The document discusses marketing research and related concepts. It provides learning objectives about how marketers use information systems, potential ethical issues in research, and the steps of conducting research. It also discusses types of data, research methods, and challenges in research. Examples are provided about companies conducting exploratory research and redesigning stores based on research. Key terms are defined in a glossary.
This document discusses market segmentation, targeting, and positioning. It begins by outlining the learning objectives which are to understand how firms decide on a segmentation strategy, determine the best segmentation method, evaluate segment attractiveness, and understand positioning. It then provides examples of different segmentation bases including demographic, geographic, psychographic, benefit, and loyalty segmentation. The document also outlines the steps to evaluate segment attractiveness and select a target market, and discusses developing a positioning strategy through identifying values, symbols, and competition. Key terms are defined in a glossary at the end.
The document discusses pricing strategies and concepts. It introduces the five C's of pricing - company objectives, customers, costs, competition, and channel members. It explains concepts like demand curves, price elasticity, variable and fixed costs, and break-even analysis. The goal is to help firms set prices that maximize profits by understanding how price impacts sales and the factors that influence customers' price sensitivity.
The document discusses key concepts in services marketing. It introduces the Gaps Model, which identifies four gaps that can lead to unmet customer expectations: the knowledge gap, standards gap, delivery gap, and communications gap. It also discusses the importance of understanding customer expectations and perceptions of service quality. Firms aim to meet or exceed expectations to provide a satisfactory customer experience.
The document discusses analyzing a company's marketing environment. It describes how customers, competitors, and other external factors influence marketing strategy. It also explains how marketers must consider macroenvironmental trends, such as demographics, technology, and social issues when making decisions. Additionally, the document outlines how corporate social responsibility programs can benefit stakeholders.
This document discusses innovation and new product development. It introduces key concepts like the diffusion of innovation theory, product life cycle, and strategies for different stages. The document also outlines the new product development process from idea generation through evaluation. It describes methods like internal R&D, customer input, concept testing, and market testing that firms use to create new products and services.
The document discusses key concepts in marketing including:
1) Marketing involves creating, communicating, and delivering value to customers and managing customer relationships in a way that benefits the organization.
2) Marketers must make decisions around product, price, place, and promotion to satisfy customer needs and capture value.
3) Marketing impacts stakeholders inside and outside organizations and helps create value for customers.
The document discusses marketing ethics and corporate social responsibility. It provides learning objectives about why marketers have to consider ethics, what constitutes a socially responsible firm, how to make ethical decisions, and how to integrate ethics into marketing strategy. It then presents several scenarios to illustrate ethical issues marketers may face and discusses frameworks for ethical decision-making.
The document discusses business-to-business (B2B) marketing. It outlines the learning objectives which are to understand how B2B firms segment markets, how B2B buying differs from consumer buying, factors that influence the B2B buying process, and how the internet has changed B2B marketing. It then discusses the various types of B2B markets including manufacturers, resellers, institutions, and government. It also outlines the typical 6-step B2B buying process and factors that influence it like organizational culture and buying situations. Finally, it discusses how the internet has impacted B2B marketing and purchasing.
This document discusses market segmentation, targeting, and positioning. It begins by outlining the learning objectives which are to understand how firms decide on a segmentation strategy, determine the best segmentation method, evaluate segment attractiveness, and understand positioning. It then provides examples of different segmentation bases including demographic, geographic, psychographic, benefit, and loyalty segmentation. The document also outlines the steps to evaluate segment attractiveness and select a target market, and discusses developing a positioning strategy through identifying values, symbols, and competition. Key terms are defined in a glossary at the end.
The document discusses pricing strategies and concepts. It introduces the five C's of pricing - company objectives, customers, costs, competition, and channel members. It explains concepts like demand curves, price elasticity, variable and fixed costs, and break-even analysis. The goal is to help firms set prices that maximize profits by understanding how price impacts sales and the factors that influence customers' price sensitivity.
