net prof it 25,000


ម�ម��នទ�៥

ករគ�ប�គ�ងករផ�ព)ផ*យ លក� ន$ង ករទ�នក�ទ�នងPromotion Management and Communication

១. ក�គ�ប�គ�ងក�R�ព�R�យលក� (PROMOTIONAL MANAGEMENT)

ករត�ប�ត�ងករលក� � Kជករស�របស�រ�លកល សមសធ#ក�#ងករ.Sពn.:យច�រ#E កដ ម/ �បកង+ ករ តuព�ន�R, ករតបម�ល.?# �ន�វកម�វ �ធ�ក�#ងករទ�នក�ទ�នងមAឃ�ធ�ងម�យតបកបកដយតបស�ទ'ភព។

ច�ដUកអ�កទ�.:រ��រដព�ចរណថ ក ឧបករUI .Sពn.:យលក�ណម�យដដលច�បច�ក�#ងករកតប តបស� ន �ង រកប Yបក�#ងករតបម�ល.?# �សមសធ#ទ �ងកនEកដ ម/ �ស�ករចន�វក�ចHករមAឃ�ធ�ងរបស�ខ1�ន ន�ងទ�ស កsក�#ងករ.Sពn.:យលក�។ តក7មហ 9#នទ �ងឡយកhត�វតបឈមម#ខ.ងដដរ ច �កLEភរក�ចHក�#ងករដបងដចក ថវ �ករក�#ងយ#ទ'នករ.Sពn.:យទ �ងម�ល កaតមសមសធ #.Sពn.:យច�រ#Eន�ម�យៗ។ ក បA#ន� នភ�រយ ចនថវ �ករសរ#បដដលព�កក�ត�វចលលកដបងដចកកaតមឧបករUI ន�ម�យ ដ �ចជX ករ.:យLU � ជzកម�, ករជ�រ#ញករលក�, តបព%ន'អ# �ធKU� , មAឃ�ធ�ងកដយផg ល�, ន�ងករលក�កដយប#�Vល�ក។

តក7មហ9#នទ �ងឡយកhត�វព�ចរណព�កត? ម�យច�ន�នក�#ងបកង+ កម�វ �ធ� IMC រ�មមនតបក_ទចន.ល� .ល, ទ�.:រកគលកs, ដ�កU រករចនករស�ករចច�?របស�អ�កទ�ញ, ដ�ណក�កលចនវដ?ជ�វ �.ល�.ល, ន�ង បណ? ញចនតចកដបងដចកជកដ ម។ ជទ �កaតក7មហ9#នលក�ន�វ.ល�.ល ន �ងកសវកម�ត�វព ងដ.Jកកល ករ .:យLU� ជzកម�កដយ01ងក�តបព%ន'.Sពn.:យធ�ៗ កដ ម/ �ទក�ទងជម�យន ងអ�កកតប តបស�។ អ �កទ�.:រ ដដលមនជ�ន�ញដ�ចគ� (Business to Business Marketers) ជទ�កaករលក�.ល�.លរបស�ព�កក�មន �ចលចថ1, មនករតបថ#យតបថន ន�ងស�#�ស� ញ ដ�កច�Eជញ កញយ�Kក�កតប តបស�ប#�Vល�កច#Eលក�ផg ល�។

កម�វ �ធ�ទ�នក�ទ�នងមAឃ�ធ�ងរបស�អងVភពម�យ ជទ �កaត�វបនបកង+ ក! ងជម�យន ងកគលប�Uង ជក�លក�ម�យដដលមនក"ក�#ងច�?��ន�របស�ព�កក� កហ យកhជដ�ណក�កលច#ងកតកយម�យរបស�.ល� .ល�កដយ01ងក�ដ�កU រករល�អ�ចនមAឃ�ធ�ង ន�ងដ�កU រករចនករកធn ដ.នករ.Sពn.:យលក�។ ឥ!�វ

កយ ងកh��រដតកក!កកម ល��រ�ចនដ�កU រករចនករកធn ដ.នករ.Sពn.:យលក�ម�យ ដដលបង] ញព�ករស�ករច ច�?ជបន?បនg ប�ចប�ព�ករបកង+ កម�វ �ធ� ន�ងករអន#វ?នIកម�វ �ធ� IMC។

២. �Jមណ��ក�លនក�មធ��ដRនក�ទJនក�ទJនង9មហ�ណក�0មSឃ�ធ�ង (THE IMC PLANNING PROCESS)



ក. ករណស�ណរ �ណ��ងវ,ញព.ដVនករមW ឃ.ធ.ង (Review of The Marketing Plan)

ជ�ហនទ�ម�យក�#ងដ�កU រករដ.នករកម� IMC �Kករព�ន�Rកម លក! ងវ �ញន�វដ.នករមAឃ�ធ�ង ន �ង ទ�សកsរបស�វ។ ម #នកពលបកង+ ដ.នករ.Sពn.:យលក� អ �កទ�.:រ��រយល�ដ ងព�បញ] ដដលតក7មហ9#ន ឬ មAក�សញ� សe�ក", ជ�ហរទ�.:របចH#ប/ន�, កដន1ងណដដលវមនន�ន� ករកqr Eកaកន�, ន�ងដ.នករជ មកធPបយកqr Eកaកន�ទ�កនE។ ព %�មនកនEភ�កតច នសe�ក"ក�#ងដ.នករមAឃ�ធ�ង ដដលឯកសរម �យ ដចងអ�ព�យ#ទ'សសស?មAឃ�ធ�ងទ �ងម�ល ន �ងកម�វ �ធ�អ_�វឌ�នIអងVភព, ជ�រ.ល�.លជក�លក�ម�យ, ឬផ1 ក� សញ� LU� ជzកម�។ (ច�រកម លក�#ង��ន�សតងទ�១៩) ដ.នករមAឃ�ធ�ងអចត�វបនក�ករYបច�ជព�រឬប�ទ�រង ដត�វមនសមសធ#ម�លដ4 នប�ជទ�កa៖

1. កធn ករវ �ភ�កល សe នភពល�អ� ក �!#ងកពលមនសវនកម� ន �ងករតuព�ន�RមAឃ�ធ�ងច.gក�#ង ន�ង ករវ �ភ�កត? ខងកត�ដ�ចជទ�.:រតបក�តបដជង ន�ងកត? មជ2ដ4 ន។ (A detailed situation analysis that consists of an internal marketing audit and review and an external analysis of the market competition and environmental factors.)

2. ទ�សកsមAឃ�ធ�ងជក�លក� វកធ n ឲRតបកស រក! ងន�វករដ កន �, ករកតគងកពលកវលច�កLEសកម� ភពមAឃ�ធ�ង, ន�ងយន?ករច�កLEករដ�កU រករវAស�ដវងទកងn .ល។ (Specific marketing objectives that provide direction, a time frame for marketing activities, and a mechanism for measuring performance.)

3. យ#ទ'សសស? ន �ងកម�វ �ធ�មAឃ�ធ�ង រ �មមនករកតជ សករ សទ�.:រកគលកs ន �ងករស�ករចច�? ន�ងដ.ន ករច�កLEសមសធ#ទ �ងប�នរបស�មAឃ�ធ�ងច�រ#E។ (A marketing strategy and program that include selection of target market(s) and decisions and plans for the four elements of the marketing mix.)

4. កម�វ �ធ�អន#វ?នIកល យ#ទ'សសស?មAឃ�ធ�ង រ �មមនករព�ចរណករងរជក�លក�កដ ម/តប�ប?� ន�ង ទទ�លខ#សត�វ។ (A program for implementing the marketing strategy, including determining specific tasks to be performed and responsibilities.)

5. កយ ងបកង+ ដ�កU រម�យកដ ម/ �តuព�ន�R ន�ងវយ�ចលទកងn .ល ន �ងករ.?ល�មកវ �ញន�វព%�មន ដ�កច� Eវន ងបង+ឲRទទ�លបនន�វករព�ន�RបនFAងត មត�វក�#ងករដថរក: ន �ងកធn ករផ1 ស�ប?� រច � បច�ម�យច�ន�នដដលអន#វ?ក"ក�#ងយ#ទ'សសស? ន �ងតក�ទ�ចមAឃ�ធ�ងទ �ងម�ល។ (A process for monitoring and evaluating performance and providing feedback so that proper control can be maintained and any necessary changes can be made in the overall marketing strategy or tactics.)




គ�ន�សតងទ១៩: An integrated marketing communications planning model


ខ. ករវ,ភ�O� នករននកម*វ,ធ.ViពFV|យលក (Promotional Program Situation Analysis)

ករវ 2ភគន�5ក67ង (Internal Analysis): �Kជករវយ�ចលកល ដ.�ក ដដលLក�ពន%'កaន ងករ.V�.Vង� .ល�.ល / កសវកម� ន �ងវ �ភ�កល តក7មហ9#នខ1�នឯងផg ល�។ កសចក?�អង�អចរបស�តក7មហ9#ន កhជស -

មeភពម�យក�#ងករអ_�វឌ�នI ន �ង អន#វ?កម�វ �ធ�.Sពn.:យតបកបកដយកជ�ជ%យបន, កទEប�កម� វ �ធ�ព�ម#នមនករបរជ%យ ឬកជ�ជ%យកhកដយ អ�កត�វដព�ន�Rវក! ងវ �ញក# �ប�ខន។

ករវ 2ភគន�5យប9 (External Analysis): �Kកផ? កaកល កត? ម�យច�ន�នដ�ចជ អ �ថ�ជនរបស�តក7ម ហ9#ន, ករក�ច�ដUកទ�.:រ, យ#ទ'សសស?ក�U�ព�ជ�ហរ, ន�ង��រតបក�តបដជង (មនបង] ញកល �� ន�សតងទ�២០)។ ដ. �កម�យដដលស�ខន�ក�#ងករវ �ភ�ច.gកត� � Kករល�អ�ព�ករព�ចរណរបស�អ� ថ�ជន ន �ង��រ�ក�#ងករទ�ញរបស�ព�កក�, ន�ងដ�កU រករស�ករចច�?របស�ព�កក�, ន�ងកត? ដដលជEឥទ'� ពលក�#ងករស�ករចច�?ទ�ញ។

�. ករវ,ភ�ដ�ណ�� រករទ�នក ទ�នង (Analysis of The Communication Process)

ដ�ណក�កលចនដ�កU រករកធn ដ.នករ.Sពn.:យកនE វ0 1#Eបញz �ងព�វ �ធ�ដដលតក7មហ9#នម�យអច ទ�នក�ទ�នងបនកដយតបស�ទ'ភពជម�យន ងអ�កកតប តបស�ដដលសe�ក"ក�#ងទ�.:រកគលកsរបស�ព�កក�។ អ�កបកង+ ដ.នករ.Sពn.:យ��រ��អ�ព�ដ�កU រករដដលអ�កកតប តបស�ក01 យបកaន ងទ�នក�ទ�នងមAឃ�ធ�-ង។ �Kជដ�កU រករចនករក01 យបច�កLE.ល�.ល ឬកសវកម�ដដលអ�កកតប តបស�កធn ករស�ករចច�?កដយ បង] ញព�ករយកច�?ទ#កដក�ក�រ �ខrស�ម�យ កដ យមនករខ#សដប1កព�ករស�ករចច�?ជទម1 ប� ឬមនករ Lក�ពន%'�ច�ច។ កហ យភពខ#សដប1កកនEវមនឥទ'�ពលដល�យ#ទ'សសស?.Sពn.:យលក�។

ករស�ករចច�?ដក�ករទ�នក�ទ�នងច�កLEករកតប តបស� កត? តប_ព , សរ.Sពn.:យ, ន�ងបណ? ញ ��រកធn ករព�ចរណឲRបនលJ�លJន�ជម#ន។ ច �កLEអ�កកធn ដ.នករ.Sពn.:យលក��រក�ស�គល�ច�កLE តបក_ទក.Sងៗដដលបកង+ តបស�ទ'ភពដល�តបក_ទចនករ.:យLU� ជzកម�កaដល�អ�ថ�ជន ន�ងថក កពល ណព�កក�ន ងសតមបខ1�នច�កLE.ល�.ល ឬមAកសញ� របស�កយ ង។

ក"ក�#ងអeបទកនE កយ ងសង+�ធ�ន�កល លកWUXដច�កដយដលកព�រ រវងទ�សកsទ�នក�ទ�នង ន �ង ទ�សកsមAឃ�ធ�ង (In this text, we stress the importance of distinguishing between communication and

marketing objectives.)៖ទ�សដ�ម� ឃធង (Marketing Objectives): កយ ងស�កsកល ករអន#វ?នIកaតមកម�វ �ធ�មAឃ�ធ�ងទ �ង ម�ល ជញ កញយវបង] ញព�លកWខU� លក�, ច�ដUកទ�.:រ, ឬលទ'ភពតបក�ច�កUញ។ (Marketing objectives refer to what is to be accomplished by the overall marketing program. They are often stated in terms of sales, market share, or profitability.)