The document discusses key concepts in services marketing. It introduces the Gaps Model, which identifies four gaps that can lead to unmet customer expectations: the knowledge gap, standards gap, delivery gap, and communications gap. It also discusses the importance of understanding customer expectations and perceptions of service quality. Firms aim to meet or exceed expectations to provide a satisfactory customer experience.
The document discusses analyzing a company's marketing environment. It describes how customers, competitors, and other external factors influence marketing strategy. It also explains how marketers must consider macroenvironmental trends, such as demographics, technology, and social issues when making decisions. Additionally, the document outlines how corporate social responsibility programs can benefit stakeholders.
This document discusses innovation and new product development. It introduces key concepts like the diffusion of innovation theory, product life cycle, and strategies for different stages. The document also outlines the new product development process from idea generation through evaluation. It describes methods like internal R&D, customer input, concept testing, and market testing that firms use to create new products and services.
The document discusses key concepts in marketing including:
1) Marketing involves creating, communicating, and delivering value to customers and managing customer relationships in a way that benefits the organization.
2) Marketers must make decisions around product, price, place, and promotion to satisfy customer needs and capture value.
3) Marketing impacts stakeholders inside and outside organizations and helps create value for customers.
The document discusses marketing ethics and corporate social responsibility. It provides learning objectives about why marketers have to consider ethics, what constitutes a socially responsible firm, how to make ethical decisions, and how to integrate ethics into marketing strategy. It then presents several scenarios to illustrate ethical issues marketers may face and discusses frameworks for ethical decision-making.
The document discusses business-to-business (B2B) marketing. It outlines the learning objectives which are to understand how B2B firms segment markets, how B2B buying differs from consumer buying, factors that influence the B2B buying process, and how the internet has changed B2B marketing. It then discusses the various types of B2B markets including manufacturers, resellers, institutions, and government. It also outlines the typical 6-step B2B buying process and factors that influence it like organizational culture and buying situations. Finally, it discusses how the internet has impacted B2B marketing and purchasing.
The document discusses advertising and sales promotion. It covers setting advertising objectives like introducing new products or positioning brands. It also discusses choosing media types, planning messages, and measuring effectiveness. For sales promotion, it outlines positives like immediate results or growth but also negatives like eroding brand loyalty or being hard to manage. Key terms covered include things like institutional advertising, product advertising types, advertising allowances, and cooperative advertising.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
This document is a report submitted to Prof. Govindrajan that measures the brand equity of Dove soap. It contains an executive summary that outlines the advantages of brand equity, describes two models used to measure brand loyalty, and discusses leveragability and brand equity calculations. The findings show that Dove has strong brand recognition but a weak supply chain. It recommends that Dove improve its supply chain, work on campaigns people can relate to more, and expand into product categories like antiseptic soaps that show high leveragability.
The document discusses pricing strategies and tactics. It begins by outlining the key steps in setting the right price: estimating costs and demand, establishing pricing goals, choosing a pricing strategy, and fine-tuning the price. It then discusses legal and ethical constraints on pricing. Several pricing strategies and tactics are described, including discounts, geographic pricing, product line pricing, and approaches during inflation and recession periods. The role of pricing objectives, constraints, strategies, and tactics are the main focus of the summary.
The document is a chapter from a marketing textbook that discusses key concepts in defining 21st century marketing. It covers topics like the challenges of the new digital economy, the tasks of marketing, major marketing concepts and tools, and different company orientations toward customers. The objectives are to understand the new economy, marketing tasks and roles, core concepts/models, and how companies are adapting to changes.
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It determines the brand strength score and role of brand index for Cadbury Dairy Milk and compares it to Cadbury 5 Star. The analysis finds that Cadbury Dairy Milk has a brand strength score of 100 and role of brand index of 45%, indicating it is a high brand strength brand with some dependence on other factors. This positions it well to be extended to other product categories like cookies and cakes.
The document discusses various types of external growth strategies for businesses, including partnerships, strategic alliances, joint ventures, mergers, acquisitions, licensing, and franchising. It provides definitions and examples for each type of strategy. Partnerships and strategic alliances are described as leveraging the strengths of each partner to create value greater than the sum of the parts. Mergers and acquisitions are discussed as ways for companies to grow, though mergers often do not achieve expected cost savings. The advantages of external growth strategies include reducing competition and gaining access to new markets and expertise, while the disadvantages include potential incompatibility of cultures and loss of flexibility.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs to offer lower prices. Differentiation involves unique product attributes that are valued by customers. Focus involves targeting a narrow market segment and achieving either cost advantages or differentiation within that segment. While these strategies provide advantages against competitive forces, attempting multiple strategies risks being "stuck in the middle" without a clear advantage. Later critics argued generic strategies lack flexibility and specificity, and that there are viable strategies between the extremes.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Inorganic Growth - Is it the right strategy ?Nupur Bhardwaj
This document discusses inorganic growth strategies like mergers and acquisitions as options for growth among Indian businesses. It provides examples of major Indian companies that have utilized inorganic growth strategies in recent years, including Wipro, Tata Group, ICICI Bank, Reliance, Fortis Healthcare, Essar-Vodafone, iGate-Patni, Aditya Birla Group, and Mahindra & Mahindra. The document argues that inorganic growth can help companies enter new markets, expand customer bases, cut competition, consolidate quickly, and employ new technologies, making it a viable strategic option for growth among Indian companies.
What is strategy?
Identify and examine different meanings of strategy?
What are the theoretical & practical implications of these diverse meanings?
Discuss the nature of strategy in various organisation types.
Identify different levels of strategy in organisations.
Distinguish between corporate strategy, business unit strategy, functional strategy and tactical strategy.
This chapter discusses business-level strategy and how firms can gain competitive advantage through strategies like overall cost leadership or differentiation. It describes three generic business-level strategies - overall cost leadership, differentiation, and focus. Firms can pursue a cost leadership strategy by efficiently performing value chain activities to achieve lower costs than competitors. They can also differentiate their products or services in ways that are valued by customers. The chapter outlines various approaches for achieving a cost advantage, such as controlling cost drivers, leveraging experience curve effects, and revamping the value chain. It emphasizes that success requires finding unique ways to lower costs that are difficult for rivals to copy.
This document summarizes strategic directions for business growth, including internal growth through reinvestment of profits and external growth such as mergers and acquisitions. It discusses the advantages and disadvantages of internal vs. external growth. Mergers and acquisitions are described as common ways to grow quickly but over 50% fail due to issues like cultural clashes and lack of strategy. Strategic alliances between companies are also covered as a way for cooperation without full ownership.
Article The Strategy Accelerator - Which businessmodels and strategies are va...Alfred Griffioen
How to improve your businessmodel and find an attractive position in the value chain or value network. How valid are the strategies of Porter, Treacy & Wiersema and the BCG portfolio matrix in this internet age and globalised world? The strategy accelerator gives a concise alternative, combining the Resource Based View and strategic marketing.
This document discusses motivating employee performance. It covers goal setting theory, reinforcing good performance through rewards, performance-related beliefs like expectancy theory, and addressing individual needs through job design. Managers are encouraged to set meaningful and challenging goals, recognize accomplishments, understand what employees value as rewards, and create motivating jobs through techniques like job enrichment to maximize workforce satisfaction and motivation.
The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. Methods of technology acquisition include internal development, licensing, and contracted development. The roles of a CIO/CTO and innovation team are described. Characteristics of innovative companies include an organizational culture that encourages creativity and learning from failures. Organizational development techniques and a three-stage change management model are also summarized.
This document provides an overview of business ethics concepts. It begins with learning objectives focused on ethical perspectives, how companies influence ethics, and making ethical decisions. It then discusses corporate social responsibility, the natural environment, and actions managers can take. Throughout, it provides examples of ethical dilemmas and challenges, outlines processes for ethical decision making, and emphasizes the role of leadership in establishing an ethical climate and code of conduct. Key topics covered include compliance, integrity, responsibility, sustainability, and cultivating an ethical culture.