ទ�សដ�ទ�នក�ទ�នង (Communication Objectives): កយ ងស�កsកល ករអន#វ?នIកaតមកម�វ �ធ�.Sពn .:យលក�របស�ខ1�ន ជញ កញយវបង] ញព�លកWខU� ចនសរ ឬក hអn�ដដលមនករទ�នក�ទ�នងជក� លក�ដដលមនឥទ'�ពលដល�ករស�ករចទ�សកs រ �មមន បកង + ករយល�ដ ង ឬច �កUEដ ងព�.ល� .ល ន�ងករទមទរ ឬអeតបកFជនI, ករបកង+ រ�បភពអរម�UI , ឬអកប/ក�រ �Fជ�យគ �តទ, ករ កពញច�?, ឬកចនចង�ទ�ញ.ល�.ល។ Communication objectives refer to what the firm seeks to accomplish with its promotional program. They are often stated in terms of the nature of the message to be communicated or what specific communication effects are to be achieved. Communication objectives may include creating awareness or knowledge about a product and its attributes or benefits; creating an image; or developing favorable attitudes, preferences, or purchase intentions.

ឃ. ករស�ណរចច,ត5ណល�ថវ,ក (Budge Determination)

បនg ប�ព�ស�ករចបនន�វទ�សកsទ�នក�ទ�នក�សមតសបកហ យ អ �ក��រទញយកសរ��ត!ប�មក�� ព�ថវ �ក.Sពn.:យម?ងវ �ញ។ ស �U� រព�របនកក ក! ងកដ ម/ �បញz ក�អ�ព�ច�U# ចកនE ក អ�កន ងច�ណយអស�បA#ន� នក�#ងកម�វ �ធ�.Sពn.:យលក�? What will the promotional program cost? ក អ�កន ងកធn ករច�ណយ កដយរកបYបណ? How will the money be allocated? ��ឲRដល� ក �#ងច�កណម�រ�វកររបស�អងVភពកល ករច�ណយច�កLEករ.Sពn.:យលក� � �រដ��រព�អn�ដដលច�បច�ក�#ងករប�កពញតសបតមទ�សកsទ� នក�ទ�នងរបស�ខ1�ន។ វជករព�ណស� � �ករងថវ �ករ.Sពn.:យលក� ជញ កញយត�វបន��រក�#ងករ កតប តបស�វកដ ម/ �ដក�ដ�កណEតសយឲRកន�ងយដ�ចជX ក ថវ �ករបA#ន� នអចទញយកបនន�វតបកFជនI មកវ �ញ ឬ ក ថវ �ករបA#ន� នអចកធn ឲRភ�រយច�U� លរបស�តក7មហ9#ន ឬមAកសញ� មនករកក នក! ង (how

much money is available or a percentage of a company’s or brand’s sales revenue.)។ ក"តង�ច�U# ច កនEថវ �ករអចជករសg ប�សgង�កម ល ក វអចស�ករចតមបនក�#ងករបកង+ យ#ទ'សសស?.Sពn.:យច�រ#E ឲR បនចប�សពnត�ប�ដដរឬកទ?

ង. ករបណង��តកម*វ,ធ.ទ�នក ទ�នងសមហរ�កម*មW ឃ.ធ.ង (Developing the Integrated Communications Program)

ករបកង+ កម�វ �ធ� IMC ជទ�កaវមនករLក�ព%ន'ខ1 �ង ន�ងល�អ�ព�ជ�ហនចនដ�កU រករដ.នករកម� .Sពn.:យលក�។ ខUXក ពលដដលមនករព�ភក:គ� ម#ន សមសធ #.Sពn.:យលក�ច�រ#Eន�ម�យ មន �#Uសម/?� ន �ងករដក�ដដនក�U�ជក�លក�។ ច �កLEដ�ណក�កលដ�កU រករដ.នករកម�កនE ករស� ករចច�?ទ �ងឡយត�វបនកគរពកaតម�រនទ� ន �ងសរវន?សមសធ#ន�ម�យៗ ន �ងករស�របស�រ�លរបស� ព�កក�បញ] ក.SងកទY។ ច �រតកក!កកម ល��ន�សតងទ�១៩ សមសធ#.Sពn.:យលក�ន�ម�យ វម នន�វ ស�U# � ទ�សកs ន�ងថវ �ក ន�ងយ#ទ'សសស?ករYងៗខ1�ន កដ ម/ �ប�កពញសកម�ភព។



ឧទហរUI កម �វ �ធ�.:យLU� ជzកម� � KមនបU?# � ទ�សកsផg ល�របស�វ ជធម �តវLក�ពន%'ន ងករ ទ�នក�ទ�នងសរម�យច�ន�ន ឬករបង] ញសរកaកន�អ�កទទ�លសរកគលកs។ ថវ �កន�ងត�វបនព�ចរណ កដ ម/ �.?ល�កaឲRអ�កត�ប�ត�ងករ.:យLU� ជzកម� ន �ងភ� ក�ងរ.:យLU� ជzកម� ជម�យន ង��ន�ម�យ ច�ន�ន ថក ថ�វកបA#ន� នត�ប�តគន�កដ ម/ �បកង+ យ#ទ'នករក�សន ន �ងករទ�ញតបព%ន'.Sពn.:យ ក�#ងករ បញz� នសរ.:យLU� ជzកម�។

ច. ករព,ន,ត2អណង�ត, ករវយត�នល, ន,ងករគតQតព,ន,ត2 (Monitoring, Evaluation, and Control)

កនE�Kជដ�ណក�កលច#ងកតកយចនដ�កU រករដ.នករកម�.Sពn.:យលក� ត�វបនព �ន�Rអកង+,

វយ�ចល, ន�ងតuព�ន�Rកម�វ �ធ�.Sពn.:យលក�។ វមនសរXស �ខន�ណស� កដ ម/ ��រថក វ �ធ�ណលJ ដដលកម�វ �ធ�.Sពn.:យលក�អចប�កពញបនន�វទ�សកsទ�នក�ទ�នង ន�ងជ�យឲRតក7មហ9#នស�ករចបនន�វកគល កs ន �ងទ�សកsមAឃ�ធ�ងទ �ងម�លបន។ ករចង �ដ ងរបស�អ�កកធn ដ.នករ.Sពn.:យលក� ម �នត មដកល កម�វ �ធ�.Sពn.:យបA#កណ� Eកទ �Kជម�លកហ#.ងដដរ។ ឧទហរUI មនបញ] កក ក! ងក"ក�#ងកម�វ �ធ�.:យ LU� ជzកម� តមរយX លកWUXរបស�សរ ឬក �#ងដ.នករចនតបព%ន'.Sពn.:យ ដ ដលម�នអចឲRកយ ងឈន ដល�ទ�.:រកគលកsម�យតបកបកដយតបស�ទ'ភព។ អ �កត�ប�ត�ង��រដដ ងព�កហ#.លច�កLEលទ'.ល កនEកដ ម/ �ដសnងរកជ�ហនត មត�វ ក�#ងករដកដតបកម�វ �ធ�ក! ងវ �ញ។


គ�ន�សតងទ២០ៈ Areas Covered In The Situation Analysis



គ�ន�សតងទ២១ៈ 25 leading advertisers in the United States


..........................the end of chapter5..............................



ម�ម��នទ�៦

ករគ�ប�គ�ងករផ�ព)ផ*យ លក�ក,�ងដ�ង.� រករម0ឃ�ធ�ងPromotion Management in Marketing Process

១. តន̂ទ�ទJនក�ទJនង9មហ�ណក�0មSឃ�ធ�ង ( THE ROLE OF IMC)

ក. យ6ទBOសស5 ន,ង វ,ភ�មW ឃ.ធ.ង (Marketing Strategy and Analysis)

អងVភពម�យច�ន�នដដលចង�កធn ករលក�ដ�រ.ល�.ល ឬកសវកម �ក"ក�#ងទ�.:រម�យតបកប កដយកជ�ជ%យ � �រដមនយ#ទ'សសស?ដ.នករមAឃ�ធ�ង កដ ម/ �ដ កន �ក�#ងករចលលកធនធនឲR បនលJ។ ជទ �កaមនករវ �វដ?ព�យ#ទ'សសស?អជ�វកម�ទ �ងម�ល កហ យកដ រ�នទ�ជអ�កដ កន �ម�យ តបឈមម#ខជម�យន ងបញ] ន�ងកគលនកFបយមAឃ�ធ�ងជក�ដស?ងទ �ងឡយ។

ដ��ងន�ងព�ន�ត�ដ��លន�វផ�នករក�� ន�ង�!ទ"សសស%ម� ឃធង៖

● ករវ KភគកលនPវតRភព (Opportunity Analysis) ត�វវ �ភ�ទ�.:រកដយតប7ងតបយ%�ក�#ងករដ ក ន �កលន#វ?ភពទ�.:រ ដដលជជ �ករ សស�រប�ជ�រ.ល�.លដដលកក មនក! ងក"ក�#ងទ� .:របចH#ប/ន�ឬទ�.:រថ��, .ល�.លថ��ច�កLEទ�.:របចH#ប/ន� ឬ.ល �.លថ��ច�កLEទ�.:រថ��។ (កលន#វ?ភពទ�.:រ � Kជ�បន�ដដលន�ន� ករ�រ�វករដដលស�ករចបន, ជកដន1ងដដល តក7មហ9#នកជNជក�ថមន�រ�វករអ�ថ�ជន ន �ងកលន#វ?ភពដដលអ�ថ�ជនកពញច�? ន�ង ជកដន1ងដដលវបញHប�កដយតបស�ទ'ភព។)

● វ KភគលUVសX នភពបZក\តបZជ^ង (Competitive Analysis) ក�#ងករអ_�វឌ�នIដ.នករយ#ទ'សសស? មAឃ�ធ�ងចន.ល�.ល ន �ងកសវកម� អ �កត�ប�ត�ង��រដវ �ភ�សe នភពតបក�តបដជងកដយ តប7ងតបយ%�កដ ម/ �តបឈមបនកaន ងទ�.:រ។ បញ] កនEអចល�ដប�ដដលកយ ងកម លកឃ ញ ព�ករតបក�តបដជងមAកយ�កហកដយផg ល�ច�កLEទ�រងកដយតបកFលចនករតបក�តបដជង ជងម#ន, ដ�ចជ.ល�.លអចជ�ន�សបន (product substitutes)។

● ករលប V̂សលរ VសទVផcរលdUលe (Target Market Selection) បនg ប�ព�កយ ងវយ�ចលកលន#វ? ភពដដលបង] ញកដយករក�ច�ដUកទ�.:រក.Sងៗគ� រ �មមន ករវ �ភ�ករតបក�តប ដជងល�អ�, ករកតជ សករ សយកទ�.:រណម�យឬកតច ន, កនE�Kជទ�.:រកគលកs។ ទ �.:រ



កគលកs�Kជករកផ? កល ករខ�ខ�តប ងដតបងខងមAឃ�ធ�ងរបស�តក7មហ9#ន ន �ងជកគល កs ន �ងទ�សកsទ �ងឡយត�វបនបកង+ ក! ង កដយកFងថ ក ទ�កដន1ងណដដលតក7ម ហ9#នចង�ស�កs ន�ងក អn�ដដលជ�យឲRវបញHប�ភរក�ចHទ�.:រកនEបន។

ខ. ដ�ណ�� រករមW ឃ.ធ.ងណ`លណ� (The Target Marketing Process)

● កររកឃ��ញទផ�រ (Identifying Markets) ក"កពលដដលកយ ងអន#វ?យ#ទ'សសស?មAឃ�ធ�ង អ�កទ�.:រត�វរកឲRកឃ ញព��រ�វករជក�លក�ចនតក7មមន#សS (ឬករក�ច�ដUក), ករកតជ -សករក�ច�ដUកណម�យឬកតច នដដលជកគលកs, ន�ងបកង+ កម�វ �ធ�មAឃ�ធ�ងកដយ ផg ល�ច�កLEទ�.:រន�ម�យៗ។ ទ �.:រកគលកsក�អចរកកឃ ញន�វភពដច�កដយដលក.ងដដរច�កLEអ�កកតប តបស�ជម�យន ង រកបYបរស�ក", �រ�វករ, ន�ងអn�ដ�ចគ� , ន�ង ករកក នក! ង ន�វច�កUEដ ងរបស�កយ ងដដលមន�រ�វករជក�លក�។

● ករកត ច�ណ�កទផ�រ (Markets Segmentation) Kerin, and William Rudelius, market segmentation is “dividing up a market into distinct groups that (1) have common needs and (2) will respond similarly to a marketing action.” ដ�កU រករក�ច�ដUកទ�.:រLក� ព%ន'ន ង៥ជ�ហនក.Sងៗគ� ៖

1. Finding ways to group consumers according to their needs.

2. Finding ways to group the marketing actions—usually the products offered—

available to the organization.

3. Developing a market-product grid to relate the market segments to the firm’s products or actions.

4. Selecting the target segments toward which the firm directs its marketing actions.

5. Taking marketing actions to reach target segments.

● ករកត ច�ណ�កទផ�រ (Selecting a Target Market)

a) ��ព�វ �ធ�ក�ច�ដUកម�យច�ន�នកដ ម/ �ច�លកaក�#ងទ�.:រ (Determining How Many Segments to Enter)

○ Undifferentiated marketing: dh នករទកjទងករកតjចlជmកទVផcរ នKង វបdនjជតផRUjនoវ ផUKត ឬលសវកមhម\យចlលstទVផcរទlងមoUជតZuPលvw t។


គ�ន�សតងទ២២ៈ The Target Marketing Process


○ Differentiated marketing: វទកjទងនxងមu ឃVធVងក|Pងចlន\នននករកតjចlជmក, Zលង~VតយPទ� សសសRមu ឃVធVងដចjលដយជUកចlលstលdUលeនVម\យៗ។

○ concentrated marketing: គ�បត�វបនលគលបZVបបសjល�លពUជ�Uបក�មហ�Pនម\យលប^Vសលរ Vស ករកតjចlជmកទVផcរម\យជ�UZuPនZuងល�VមចZjយកចlជmកទVផcរ��ធlលនt។

b) ករព�ចរណកល ករក�ច�ដUកណម�យដដល.?ល�ន�វសក? ន#ពល (Determining

Which Segments Offer Potential)កនEជជ�ហនទ�ព�រក"ក�#ងករកតជ សករ សទ�.:រ ដដលជប�Lក�ព%ន'ន ងករស�ករចកល ករក�ច�ដUកដដលមនករទក�ទញប�.#។ អងVភព��រដព�ន�Rកម លករក�ច�ដUកសក? ន#ពលលក�, កលន#វ?ភពរ �កច�ករ ន,

ករតបក�តបដជង, ន�ងសមeភពផg ល�ខ1�នកដ ម/ �បញHប�ករងរកនE។ បនg ប�មក��រ ស�ករចថក កពលណកយ ងអចអន#វ?ទ�.:រកល តក7មកនEបន។

● ករក��ត;ជ�ហរទ>�?រ (Market Positioning) Positioning has been defined as “the art and

science of fitting the product or service to one or more segments of the broad market in such a

way as to set it meaningfully apart from competition.” ករក�U�ជ�ហរ "�Kស�ល/X ន�ង វ �ទP សសស?ចនករបនS# �គ� រវង.ល�.លឬកសវកម� កaន ងករក�ច�ដUកម�យ ឬកតច នដ.�កចន ទ�.:រទ �ងម�លដ�ចជមកធPបយដដលបនបកង+ ន�វអeន%យកពញកលញព�ករតបក�តបដជង។"

ខUXកពលដដលអ�កកម លកឃ ញ ន�វជ�ហរ.ល�.ល កសវកម� ឬហងក ?� កនEកហ យ�Kជរ�ប ភពអរម�UI ក"ក�#ងច�? ន�ងជករសន��ព�ករយល�ដ ងដដលទក�ទង។

២. �Jមណ��លនក�ទJនក�ទJនង (THE COMMUNICATION PROCESS)

1. គបភពភO (Source Encoding) អ�កក. រ ឬតប_ពចនករតបតស%យទក�ទង មនន%យថ ប#�Vល ឬ អងVភពដដលមនព�មនដចករ �ដលកកaឲRប#�Vល ឬតក7មមន #សSដចទ។ តប_ពកនEអចជប #�Vល (អ�កលក� ឬវ��ន) ឬជអងVភពម�នដមនជប#�Vល ដ�ចជ (សជ�វកម� ឬអងVភព)។


Source/ Sender DecodingChannel

MessageReceiver Encoding

Sender's Field of Experience

Receiver's Field of Experience

Feed

back

Resp

onseNoise

គ�ន�សតងទ២៣ៈ A model of the Communication Process


2. Oរ (Message) �Kជដ�កU រករទ�នក�ទ�នងដ កន �កដ ម/ �បកង+ សរដដល.g#កកដយព�មន ឬខ 1 ម សរដដលជតប_ពកដយសង� មថន ងកaដល�ទ�កs។ សរអចជLកRស�ដ� ឬកយវ �ករ, ករសរ- កសរ ឬសញ� ក.Sងៗ។

3. បណ5 ញ (Channel) �Kជវ �ធ�សសស?ដដលដ�កU រចនករទ�នក�ទ�នងព�តប_ព ឬអ �កក. កaកន�អ�ក ទទ�ល។

4. អHកទទ:ល (Receiver) �Kប#�Vលដដលអ�កក. ដចករ �ដលកន�វ��ន� ឬព�មន, ជទ�កaអ�កទទ�ល�Kជ អ�កកតប តបស�ដដលសe�ក�#ងទ�.:រកគលកs ឬអ�កស? ប�ដដលអន, ស? ប�, ន�ង/ឬកម លសររបស�អ�ក ទ�.:រ ន�ងបកតសយវ។

5. ឧបស�� (Noise) �Kដ�កU រករទ�នក�ទ�នងទ �ងម�ល ដដលសរជកម �វe# ចនករម�នច�ស�លស� ដដលអចបងJ ក� ឬមនបញ] ដល�ករទទ�លសរ។

6. ករណ��យតប/ពត�មនគត�ប (Response/Feedback) អ�កទទ�លសរបកង+ ន�វតប�កម�បនg ប�ព� កម លកឃ ញ, លK, ឬអនសរ។ អ �កទ�.:រចប�អរម�UI ខ1 �ងណស�ច�កLEព�មនត!ប� ដដលជ ដ.�កម�យចនករក01 យបរបស�អ�កទទ�លសរ កនE�Kជករទ�នក�ទ�នងត!ប�កaកន�អ�កក. សរ។

៣. ក�បមង.�តទL9ម� នLង ក�ម��បចJ�វក�9Jរប�ក�0វធ�R�ព�R�យលក� (ESTABLISHING OBJECTIVE AND BUDGETING FOR THE PROMOTIONAL PROGRAM)

ទ�សកsទ�នក�ទ�នងសមហរUកម�ទ�.:រ � �រដព ងដ.Jកកល ករវ �ភ�សe នភពឲRបនមA�ច� កដ ម/ �ដសnងរកបញ] មAឃ�ធ�ង ន�ងករ.Sពn.:យលក� ដដលតក7មហ9#ន ឬមAកសញ� ក�ព#ងតបឈមម#ខ។ ករវ �- សe នភព�Kជម�លដ4 នត� E ដដលទ �សកsមAឃ�ធ�ងចង�ក�U� ន �ងដ.នករមAឃ�ធ�ងចង�បកង+ ។ ទ�សកs .Sពn.:យលក� វមនក រវ �វដ?ព�ដ.នករមAឃ�ធ�ងទ �ងម�លរបស�តក7មហ9#ន ន �ងករចក�ឬសច�លកaក�#ងទ�ស កsរបស�មAឃ�ធ�ង។ ទ �សកsចនករ.:យLU� ជzកម� ន �ងករ.Sពn.:យលក�វម�នមនទ�សកsមAឃ�ធ�ង ដ�ចគ� កទ កទEប�វមនន�ន� ករដម�យកhកដយ។

ទ,សណ�មW ឃ.ធ.ង ទល ន,ង ទ,សណ�ទ�នក ទ�នង(Marketing Objectives versus Communications Objectives)

ទ�សកsមAឃ�ធ�ង � Kទ�កaន�Fយអ�ព�ដ.នករមAឃ�ធ�ងរបស�អងVភព ន �ងរបយករUI ស?�ព�អn�ដដល សកតមចបនដដលត�វប�កពញកដយកម�វ �ធ�មAឃ�ធ�ងទ �ងម�លជម�យន ងក�!#ងកពលម�យក�U�។ ទ �សកs មAឃ�ធ�ង ជទ�កaក�U�ព�លកWខU� ជក�លក�, លទ'.លដដលអចវAស�ដវងបន ដ�ចជក�រ �លក�, ច�ដUក ទ�.:រ, តបក�ច�កUញ, ឬច�U� លបនព�ករវ �ន�កF�។ ទ �សកsមAឃ�ធ�ងដដលលJតបកស រ�Kអចដ ងព�លទ' ភពបរ �មUក�U�ម�យ ព �កក�ត�វ��សតLងព�ទ�.:រកគលកs ន �ងស�គល�បនន�វ��ករងកពលកវល កដ ម/ �បញHប�កគលកs (ម�យq� �ជកដ ម)។ ឧទហរUI តក7មហ 9#នលក�មAស#�នហn��ក�ព�ម�យកដន1ងបនដក�



ទ�សកsមAឃ�ធ�ងរបស�ខ1�នថ "ន ងបកង+ នករលក�ឲRបន១០%កល ករក�ច�ដUកទ�.:រជ�ន�ញខ� �ច ក � !#ងកពល១២ដខបនg ប� " កដ ម/ �ទទ�លបនន�វតបស�ទ'ភព ទ �សកsទមទរឲRមនភពជក�លក� ន�ងអច ស�ករចបន។

ជម�យន ងច�ដUកទ�.:រដដលខrស�ប�.# តក7មហ 9#នម�យអចដសnងរកករកក នក! ងន�វទ�ហ�លក�កដយ មនករជ�រ#ញឲRតបក_ទ.ល�.លមនកររ �កដ#Eដល�ជម#នស�ន។ ករង រកនEន ងត�វបនស�ករចកដយ មនករកក នក! ងន�វករកតប តបស�កដយអ�កកតប តបស�បចH#ប/ន� ឬជ �រ#ញអ�កដដលម�នធ1 ប�កតប តបស�.ល� .លទ �ងកនE។ មនអងVភពម�យច�ន�ន ខUXកពលដដលទ�សកsមAឃ�ធ�ងមនកររ �កច�ករ នក! ង ករដចក ចយ ន�ងករលក�.ល�.លរបស�ព�កក�កhកaតមកនEដដរ។ ជញ កញយ តក7មហ9#នទ �ងឡយព�កក�មន ន�វទ�សកsមAឃ�ធ�ងទ�ព�រដដលមនទ�នក�ទ�នងកaន ងសកម�ភព ដដលព �កក��រដកធn ករកដEតសយបញ] ដដលកក មនក! ងណម�យ រ�ចកហ យព�កក�ន ងស�ករចបនន�វទ�សកsទ�សកsម#នដ�ប�ង។

ខUXកពលដដលមនអ�កត�ប�ត�ងករតបតស%យទក�ទងមAឃ�ធ�ង បនរ �ល កព�ដ.នករមAឃ�ធ�ង គ�យល�ដ ងព�ទ�កដន1ងដដលតក7មហ9#នសង� មកaដល�ជម�យន ងកម�វ �ធ�មAឃ�ងរបស�ខ1�ន, ក�U�មកធPបយ ដដលវមនន�ន� ករកaកន�, ន�ង�នទ�ក�#ងករ.:យLU� ជzកម� ន�ងករ.Sពn.:យលក�ដដលន ងតប�ប?� ។ ករក�U�កគលកsមAឃ�ធ�ងក"ក�#ងលកWខU� លក�, តបក�ច�កUញ, ឬច�ដUកទ�.:រដដលកក នក! ង ជ ទ�កaម�នសមតសបន ងទ�សកsក�#ងករ.Sពn.:យLU� ជzកម�។ តក7មហ 9#នដដលមនទ�សកsច�កLEកម�វ �ធ� មAឃ�ធ�ងទ �ងម�ល កដ ម/ �ស�ករចបន វត�វព ងដ.Jកកល រកបYបចនករស�របស�រ�ល ន�ងករតប�ប?�ឲRបនត ម ត�វត�ប�សមសធ#មAឃ�ធ�ងច�រ#E កដយម�នត មដករ.Sពn.:យលក�បA#កណ� Eកទ ម នទ �ងដ.នករ.ល� .ល ន�ង.ល�កម�, ករក�U�ចថ1, ន�ង ករដចកចយ។

កម�វe# ចនករតបតស%យមAឃ�ធ�ងដដលមនសមហរUកម� � Kជរបយករស?�អ�ព�អn�ដដលជទ�ដ4ភព អន#វ?ក.Sងៗគ� ចនកម�វ �ធ� IMC ។ ព �កក��រដដ.Jកកល ភរក�ចHកល ករងរទ�នក�ទ�នងជក�លក�ម�យច�ន�ន ដដល�រ�វក! ង កដ ម/ �ដ កន �សរស�តសបកaកន�អ�កទទ�លកគលកs កហ យអ�កត�ប�ត�ងត�វដដក�លទnភព ច#Eកដ ម/ �ដតបក1 យកគលមAឃ�ធ�ងទ�កaៗក�#ងកគលកsទ�នក�ទ�នង ន �ងទ�សកs.Sពn.:យជក�លក�របស� ខ1�ន។ កគលករដUន �ម�យច�ន�នក�#ងករអន#វ?នI ករងរកនEអចជតបកFជនIដដលបនមកព�ដ.នករមA ឃ�ធ�ង, ខUXកពលមនករវ �ភ�សe នភពត�វបន.?ល�ព�មនច �បច�កល ៖

● ករក�ច�ដUកទ�.:រដដលតក7មហ9#នម�យចង�ក�U�កគលកs ន �ងអ�កទទ�លសរកគលកs (កត? តបជសសស?, កត? ច�?សសស?, ន�ងករជ�រ#ញករលក�)។

● .ល�.ល ន�ងលកWUXព�កសសរបស�វ, �#Uសម/?�, អeតបកFជនI, ករកតប តបស�, ន�ងក�ចHអន#-វ?នI។

● មAកសញ� របស�តក7មហ9#ន ន �ងរបស��តបដជង (ករលក� ន �ងច�ដUកទ�.:រក"ក�#ងករក�ច�ដUក



ក.Sងៗគ� , ករក�U�ជ�ហរ, យ#ទ'សសស?តបក�តបដជង, ខgង�ច�ណយកល ករ.Sពn.:យ, យ#ទ'សសស? តបព%ន'ក�សន ន�ងច0�តបឌ�, តក�ទ�ច)។

● ��ន�កល រកបYបដដលមAកសញ� ��រក�U�ព�ជ�ហរ ន �ងក01 យបកaន ងឥរ �Fបថដដលជក�លក� (ចរ �កលកWUX, ករទ�ញម?ងកហ យម?ងកទY, ករប?�រមAកសញ� , ន�ងករកតប តបស�កក នក! ង)។




ម�ម��នទ�៧

គ�ប�គ�ងករផ�ព)ផ*យ លក�ច�រ�3Managing The Promotional Mix

ករViពFV|យលក (Promotion)ត�វបនក�.?ល�ន�យមន%យថ ជក រស�របស�រ�លរបស�អ�កលក� ចប�ក.? មក�#ងករ.V�.Vង� កដ ម/ �បកង+ បណ? ញព�មន ន�ងករបញH# EបញH� ល កដ ម/ �លក�ទ�ន�ញ ន�ង.ល�.ល ឬ.:យព��ន�ណម�យ។ (Promotion has been defined as the coordination of all seller initiated efforts to set up channels of information and persuasion in order to sell goods and services or promote an idea.)

ករViពFV|យច�រ 6N (Promotional Mix) ឧបករUI ម�លដ4 នក�#ងករកតប តបស�កដ ម/ �ប�កពញទ�សកs ទ�នក�ទ�នងរបស�អងVភព។ (The basic tools used to accomplish an organization’s communication

objectives are often referred to as the promotional mix) តមម�លដ4 នកដ ម ករ.Sពn.:យច�រ#E រ�មមន សមស ធ#ប�នX ករ.:យLU� ជzកម�, ករជ�រ#ញលក�, ករទ�នក�ទ�នង/ករតបកស.:យជសធរUX ន �ងករ លក�កដយប#�Vល។ សមសធ #ន�ម�យៗរបស�ករ.Sពn.:យច�រ#E ត�វបនក�កម លកឃ ញថ ជឧបករUI ទ�នក�ទ�ងសមហរUកម�មAឃ�ធ�ង ដដលកដ រ�នទ�ជព�កសសប�.#ក"ក�#ងកម�វ �ធ� IMC កហ យព�កវមន ទ�រងក.�ៗ គ� ន�ងមន�#Uសម/?�ដច�កដយដលកព�គ� .ងដដរ។

១. ក�R�យពណLជkក�0 (ADVERTISING)ករ.:យLU� ជzកម� ត �វបនក�ក�ន�ន%យថ �Kជទ�រងករច�ណយកល ករទ�នក�ទ�នងកដយគ� ន

មន#សSអ�ព�អងVភព, .ល�.ល, កសវកម�, ឬ��ន� តមរយXអ�កឧបeម�កម�វ �ធ�។ ទ�រងចនករច�ណយ (Paid

form)ន%យកនE01#EបញH �ងព�ភពជក�លក�ចន��ល ឬ កពលកវលច �កLEសរដដលត�វ.:យតមរយXករ ទ�ញ។ ធ#.S �ដដលម�នកតប តបស�មន#សS (Nonpersonal component) មនន%យថ ករ.:យLU� ជzកម� ទក�ទ�នន ងតបព%ន'ក�សន (ដ�ចជX TV, radio, magazines, newspapers) ដដលអចក.gរសរកaកន�


គ�ន�សតងទ២៤ៈ Elements of the promotional mix


តក7មមន#សSធ�ៗ ក"ក�#ងកពលដម�យ។ករ.:យLU� ជzកម� វមនសរXស�ខន�ជងក�ក�#ងច�កណមឧបករUI .Sពn.:យលក�ទ �ងអស�

ជព�កសស ស �រប�តក7មហ9#នដដលដក�កគលកs.ល�.ល ន�ងកសវកម�កaកន�ទ�.:រអ�កកតប តបស�ឲRបន ទ�ល�ទ�លយ។២. មSឃ�ធ�ងផ� ល� (DIRECT MARKETING)

មAឃ�ធ�ងផg ល� �Kជតបព%ន'ម�យចនមAឃ�ធ�ងដដលអងVភពតបតស%យទក�ទងកដយផg ល�ជម�យន ង អ�ថ�ជន កដ ម/ �បកង+ ករក01 យប កហ យដក�តប�ប?�ករ។ In his Dictionary of Marketing Terms, Peter Bennett defines direct marketing as:

the total of activities by which the seller, in effecting the exchange of goods and services with the buyer, directs efforts to a target audience using one or more media (direct selling, direct mail, telemarketing, direct-action advertising, catalogue selling, cable TV selling, etc.) for the purpose of soliciting a response by phone, mail, or personal visit from a prospect or customer.ក. កររ .កល0តលស របស មW ឃ.ធ.ងផ� ល (The Growth of Direct Marketing)

ឥ!�វកនEមAឃ�ធ�ងផg ល� ក 1 យកaជសមសធ#ម�យមនលកWUXជសរវន?ក�#ងកម�វ �ធ� IMC ស�រប�អងVភពម�យច�ន�ន។ ជក�ដស?ង សកម �ភពកដយផg ល�មនករជ�យតជ7មដតជង ន�ងគ �តទ ដល�សមសធ#ដចទកទYរបស�ករ.Sពn.:យច�រ#E។ មនកត% �)�ច�ន)ន ផ+លសង,�អដ�រ�កដធ.�ករ+�កន�ឲ�មនកររ ក+!0ដល�ដល�ម� ឃធងផ3 ល�ដ4ក5!ង ប7ព8ន"�9ព.�:�ដន0ច�ដ;0អ5កទ�ញ ន�ងអ5កលក�៖