Customer Development 2: Three types of marketsVenture Hacks
This document discusses different types of markets that startups can enter: existing markets, resegmented markets, and new markets. It defines each market type and provides examples. Existing markets involve providing a faster or better solution than incumbents. Resegmented markets involve targeting unserved customer niches or a lower price point. New markets create brand new customer needs. The document notes that the type of market affects factors like sales models, costs, risks, and challenges. It emphasizes that understanding the market type is crucial for startups to select the right customer development strategies.
The document outlines how to bring a product to market, with the first half focused on achieving product-market fit and the second half focused on preparing for growth after fit is achieved. It discusses how building a "must-have" product makes marketing easier, and provides tips for understanding customers, determining fit, communicating with investors, and pivoting based on customer feedback. The document recommends metrics for gauging fit and advises preparing systems and processes for scaling once the right product is validated.
The document discusses several topics related to information technology including how IT is used for communication, the evolution of terms like DP and IT, and how IT has changed industries like entertainment. It also provides tips for organizing emails and files and discusses concepts like data warehousing, data mining, intranets, extranets, VPNs, and portals. Potential issues with IT like security, privacy, and stability are also outlined.
The document discusses advertising and sales promotion. It covers setting advertising objectives like introducing new products or positioning brands. It also discusses choosing media types, planning messages, and measuring effectiveness. For sales promotion, it outlines positives like immediate results or growth but also negatives like eroding brand loyalty or being hard to manage. Key terms covered include things like institutional advertising, product advertising types, advertising allowances, and cooperative advertising.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
This document is a report submitted to Prof. Govindrajan that measures the brand equity of Dove soap. It contains an executive summary that outlines the advantages of brand equity, describes two models used to measure brand loyalty, and discusses leveragability and brand equity calculations. The findings show that Dove has strong brand recognition but a weak supply chain. It recommends that Dove improve its supply chain, work on campaigns people can relate to more, and expand into product categories like antiseptic soaps that show high leveragability.
The document discusses pricing strategies and tactics. It begins by outlining the key steps in setting the right price: estimating costs and demand, establishing pricing goals, choosing a pricing strategy, and fine-tuning the price. It then discusses legal and ethical constraints on pricing. Several pricing strategies and tactics are described, including discounts, geographic pricing, product line pricing, and approaches during inflation and recession periods. The role of pricing objectives, constraints, strategies, and tactics are the main focus of the summary.
The document is a chapter from a marketing textbook that discusses key concepts in defining 21st century marketing. It covers topics like the challenges of the new digital economy, the tasks of marketing, major marketing concepts and tools, and different company orientations toward customers. The objectives are to understand the new economy, marketing tasks and roles, core concepts/models, and how companies are adapting to changes.
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It determines the brand strength score and role of brand index for Cadbury Dairy Milk and compares it to Cadbury 5 Star. The analysis finds that Cadbury Dairy Milk has a brand strength score of 100 and role of brand index of 45%, indicating it is a high brand strength brand with some dependence on other factors. This positions it well to be extended to other product categories like cookies and cakes.
The document discusses various types of external growth strategies for businesses, including partnerships, strategic alliances, joint ventures, mergers, acquisitions, licensing, and franchising. It provides definitions and examples for each type of strategy. Partnerships and strategic alliances are described as leveraging the strengths of each partner to create value greater than the sum of the parts. Mergers and acquisitions are discussed as ways for companies to grow, though mergers often do not achieve expected cost savings. The advantages of external growth strategies include reducing competition and gaining access to new markets and expertise, while the disadvantages include potential incompatibility of cultures and loss of flexibility.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs to offer lower prices. Differentiation involves unique product attributes that are valued by customers. Focus involves targeting a narrow market segment and achieving either cost advantages or differentiation within that segment. While these strategies provide advantages against competitive forces, attempting multiple strategies risks being "stuck in the middle" without a clear advantage. Later critics argued generic strategies lack flexibility and specificity, and that there are viable strategies between the extremes.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Inorganic Growth - Is it the right strategy ?Nupur Bhardwaj
This document discusses inorganic growth strategies like mergers and acquisitions as options for growth among Indian businesses. It provides examples of major Indian companies that have utilized inorganic growth strategies in recent years, including Wipro, Tata Group, ICICI Bank, Reliance, Fortis Healthcare, Essar-Vodafone, iGate-Patni, Aditya Birla Group, and Mahindra & Mahindra. The document argues that inorganic growth can help companies enter new markets, expand customer bases, cut competition, consolidate quickly, and employ new technologies, making it a viable strategic option for growth among Indian companies.