● 7ណ8 ?ឥណទនរ7ស�អ5កដប7�បBស� (Consumer Credit Cards): ឥ!�វកនEបU% �ឥUទនរបស� អ�ថ�ជនមនកតច ន ដដលបU% �កនE.?ល�ភពងយតសuលដ�ចជ ករទ �ញព�បណ? ញក01 យ បផg ល� ន�ងអ�កលក�ទទ�លរAប�រងព�អn�ដដលព�កក�បនទ�ទ�។

● គណDក��ករម� ឃធងផ3 ល� (Direct-marketing Syndicates): តក7មហ9#នដដលមនឯកកទស ក"ក�#ងបញz� អ_�វឌ�នI, ករច#Eក�#ងរបយករUI , តមកត!#ក, បU�% កដញចថ1 ដ ដលកប កឱ កសស�រប�អ�កទ�.:រ កហ យតក7មហ9#នទ �ងកនE ក �ព#ងបន?ពតង�ក ន�ងបកង+ កន�ដកតច នក! ង ស�រប�អ�កកតប តបស�ថ��ៗ។

● ករផE ស�7%�ររចនស�Fន8"រ7ស�សង,�អដ�រ�ក ន �ងទ�:រ (The Changing Structure of Ameri- can Society and The Market): ក�#ងច�កណមកត? ទ �ងកនEមនកត? ម�យដដលរ�មច�ដUក ដល�កជ�ជ%យរបស�មAឃ�ធ�ងកដយផg ល� � Kជនជ�អកមរ �កជកតច នព�កក�មនល#យ ន �ង មនកពលកវល�ច។ ករកក នក! ងFAងរហ%សកល ច�U� លត�uសរកក នកទnដង ន �ងក�កU ន តបជជនកក នក! ង��រសម។

● ករដGHនដលHនខង7ដចJកវ �ទK (Technological Advances): កររ �កច�ករ នFAងកលNនខងតប ព%ន'.Sពn.:យកអ!�ចត�ន�ច ន �ងបកចHកវ �ទPក�ពR�ទ%របនកធn ឲRមនភពងយតសuលច�កLE



អ�កកតប តបស�កដ ម/ �ទ�ញទ�ន�ញតមហង ន �ងច�កLEអ�កទ�.:រកដ ម/ �ឈនកaដល�កជ�ជ%យ ឈនកaដល�ទ�.:រកគលកsរបស�ព�ក តមករបAងតបថ� ចង�បន។

● កត% +ទទដទMត (Miscellaneous Factors): មនកត? ម�យច�ន�នកទYកhបនរ�មច�ដUកកដ ម/ � បកង+ នក! ងន�វតបស�ទ'ភពមAឃ�ធ�ងផg ល� រ �មមន ករផ1 ស�ប?� រ�ចល, ទ�ចន�ចទ�.:រតបកប កដយភពឈ1 សចវ, ន�ងរ�បអរម�UI របស�ឧស:ហកម�។ កត? ទ �ងកនEន ងកធn ឲRតបកដ.ង ដដរច�កLEកជ�ជ%យមAឃ�ធ�ងកដយផg ល�ក�#ងកពលអន�។

ខ. យ6ទBOសស5 ន,ងគបពhនBViពFV|យមW ឃ.ធ.ងផ� ល (Direct-Marketing Strategies and Media)

● សរដដ�ផ3 ល� (Direct Mail): ជករNយៗ កយ ងក�ថ "ល�ខ�ព# �ត�វករ" ជសរ.:យ LU� ជzកម� ដដលកយ ងម�នបនដសnងរកជម#នកទ កហ យវបនក. មកកន�កយ ងតមរយX បA#ស?� ឬអ#�កមល។

● កតឡ!កឬដសMវដPគ�រ��ល�ត�ល (Catalog): វ�Kជបញz� .ល�.លដដលកតច នករYបរប� តមល�ដប�អកSរ ស �រប�លក� ឬស �រប�ត �ងបង] ញ ជធម �តវមនទ�រងជកសYវក·ដដលបរ � Fយន�វ.ល�.លន�ម�យៗ កហ យកhមនក"កល ក�ហទ�ព%រអ# �នធKកU ស �រប�អ�កកតប តបស� ន�ងអងVភពជ�ន�ញ.ងដដរ។

● ប7ព8ន"�:�ត�វ�ទ�! ទ �រទស9នQ (Broadcast Media): ដ�ណក�កលដចទកទYដដលច�ល រ�មកជ�ជ%យរបស�មAឃ�ធ�ងផg ល�កនE�K ឧស:ហកម�ចនតបព%ន'.:យវ �ទR# ទ �រទសSនIដដលត�វ បនក�បកតប តបស�ត �ងព�ច#ងទសSវSq� �១៩៥០មក។

● ករដប7�បBស�ទ�រស8ព3ក5!ងករទ�ញ�ល�ត�ល (Teleshopping): ករអ_�វឌ�នIរបស�ទ�រស%ពg ជម�យករបញH� លបU% �ឥUទន កត? កនEបង+ឲRមនភពងយតសuលដល�អ�ថ�ជន កដ យ ព�កក�អចបញz ទ�ញទ�ន�ញ ន�ងកសវណម�យតមករ.Sពn.:យតមទ�រទសSនI។

● ប7ព8ន"�9ព.�:�ដB0ព!�F (Print media): ទសSនវដ?� ន�ងកដសដដលជតបព%ន'កបEព#មr .:យព�បកជងក�សតមប�មAឃ�ធ�ងផg ល� ព �កតLEករ.:យLU� ជzកម�តមតបព%ន'កនE ទក�ទងន ងករច�ណយខrស�ជងបណ? ញក.SងកទY កល ករទ�ញចកន1 Eទ�ព%រស�ខន�ៗ។

�. �6�សមSត5, ន,ង�6�វ,បត5,មW ឃ.ធ.ងផ� ល (Advantages and Disadvantages of Direct Marketing)�6�សមSត5,មW ឃ.ធ.ងផ� ល (Advantages of direct marketing)

1. ករកqr Eកaកន�ជ�ករ ស (Selective reach): មAឃ�ធ�ងផg ល�បនដ កន �ឲRអ�ក.:យLU� ជz កម�ឈនកaដល�មន#សSទ�ហ�ធ�។

2. សមeភពក�#ងករក�ច�ដUក (Segmentation Capabilities): អ�កទ�.:រអចទ�ញបញz� អ�ក ជវ.ល�បចH#ប/ន�, ន�ងអ�កទ�ញឡន, អ�កកន�បU% �ធនគរជកដ ម។



3. កសហnកងសI (Frequency): �Kជលទ'ភពកដ ម/ �កម1 ងក�រ �កសហnកងសI ត មរយXទ�រទសSនI តមករតប ងដតបងរបស�អ�កទ�.:រកដ ម/ �បកង+ នអ�ណចទ�ញរបស�អ�កកតប តបស�។

4. សកម�ភពប�ដបន (Flexibility): មAឃ�ធ�ងផg ល�អចផ1 ស�ប?� រទ�រង�ច0�តបឌ�ក.Sងៗ ឧទហរUI កយ ងអច.?ល�វ �ឌ�អ�កថប កដយក. តម Direct mailជកដ ម។

5. ក�U�កពលកវល (Timing): ខUXកពលមនតបព%ន'.Sពn.:យម�យច�ន�ន�រ�វកធn ដ.នករ រយXកពលដវង ន �ងមនករបញHប�ករ.:យរយXកពលដវងក?�, ករ.:យLU� ជzកម�កដយ ផg ល�កhអចក"មនកពលកវលកតច នកទY។ ឧទហរUI ដ�ចជ Direct mail, TV programs។

6. បដ�រ�បកម� (Personalization): គ� នតបព%ន'.Sពn.:យណម�យមនច�?��ន�អបអរ ត មរយX មន#សS ន�ងមន#សSក! យ កនE�KសរមAPង។ ឧទហរUI កតកយកពលអ�កទ�ញឡនរ�ច ក hមន សរម�យរបស�មH ស�តក7មហ9#នឡនសរកសរអបអរច�កLEឡនថ��កនE តពមជម�យន ងរបស�ជ អ�កណយ�ច�ច។ ឬកពលអ �កបញHប�ករស�ក:តបកបកដយកជ�ជ%យ តក7មហ 9#នម�យច�ន�ន ក. ល�ខ�អបអរសទរ ន�ងមនអ�កណយ�ច�ចជកដ ម។

7. ករវស�ដវងតបស�ទ'ភព (Measures of Effectiveness): គ� នតបព%ន'.Sពn.:យណដដលអច វស�ដវងតបស�ទ'ភពបនក! យ មនដតបព %ន'.:យដដលមនករក01 យបកដយផg ល�កទ កទ បងយទទ�លយកព�មនត!ប�មកវ �ញបនជញ កញប�។

�6�វ,បត5,មW ឃ.ធ.ងផ� ល (Disadvantages of direct marketing)

1. កត? ន ក�� (Image factors): កយ ងត�វន ��ជម#ន ព�ករក�ច�ដUកដមAលក"ក�#ងឧស: ហកម�កនE ជញ កញយកយ ងស�កsកល ដមAលព# �ត�វករ (Junk mail)។ មនមន#សSជកតច នព�កក�ម�នកជNកល .ល�.លតមរយXដមAលកនEកទ។

2. ភពត មត�វ (Accuracy): �#Uសម/?�ម�យក�#ងច�កណម�#Uសម/?�ទ �ងកនE ច �កLE ដមAលកដយផg ល� ន �ងមAឃ�ធ�ង.:យតមតបព%ន'ទ�រសព%g ក �ព#ងត�វបនក�ក�U�កគលកs ច�កLEអ�ថ�ជនសក? ន#ពលជក�លក�ណម�យ។ បA#ដន?វ �ធ�សសស?ទ �ងកនEតបកបកដយតបស�ទ' ភព អតស%យកល ភពត មត�វដដលជតកមស�លធម� ន�ងតសបច�ប�។

3. ករ.V�.Vង�បញz� ករNង (Content Support): ទក�ទងន ងសមeភពទសSនវដ?�ក�#ងករបកង+ ន�វ ��រ�កដ ម/ �រ�មច�ដUកកល តបស�ទ'ភពទ �ងម�លដដលព�កក�ន ងអន#វ?ករ.:យLU� ជzកម�។ ក�#ងតបព%ន'កនEករក�U��រ�បទដ4 នត�វមន ដដលក�U�កaតមកម�វ �ធ� ន�ងម�ក។

4. ចថ1កដ មមនករកក នក! ង (Rising Costs): អតតកក នក! ងចនចតបសU� យI, .លច�កUញ តមតបព%ន'.Sពn.:យកដយផg ល�មនលកWUXរហ%ស ប A#ដន?កhមន.លបAELល�កដយផg ល� .ងដដរ។



៣. គfពoន6R�ព�R�យត�អ5�នធ�ណLត នLងអន:�ក�0 (THE INTERNET AND INTERACTIVE MEDIA)

អ#�នធKU� �KជមកធPបយកដEដ�រព%�មនកពសកពញសកលកលក ន�ងករទ�នក�ទ�នងកដយ 01ងក�កស9រ �ចនក# �ពR�ទ%របណ? ញអន?រជ�។ (The Internet is a worldwide means of exchanging information and communicating through a series of interconnected computers.)



ក. ករបណង��តកម*វ,ធ.អ6.នធ �, ត (Developing an Internet Program)● អ5កសR�តក5!ង7ណ% ញ (Web Participants): បណ? ញកតប�បដ�ចជតបព%ន'ក�សនដhចទកទY

ដដរមនទ �ងអ�ថ�ជន(អ�កកតប តបស�) ន�ង តបព%ន'ក�សនទ �ងកនEពPFមឈនកaដល� អ�កកតប តបស� (ករ.:យLU� ជzកម�, អ�កឧបeម�, LU� ជzកម�តមតបព%ន'កអ!�ចត�វន�ច) រ�មមន Business-to-Business (B2B), Business-to-Customer (B2C)...។

● ទ�សដ�7ណ% ញ (Web Objective): ស�រប�ជ�ន�ញធ�ៗ កពលដ �កU រករអជ�វកម�ដ�ប�ងកល អ# �នធKU� ព�កត�វបកង+ websites កដ ម/ �ប�កពញព%�មន។ កទEប �ជFAងណកhកដយ �នទ�របស� websites ត�វកធn ករផ1 ស�ប?�រឲRបនqប�រហ%ស កដ ម/ �ឲRមនព%�ត�ប�តគន�ស?� អ�ព��ន�ច0�តបឌ�, រ�បភព ន�ងមAកសញ� .Sពn.:យ, ករក�U�ជ�ហរ, ន�ងព%�មនស?�ព� .ល�.ល ,ន�ងស�ម/ �.ល�.ល ឬកសវកម�ស�រប�លក�។

● ករ7ដងT�ត ន�ងផUរក: Website (Developing and Maintaining a Website): វស�ខន�ណស� ដដលកលកអ�កត�វយល�ដ ងព��នទ� Website ដដលស�កsព�ទ�កដន1ងដដលព%�មន ត �វបន បកង+ ក! ងកដ ម/ �.?ល�លទ'ភពដល�អ�កកតប តបស�ស?�ព�អ# �នធKU� ។

● ទ�សដ�ទនករទ�នក�ទ�នង (Communications Objectives): វម�នដ�ចតបព%ន'ដចទកទ អ #�នធK U� វជតបព%ន'.Sពn.:យដដលមនលកWUXកម1 យក�។ វ�KជមកធPបយម�យ អន #ញ� � ឲRតក7មហ9#នទ �ងឡយបកង+ ករយល�ដ ង, ករ.?ល�ន�វព%�មន, ន�ងករជEឥទ'�ពលឥរ �Fបទ កhដ�ចគ� ន ងករបញH# EបញH� លតមទ�សកsដhចទកទY។

● G�ន)ញត�ប7ព8ន"ដអឡ�ចបតVន�ច (E-Commerce): អ#�នធ U� បន.?ល�ន�វកលន#វ?ភព .ងដដរ កដ ម/ �លក�ឲRអ�ថ�ជនកដយផg ល�ទ �ងទ�.:រអ�កកតប តបស� ន �ង ទ �.:រជ�ន�ញ ន�ង ជ�ន�ញ (Business-to-Business Market) ។

ខ. �6�សមSត5, ន,ង�6�វ,បត5, អ6.នធ �, ត

(Advantages and Disadvantages of the internet )

�6�សមSត5, (Advantages)

1. ទ�សកsមAឃ�ធ�ង (Target marketing): វ�Kជ�#Uសម/?�ដhធ�ម�យចនបណ? ញអ#�នធKU� ដដលមនសមeភពក�U�ទ�សកsច�កLEតក7មទ �ងឡយ កដយជ�យបកង+ នទ�ហ�។

2. ករបកញHញបញH� លសរ (Message tailoring): ខUXកពលមនករក�ន�កគលកsជក� លក� សរអចត�វបនករ Yបច�ក�#ងកគលប�Uងបង] ញព��រ�វករ ន �ងករចង�បនរបស� អ�ថ�ជនកគលកs។



3. សមeភពអន?រកម� (Interactive capabilities): កដយសរអ#�នធKU� វមនលកWUX អន?រកម� កយ ងកឃ ញថវមនសក? ន#ពលខ1 �ងក1 ក�#ងបកង+ នអ�ថ�ជនដដលLក�ព%ន' ន�ង ករប�កពញច�? ន�ងទទ�លបនមកវ �ញន�វព%�មនត!ប�ព�អ�កទ�ញ ន�ងអ�កលក�FAងqប� រហ%ស។

4. ករច�លកaកន�ព%�មន (Information access): វអចជ�#Uសម/?�ដhអសH រRម�យ របស�អ# �នធKU� ដ ដលមនសមeភពងយតសuលក�#ងដសnងរកតប_ពព%�មន។ អ �កកតប តបស�ព%�មនអចដសnងរកភពសម/� រដបបប�.#ចនព%�មន ត�ប �តបធនបទដដលព�កក� ចង�តសវតជវ។

5. សក? ន#ពលចនករលក� (Sales potential): �Kជករ.?ល�ន�វច�ន�នFAងqប�រហ%ស កដយបង] ញន�វបរ �មUលក�ដដលបនកក នក! ងម�ន��រឲRកជN ម នទ �ង Business-to-Business

ន�ង Consumer segments។

6. ករតបឌ�ញ� U (Creativity): ករករYបច�ទ�កដន1ងកដយតបឌ�ញ� U អចកធn ឲRតបកស រក! ងន�វរ�បអរម�UI របស�តក7មហ9#ន (Company's image), ដ កន �ស�រ�លឲRមនករទសS នបនកតច នកល កកតច នសរ, ន�ង ម នជ�ហរជវ �ជz មន (តក7មហ9#នសe�ក"ក�#ងកបEដ�ង របស�អ�ថ�ជន)។

7. ករ.:យក! ង (Exposure): ច�កLEតក7មហ9#ន�ចៗ ដដលម�នស�ប�រថវ �ករ World Wide

Web.?ល�ន�វសមeភពដល�ព�កក�ក�#ងករច�ណយ�ច ក �#ងករ.?ល�ន�វព%�មនដល� អ�ថ�ជនសក? ន#ពលរបស�ខ1�ន ដដលព�ម#នខ1�នគ� នសមeភពឈនដល�ព�កក�។

8. កល/¹ន (Speed): ច�កLEព%�មនទ �ងឡយណដដលត�វបនកស� ក! ង ព �បញ] .ល� .ល ន�ង/ឬ កសវកម �ក?� តបព %ន'អ# �នធKU� ជមកធPបយដដលរហ%សប�.#ក�#ងករកដE តសយច�កLEអ�ថ�ជន ឬអ�ក.V�.Vង�។

9. ករអន#វ?នIច�កLE IMC (Complement to IMC): បណ? ញកនEអចប�កពញទ �ងអ#�នធK U� ន �ងប�កពញទ �ងតបព%ន'.Sពn.:យច�រ#Eទ �ងអស�បន ដ ដលមនករភz ប�FAង ស�ខន�ក�#ងដ�កU រករសមហរUកម�។

�6�វ,បត5, (Disadvantages)

1. បញ] វស� ដវង (Measurement problems): �#Uវ �ប?�ម�យក�#ងច�កណម�#Uវ �ប?�ទ �ង ឡយរបស�អ# �នធKU� ថក ��រឲRកជNទ#កច�?បនដដរឬកទ?

2. ដ�កU រតចប�កតចបល�ចនបណ? ញអ#�នធKU� (Web snarl): ដ�ចជករដ�កU រក.gរព%� មន (downloading) កចញព�ក# �ពR�ទ%រដUកវ កមនរយXកពលយ�រ។



3. ដ�កU ររយបAយ (Clutter): ច�ន�នចនករប�ដបកសយកល ករ.Sពn.:យ តបដហលជ ដសnងរកបណ? ញបណ? ក�កដយកFងជបន?បនg ប�។

4. សក? ន#ពលចនករខកច�? (Potential for deception): មជ2មU� លអប�រ �តបព%ន'.Sពn.:យ ស�កsកល បណ? ញដដលមនករកបកតបស� ឲRមនករកគរពកដ ម/ �កធn ឲRករ.Sពn.:យ សរមនលកWUXត មត�វ។

5. ឯកជនភព (Privacy): ដ�ចជដដ��មAឃ�ធ�ងកដយផg ល� អ �កទ�.:រអ#�នធKU� � �រដ តប7ងតបយ%�ក# �ឲRមនករបAELល�កល អ�កកតប តបស�ឯកជន។

6. �#Uភព.ល�.លមនក�U� (Limited production quality): កទEប�មនករកធn ករ ដកល�អរកhកដយ បណ? ញ.:យLU� ជzកម�អ# �នធKU� ម �នបន.?ល�ន�វសមeភព តបព%ន'.Sពn.:យម�យតបកបកដយករតបក�តបដជងកនEកទក�#ងករក�U�ជ�ហរ.ល� កម�ម�យ។

7. ឈនកដយក�រ (Poor reach): ខUXកពលដដលច�ន�នអ# �នធKU� មនកររ �កល�លស� FAងកលNនប�.#កhកដយ ករឈនកaដល�របស�វ ក"ដស e�ព�កតកយករ.:យតម ទ�រទសSនI។

8. ដ�កU រន �ឲRម�រកºA (Irritation): កយ ងកឃ ញថ ករស �ក:ម�យច�ន�នបនរយករUI ស?�អ�ព�ទ�ដ4ភព��រឲRរ �ខន�ប�.#ចនតក�ទ�ចរបស�បណ? ញម�យច�ន�ន។

៤. ក�ជJ�5ញក�លក� (SALES PROMOTION)

ករជ�រ#ញករលក� ត�វបនក�.?ល�ន�យមន%យថ "ជករកល កទ កច�?កដយផg ល�ដដល.?ល�ន�វ�ចល ឬ កត�¹ងកល កទ កច�?បដនeមកល .ល�.ល ឲRកaក�ល �ងលក�, អ�កដចកចយ, ឬអ�កកតប តបស�ច#ងកតកយ ជ ម�យទ�សកsដ�ប�ងកដ ម/ �កធn ឲRករលក�មនសកម�ភពរហ%ស" (Sales promotion has been defined as “a direct inducement that offers an extra value or incentive for the product to the sales force, distributors, or the ultimate consumer with the primary objective of creating an immediate sale.”)