What is strategy?
Identify and examine different meanings of strategy?
What are the theoretical & practical implications of these diverse meanings?
Discuss the nature of strategy in various organisation types.
Identify different levels of strategy in organisations.
Distinguish between corporate strategy, business unit strategy, functional strategy and tactical strategy.
This chapter discusses business-level strategy and how firms can gain competitive advantage through strategies like overall cost leadership or differentiation. It describes three generic business-level strategies - overall cost leadership, differentiation, and focus. Firms can pursue a cost leadership strategy by efficiently performing value chain activities to achieve lower costs than competitors. They can also differentiate their products or services in ways that are valued by customers. The chapter outlines various approaches for achieving a cost advantage, such as controlling cost drivers, leveraging experience curve effects, and revamping the value chain. It emphasizes that success requires finding unique ways to lower costs that are difficult for rivals to copy.
This document summarizes strategic directions for business growth, including internal growth through reinvestment of profits and external growth such as mergers and acquisitions. It discusses the advantages and disadvantages of internal vs. external growth. Mergers and acquisitions are described as common ways to grow quickly but over 50% fail due to issues like cultural clashes and lack of strategy. Strategic alliances between companies are also covered as a way for cooperation without full ownership.
Article The Strategy Accelerator - Which businessmodels and strategies are va...Alfred Griffioen
How to improve your businessmodel and find an attractive position in the value chain or value network. How valid are the strategies of Porter, Treacy & Wiersema and the BCG portfolio matrix in this internet age and globalised world? The strategy accelerator gives a concise alternative, combining the Resource Based View and strategic marketing.
This document discusses motivating employee performance. It covers goal setting theory, reinforcing good performance through rewards, performance-related beliefs like expectancy theory, and addressing individual needs through job design. Managers are encouraged to set meaningful and challenging goals, recognize accomplishments, understand what employees value as rewards, and create motivating jobs through techniques like job enrichment to maximize workforce satisfaction and motivation.
The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. Methods of technology acquisition include internal development, licensing, and contracted development. The roles of a CIO/CTO and innovation team are described. Characteristics of innovative companies include an organizational culture that encourages creativity and learning from failures. Organizational development techniques and a three-stage change management model are also summarized.
This document provides an overview of business ethics concepts. It begins with learning objectives focused on ethical perspectives, how companies influence ethics, and making ethical decisions. It then discusses corporate social responsibility, the natural environment, and actions managers can take. Throughout, it provides examples of ethical dilemmas and challenges, outlines processes for ethical decision making, and emphasizes the role of leadership in establishing an ethical climate and code of conduct. Key topics covered include compliance, integrity, responsibility, sustainability, and cultivating an ethical culture.
Customer Development 2: Three types of marketsVenture Hacks
This document discusses different types of markets that startups can enter: existing markets, resegmented markets, and new markets. It defines each market type and provides examples. Existing markets involve providing a faster or better solution than incumbents. Resegmented markets involve targeting unserved customer niches or a lower price point. New markets create brand new customer needs. The document notes that the type of market affects factors like sales models, costs, risks, and challenges. It emphasizes that understanding the market type is crucial for startups to select the right customer development strategies.
The document outlines how to bring a product to market, with the first half focused on achieving product-market fit and the second half focused on preparing for growth after fit is achieved. It discusses how building a "must-have" product makes marketing easier, and provides tips for understanding customers, determining fit, communicating with investors, and pivoting based on customer feedback. The document recommends metrics for gauging fit and advises preparing systems and processes for scaling once the right product is validated.