ក. ទ�ហ� ន,ង ត:នទ.ននករជ�រ 6ញករលក (The Scope and Role of Sales Promotion)

First: ករជ�រ#ញករលក�ទក�ទងន ងតបក_ទម�យច�ន�នចនករកល កទ កច�? ដ ដល.?ល�ន�វកត�¹ងកល ក ទ កច�?បដនeមកដ ម/ �ឲRព�កក�ទ�ញ។ កត�¹ងកល កទ កច�?កនE ទ �កaជសមសធ#ស�ខន�ក"ក�#ងកម� វ �ធ�.Sពn.:យលក� វអ ចជ.?ល�ន�វខU� ប%U� (a coupon) ឬករបញH# Eចថ1 (price reduction),

ឱកសច�លតបក� ឬ ករកលងដល/ងយកឈ�E (contest or sweepstakes), ករបងn�លតបក� ឬសង តបក�ឲRមកវ �ញ(a money-back refund or rebate), ឬករបដនeម.ល�.លម�យច�ន�ន(an extra



amount of a product)។ កត�¹ងកល កទ កច�?កនEអច .?លឲRន�វ.ល�.ល��រ�កដយឥ��ចថ1 (free

sample), ជ�នដ�U ងជម#ន កដយ. ?ល�ន�វក?�សង� មកល ករទ�ញកល កកតកយកល កកតកយកទY, ឬ ទ កតបក�ធនរAប�រងក�#ងរ �ល កព�FAកហ ន�ងពតង ងធម� រម�UI របស�តក7មហ9#ន។

ករជ�រ#ញករលក� ក hត�វបន.?ល�កត�¹ងកល កទ កច�?កaឲRអន?រករ �មAឃ�ធ�ង (អ�កលក�ដ# � ន�ងលក�រយ)។ តបក �ឧបeម�កល ករកធn ករដចកចយ ន �ងករបញH# Eចថ1កaឲRអ�កលក�រយជកត�¹ង កល កទ កច�?ហ�រញ�វe# កល ករស?#កទ#ក ន �ង ជ �រ#ញករលក�.ល�.លរបស�ករងចតក។ ករតប!ងតប ដជងក�#ងករលក�ដ�រ ច �កLEប#�Vល�កលក�ដ# � ឬប #�Vល�កលក�រយត�វ.?ល�ន�វកត�¹ងកល កទ កច�?បដនeម កល ករប�កពញករងរ ន�ងប�កពញកគលកsលក�.ល�.ល។

A second point: ជសរវន? ករជ�រ#ញករលក��KជឧបករUI បកង+ នកល/¹នម�យ, ន�ងជ�យជ�រ#ញ ករលក�ឲRកន�ដកលNន ន�ង អ �ប/រមកល ទ�ហ�លក�។ តមរយXករ.?ល�ន�វកត�¹ងកល កទ កច�?បដនeម ,បកចHកកទសជ�រ#ញលក�អចកល កទ កច�?ដល�អ�កកតប តបស�ទ�ញន�វ.ល�.លច�ន�នកតច ន ឬកពលកវល ចនករទ�ញម�នច�ណយកពលកតច ន ឬអ �កកតប តបស�ត�វបនជ�រ#ញទ កច�?ព�កក�មនសកម�ភពកន� ដតបញប�តបញល�ជងម#ន។

តក7មហ9#នទ �ងឡយ ត�វកតប តបស�.ងដដរន�វករ.V�.Vង�មនកពលក�U� ដ �ចជករលក� បញz# Eចថ1ច�កLEអ�កលក�រយ ឬ. ?ល�ន�វខU� បU%� ដដលច#Eចថ�.#ក�U� កដ ម/ �ពកន1¹នដ�កU រករ ទ�ញ។ ក រជ�រ#ញករលក�បA#នបAងទ�ហ�ករលក�ជអ�ប/រម កដយកល កទ កច�?អ�ថ�ជនដដលម�ន ក01 យបច�កLEករ.:យLU� ជzកម�។

A final point : កដ ម/ �កគរពតមសកម�ភពជ�រ#ញករលក� មនន%យថព�កក�អចក�U�កគលកs កដ ម/ �ដបងដចកតក7មអ�ថ�ជនឲRដច�ព�គ� ក"ក�#ងបណ? ញមAឃ�ធ�ង។ ម នបង] ញក"ក�#ងរ�បភព ខងកតកមកនE។

ខ. �6�សមSត5, ន ,ង�6�វ,បត5,ននករជ�រ 6ញលក (Advantages and Disadvantage of Sale Promotion)

● គ!ណស�Wត%�ទនករG�រ!ញលក�1. Price discrimination: Producers can introduce price discrimination through the use of sales promotions.They can charge different prices to different consumers and trade segments depending on how sensitive each segment is to particular prices. Coupons, special sales events, clearance sales and discounts are examples to explain the phenomenon.Often such price discrimination are offered in specific cities in the country,



Bajaj Auto Ltd. started the scheme on 20th august 2001, where by if you buy a Bajaj Spirit two-wheeler you get Rs.3000/- off, valid only in Ahmedabad.

2. Effect on consumer behaviour: As sales promotions are mostly announced for a short period, customers may feel a sense of urgency and stop comparing the alternatives. They are persuaded to act now rather than later.With every 500g pack of Tang, you get a free Tang glass. Offer valid only till stocks last.

3. Effect on trade behaviour: Short-term promotions present an opportunity and encourage dealers to forward buy. This forward buying ensures that retailers won’t to go out of stocks. As dealers have more than the normal stocks, they think it advisable to advertise in local media, arranged displays and offer attractive promotion deals to consumers. These actions help in increasing the store traffic. Buy 2 dozen shampoo sachets & get 2 sachets free.

4. Regional Differences: The South is generally characterised by greater degree of going out and people tend to drink outside the house. The Tamilian, consumer in particular, is value oriented, rational and looks up to film stars, while the Keralite is more international in his outlook. The Bangalorean is as Cosmopolitan as his Mumbai or Delhi counterpart. Such factors have to be taken into consideration while providing incentives to the customers

● គ!ណវ�7ត�%ទនករG�រ!ញលក�1. Increased price sensitivity: Consumers wait for the promotion deals to be announced and then purchase the product. This is true even for brands where brand loyalty exists. Customers wait and time their purchases to coincide with promotional offers on their preferred brands. Thus, the routine sales at the market price are lost and the profit margin is reduced because of the discounts to be offered during sale-season.2. Quality image may become tarnished: If the promotions in a product category have been rare, the promotions could have a negative effect about its quality image. Consumers may start suspecting that perhaps the product has not been selling well, the quality of the product is true compared to the price or the product is likely to be discontinued because it has become outdated.

3. Merchandising support from dealers is doubtful: In many cases, the dealers do not cooperate in providing the merchandising support nor do they pass on any



benefit to consumers. The retailer might not be willing to give support because he does not have the place, or the product does not sell much in his shop, or may be he thinks the effort required is more than the commission/benefit derived.

4. Short-term orientation: Sales promotions are generally for a short duration. This gives a boost to sales for a short period. This short-term orientation may sometimes have negative effects on long-term future of the organization. Promotions mostly build short-term sales volume, which is difficult to maintain. Heavy use of sales promotion, in certain product categories, may be responsible for causing brand quality image dilution.

Types of sales promotion activities



៥. ក�ទក�ទJនងជសធ�ណu នLងក�គfក9�R�យជសធ�ណu (PUBLIC RELATIONS, PUBLICITY)

ក. ករទ�នក ទ�នងជOធរ�< (PUBLIC RELATION)

ទ�នក�ទ�នងជសធរUX �Kជម#ខងរត�ប�ត�ងដដលត�វវយ�ចលព�ឥរ �FបថសធរUXជន,

ករក�ស�គល�ព�កគលនកFបយ ន�ងទតមង�ករទ �ងឡយរបស�អងVភពជម�យន ង.លតបកFជនI សធរUXជន ន�ង តប�ប?�កម�វ �ធ�សកម�ភព(ករតបតស%យទក�ទង) កដ ម/ �ទញយកករយល� ដ ង ន�ងករទទ�លសV ល�។

ទ�នក�ទ�នងសធរUX ម នករLក�ពន%'កតច ន កល សព�សកម�ភពលក�.ល�.ល ន �ងកស វកម�។ កម �វ �ធ�ទ�នក�ទ�នងសធរUX ទក �ទងជម�យន ងកម�វ �ធ�.Sពn.:យច�រ#Eកaតមរ�បភព ក.Sងៗគ� ឧទហរUI ព%�មនកចញ.:យព�.ល�.លថ�� ឬមនករផ1 ស�ប?� រអn�ក.Sងៗក"ក�#ងអងVភព ,តព ?�ករUI ព�កសសៗត�វបនករYបច�ក! ងកដ ម/ �បកង+ ឲRមន0នgXលJក"ក�#ងសហ�មនI, ន�ងករ .:យLU� ជzកម�ត�វបនក�កតប កដ ម/ �ដថ1ងព�ជ�ហររបស�តក7មហ9#នកល បញ] វទប/ដ�វទ។

�!ខងរជម� ឃធងទនករទ�នក�ទ�នងជសធរណD

(Marketing PR Functions)

កលក Thomas L. Harris បនស�កsកល សកម�ភពទ�នក�ទ�នងជសធរUX ត�វបនករYបច �ក! ង កដ ម/ �.V�.Vង�ទ�សកsមAឃ�ធ�ង ថជម #ខងរទ�នក�ទ�នងសធរUXមAឃ�ងធ�ង (marketing public

relations (MPR) functions)។ ទ �សកsមAឃ�ធត�វបនក�បញH� លទ�នក�ទ�នងសធរUXជជ�ន�យករ ច �បច�រ�មមនX បកង + នករយល�ដ ង, ករ.?ល�ន�វព%�មន ន �ងករអប�រ �, ករទទ�លយល�ដ ង, ករក សងជ�កនNកជNជក�, ន�ង.?ល�ឲRអ�កកតប តបស�ន�វកហ#.លកដ ម/ �ទ�ញ.ល�.លឬកសវកម�, ន�ង ជ�រ#ញទ កច�?អ�ថ�ជនទទ�លសV ល�។

ករទ�នក�ទ�នងសធរណDម� ឃងធង B ន7ផនR�ន�វត�ទល+ល�ក��វ �ធសមហរណក�� ម� ឃធងដ�ក5!ង�ដធKB��)�ច�ន)នខងដបក�៖ (MPR adds value to the integrated

marketing program in a number of ways:)

● Building marketplace excitement before media advertising breaks. The announcement of a new product, for example, is an opportunity for the marketer to obtain publicity and dramatize the product, thereby increasing the effectiveness of ads. When Volkswagen reintroduced the Beetle, a great deal of anticipation was created through public relations prior to the availability of the cars.

● Creating advertising news where there is no product news. Ads themselves can be the focus of publicity. There seems to be as much hype about the ads on the Super Bowl as



there is for the game itself. The “Switch” campaign of Apple Computers has generated much publicity for the ads.

● Introducing a product with little or no advertising. This strategy has been implemented successfully by a number of companies, including Hewlett-Packard, Kinetix, Ty, and Crayola. Gillette uses PR as the lead medium in every new product launch.

● Providing a value-added customer service. Butterball established a hotline where people can call in to receive personal advice on how to prepare their turkeys. The company handled 25,000 calls during one holiday season. Many companies provide such services on their Internet sites. Chicken of the Sea provides recipes to visitors of its site (which of course suggest using Chicken of the Sea tuna).

● Building brand-to-customer bonds. The Pillsbury Bake-Off has led to strong brand loyalty among Pillsbury customers, who compete by submitting baked goods. The winner now receives a $1 million prize!

● Influencing the influentials—that is, providing information to opinion leaders.

● Defending products at risk and giving consumers a reason to buy. By taking constructive actions to defend or promote a company’s products, PR can actually give consumers a reason to buy. Energizer’s national education campaign that urges consumers to change the batteries in their fire alarms when they reset their clocks in the fall has resulted in a strong corporate citizen image and increased sales of batteries.

គ!ណស�Wត% ន�ង គ!ណវ�7ត%�ទនករទ�នក�ទ�នងជសធរណD

(Advantages and Disadvantage of PR)1. Credibility. Because public relations communications are not perceived in the same light

as advertising—that is, the public does not realize the organization either directly or indirectly paid for them—they tend to have more credibility. The fact that the media are not being compensated for providing the information may lead receivers to consider the news more truthful and credible.

2. Cost. In both absolute and relative terms, the cost of public relations is very low, especially when the possible effects are considered. While a firm can employ public relations agencies and spend millions of dollars on PR, for smaller companies this form of communication may be the most affordable alternative available.

3. Avoidance of clutter. Because they are typically perceived as news items, public relations messages are not subject to the clutter of ads. A story regarding a new product introduction or breakthrough is treated as a news item and is likely to receiveattention.

4. Lead generation. Information about technological innovations, medical breakthroughs,



and the like results almost immediately in a multitude of inquiries. These inquiries may give the firm some quality sales leads.

5. Ability to reach specific groups. Because some products appeal to only small market segments, it is not feasible to engage in advertising and/or promotions to reach them. If the firm does not have the financial capabilities to engage in promotional expenditures, the best way to communicate to these groups is through public relations.

6. Image building. Effective public relations helps to develop a positive image for the organization. A strong image is insurance against later misfortunes. For example, in 1982, seven people in the Chicago area died after taking Extra Strength Tylenol capsules that had been laced with cyanide (after they reached the store).

Perhaps the major disadvantage of public relations is the potential for not completing the communications process. While public relations messages can break through the clutter of commercials, the receiver may not make the connection to the source. Many firms’ PR efforts are never associated with their sponsors in the public mind. Public relations may also misfire through mismanagement and a lack of coordination with the marketing department. When marketing and PR departments operate independently, there is a danger of inconsistent communications, redundancies in efforts, and so on.

The key to effective public relations is to establish a good program, worthy of public interest, and manage it properly. To determine if this program is working, the firm must measure the effectiveness of the PR effort.

ខ. ករគបកសV|យជOធរ�< (PUBLICITY)

ករតបកស.:យជសធរUX ស�កsច�កLEករបកង+ ព%�មនស?�អ�ព�ប#�Vល, .ល�.ល,ឬ កសវកម� ដដលបង] ញក"ក�#ងតបព%ន'.Sពn.:យតមទ�រទសSនI វ �ទR# ន �ង ករកបEព#មr។ ច�កLEអ�ក ទ�.:រម�យច�ន�ន យល�ថ ករតបកស.:យជសធរU X ន �ងករទ�នក�ទ�នងជសធរUXមន ន%យដ�ចគ� ដតមក រព� ករតបកស.:យជសធរUXតគន �ដជដ.�កម�យចនករតប ងដតបង របស�ករទ�នក�ទ�នងសធរUXដបA#កណ� E។

បA#ដន?មនភពខ#សដប1កគ� ម�យច�ន�នដ�ចជ៖

○ ទ�ម�យX ក រតបកស.:យជសធរUX វមនដបបដ .ន ជយ #ទ'សសស?រយXកពលខ1� ខUXកពលដដលករទ�នក�ទ�នងសធរUXត�វករពតង�កកម�វ �ធ�បតងuបបតងuម ក �!#ង កពលណម�យ។



○ ទ�ម�យX ករទ�នក�ទ�នងសធUX ត �វបនក�ករYបច�ក! ងកដ ម/ �.?ល�ន�វព%�មនជវ �ជz មន ស ?�អ�ព�តក7មហ9#ន ន�ងជទ�កa ត�វបនតuព�ន�Rកដយតក7មហ9#ន ឬភ� ក�ងររបស�វ។ មAPងវ �ញកទY ករតបកស.:យជសធរU X ជធម �តម�នមនលកWUXវ �ជz មន កហ យជទ�កaម�នសe�នកតកមករតuព�ន�Rរបស�អងVភពកទ ឬម �នត�វបនច�ណយ កដយអងVភពដដល។

គ!ណស�Wត% ន�ង គ!ណវ�7ត%�ទនករករប7កស�:�ជសធរណD(Advantages and Disadvantage of Publicity)

Publicity offers the advantages of credibility, news value, significant word-of-mouth communications, and a perception of being endorsed by the media. Beyond the potential impact of negative publicity, two major problems arise from the use of publicity: timing and accuracy.

1. Timing :Timing of the publicity is not always completely under the control of the marketer. Unless the press thinks the information has very high news value, the timing of the press release is entirely up to the media—if it gets released at all. Thus, the information may be released earlier than desired or too late to make an impact.

2. Accuracy A major way to get publicity is the press release: Unfortunately, the information sometimes gets lost in translation —that is, it is not always reported the way the provider wishes it to be. As a result, inaccurate information, omissions, or other errors may result. Sometimes when you see a publicity piece that was written on the basis of a press release, you wonder if the two are even about the same topic.

៦. ករលក ណដយប6��ល (PERSONAL SELLING)

Personal selling involves selling through a person-to-person communications process. The emphasis placed on personal selling varies from firm to firm depending on a variety of factors, including the nature of the product or service being marketed, size of the organization, and type of industry. Personal selling often plays the dominant role in industrial firms, while in other firms, such as makers of low-priced consumer nondurable goods, its role is minimized. In many industries, these roles are changing to a more balanced use of promotional program elements. In an integrated marketing communications program, personal selling is a partner with, not a substitute for, the other promotional mix elements.

ក. ត:នទ.ននករលក ណដយប6��លណ�កH6ងកម*វ,ធ.ទ�នក ទ�នងសមហរ�កម*មW ឃ.ធ.ង

(The Role of Personal Selling in the IMC Program)Determining the Role of Personal Selling The first questions a manager needs to ask when

preparing the promotional program are what the specific responsibilities of personal selling will be and what role it will assume relative to the other promotional mix elements. To determine its role, management should be guided by four questions:

1. What specific information must be exchanged between the firm and potential customers?

2. What are the alternative ways to carry out these communications objectives?



3. How effective is each alternative in carrying out the needed exchange?

4. How cost effective is each alternative?

• Determining the information to be exchanged. In keeping with the objectives established by the communications models in Chapter 5, the salesperson may have a variety of messages to communicate, such as creating awareness of the product or service offering, demonstrating product benefits for evaluation, initiating trial, and/or closing the sale. It may also be necessary to answer questions, counter misconceptions, and discover potentially unmet needs.

• Examining promotional mix alternatives. In previous chapters, we discussed the roles of advertising and sales promotion, direct marketing, and public relations/publicity. Each of these program elements offers specific advantages and disadvantages, and each needs to be considered when the promotional mix is developed. Personal selling is an alternative that offers distinct advantages in some situations but is less appropriate in others, as evidenced in Figure 18-1.

• Evaluating the relative effectiveness of alternatives. The effectiveness of each program element must be evaluated based on the target market and the objectives sought. Personal selling is effective in many situations, but other program elements may be more attractive in other cases. For example, advertising may do a better job of repeating messages or reaching a large number of people with one distinct, consistent message.

• Determining cost effectiveness. One of the major disadvantages of personal selling is the cost involved. (Cahners Research estimates the average cost per sales call could be as high as $329.)4 While the cost of a personal sales call may not be prohibitive in industrial settings where a single purchase can be worth millions of dollars, the same cost may be unfeasible in a consumer market. Other media may be able to communicate the required message at a much lower cost.



ខ. ចរ ,កលក��<របស ករលក ណដយប6��ល (The Nature of Personal Selling)To integrate the personal selling effort into the overall promotional program, we must

understand the nature of this tool. Let us look at how personal selling has evolved over the years and then examine some of its characteristics. The personal selling task encompasses a variety of responsibilities (some of which we discuss in the next section). Like other aspects of the promotional mix, these responsibilities are constantly changing. As noted by Thomas Wotruba, the personal selling area is constantly evolving as the marketing environment itself evolves.5 Wotruba identifies five distinct stages of personal selling evolution, shown in Figure 18-2.

1. Provider stage. Selling activities are limited to accepting orders for the supplier’s available offering and conveying it to the buyer.

2. Persuader stage. Selling involves an attempt to persuade market members to buy the supplier’s offerings.

3. Prospector stage. Activities include seeking out selected buyers who are perceived to have a need for the offering as well as the resources and authority to buy it.

4. Problem-solver stage. Selling involves obtaining the participation of buyers to identify their problems, which can be translated into needs, and then presenting a selection from the supplier’s offerings that corresponds with those needs and can solve those problems.

5. Procreator stage. Selling defines the buyer’s problems or needs and their solutions through active buyer-seller collaboration and then creates a market offering uniquely tailored to the



customer.

�. �6�សមSត5 ន,ង �6�វ,បត5,ននករលក ណដយប6��ល (Advantages and Disadvantage of Personal Selling)

The nature of personal selling positions this promotional tool uniquely among those available to marketers. Its advantages include the following:

1. Allowing for two-way interaction. The ability to interact with the receiver allows the sender to determine the impact of the message. Problems in comprehension or objections can be resolved and in-depth discussions of certain selling points can be provided immediately. In mass communications this direct feedback is not available and such information cannot be obtained immediately (if at all).

2. Tailoring of the message. Because of the direct interaction, messages can be tailored to the receiver. This more precise message content lets the sender address the consumer’s specific concerns, problems, and needs. The sales rep can also determine when to move on to the next selling point, ask for the sale, or close the deal.

3. Lack of distraction. In many personal selling situations, a one-to-one presentation is conducted. The likelihood of distractions is minimized and the buyer is generally paying close attention to the sales message. Even when the presentation is made by a group of salespeople or more than one decision maker is present, the setting is less distracting than those in which nonpersonal mass media are used.

4. Involvement in the decision process. Through consultative selling and relationship marketing, the seller becomes more of a partner in the buying decision process, acting in conjunction with the buyer to solve problems. This leads the buyer to rely more on the salesperson and his or her products and services. An added benefit may be increasing the involvement of the organization’s own employees.

5. Source of research information. In a well-integrated marketing/sales department the sales force can be the “eyes and ears” of the firm. Sales reps can collect information on competitors’ products and services, promotions, pricing, and so on, firsthand. In addition, they can learn about the buying needs and wants of customers and potential customers.

As you can see, the advantages of personal selling focus primarily on the dyadic communications process, the ability to alter the message, and the opportunity for direct feedback. Sometimes, however, these potential advantages are not always realized. In fact, they may become disadvantages. Disadvantages associated with personal selling include the following:

1. Inconsistent messages. Earlier we stated that the ability to adapt the message to the receiver is a distinct advantage of personal selling. But the lack of a standardized message can become a disadvantage. The message to be communicated is generally designed by the marketing staff



with a particular communications objective in mind. Once this message has been determined, it is communicated to all receivers.

2. Sales force/management conflict. Unfortunately, there are situations in even the best companies when one wonders if the sales staff and marketing staff know they work for the same company and for the same goals. Because of failure to communicate, corporate politics, and myriad other reasons, the sales force and marketing may not be working as a team.

3. High cost. We discussed earlier the high cost of personal selling. As the cost per sales call continues to climb, the marketer may find mass communications a more cost-effective alternative.

4. Poor reach. Personal selling cannot reach as many members of the target audience as other elements. Even if money were no object (not a very likely scenario!), the sales force has only so many hours and so many people it can reach in a given time. Further, the frequency with which these accounts are reached is also low.

5. Potential ethical problems. Because the manager does not have complete control over the messages the salespeople communicate and because income and advancement are often directly tied to sales, sometimes sales reps bend the rules. They may say and do things they know are not entirely ethical or in the best interest of the firm in order to get a sale. Other, perhaps more serious, problems can also occur. For example, many organizations are concerned about salespersons committing bribery. In a study reported in Sales & Marketing Management, 25 percent of managers and/or sales reps reported that they sometimes or often have felt pressured by a client to give the client something worth more than $100 in exchange for their business. Even more scary is that almost



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