The document discusses several topics related to information technology including how IT is used for communication, the evolution of terms like DP and IT, and how IT has changed industries like entertainment. It also provides tips for organizing emails and files and discusses concepts like data warehousing, data mining, intranets, extranets, VPNs, and portals. Potential issues with IT like security, privacy, and stability are also outlined.
The document discusses how to optimize web apps using KISSmetrics. It outlines that KISSmetrics helps optimize the user funnel by tracking user actions and metrics. It also allows calculating customer lifetime value. The document recommends using KISSmetrics for optimization after achieving product-market fit.
The document discusses various branding and product marketing strategies. It covers how firms adjust product lines, the value of brands, and different branding approaches. Specific strategies examined include changing a product line's breadth and depth, brand extensions, co-branding, packaging, and labeling. The document also defines key terms related to branding and product marketing.
The document outlines how to use the survey tool survey.io to measure product/market fit. It recommends asking customers questions about how they discovered the product, how they would feel without it, what alternative they would use, the primary benefit, if they have recommended it, what type of person could benefit most, how to improve it, and if follow up is okay. It also discusses getting qualitative feedback before fit is achieved and identifying must-have features by industry by asking the must-have question.
The document discusses advertising, public relations, and sales promotions. It outlines the learning objectives which include understanding how firms plan advertising campaigns, determine media use, and integrate public relations and sales promotions. Key points covered include the steps to plan an ad campaign including setting objectives, designing ads, evaluating and selecting media, and assessing impact. The document also discusses types of advertising appeals, how public relations is used, and different sales promotion tools.
The document discusses factors to consider when developing a global marketing strategy. It identifies key metrics for analyzing a country's economic environment, important government actions, and cultural dimensions. It also outlines options for entering foreign markets, components of a global marketing strategy, and ethical issues that may arise, such as environmental concerns, labor practices, and cultural imperialism. Firms must carefully evaluate target markets and adapt the marketing mix when operating internationally.
This document discusses various types of insurance coverage for businesses to manage risk. It describes health insurance options for employees like HMOs and PPOs. It also covers disability insurance, workers compensation, liability insurance, and life insurance for businesses to protect against losses from injury, lawsuits, death and ensure business continuity. The goal is to understand and mitigate different risks through various insurance strategies.
The document discusses control systems and processes used by companies. It defines the four steps of control systems as setting standards, measuring performance, comparing performance to standards, and taking action. It also discusses types of financial statements and ratios used for financial controls, including the balance sheet, profit and loss statement, current ratio, debt-equity ratio, and return on investment ratio. Six Sigma is introduced as a quality control tool to reduce defects.
The document outlines Sean Ellis' advice for bringing a product to market. It discusses the importance of achieving product-market fit before focusing on growth. It recommends optimizing metrics, the customer funnel, and messaging when preparing for growth after achieving fit. It also advises growing quickly by using business models, channels, and nailing the initial user experience while leaving no room for competition.
This document discusses managing diversity in organizations. It begins by outlining learning objectives on diversity as a critical issue, distinguishing between affirmative action and managing diversity, and challenges of a diverse workforce. It then defines diversity, discusses gender and minority issues, and challenges of managing diversity. It also outlines strategies for cultivating diversity including securing leadership commitment, training employees, and establishing support groups. The document concludes by discussing cultural differences that influence global management such as power distance and individualism versus collectivism.
The document discusses developing marketing strategies and marketing plans. It covers topics like SWOT analyses, segmentation targeting and positioning, the marketing mix, growth strategies, scenario planning, and developing a sustainable competitive advantage. The five steps to creating a marketing plan are defined as: 1) defining the mission/vision, 2) situation analysis using SWOT, 3) identifying opportunities using STP, 4) implementing the marketing mix, and 5) evaluating performance and making adjustments.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document provides tips and strategies for effective presentations and pitches. It emphasizes keeping presentations concise with a clear high-level concept pitch. The ideal elevator pitch summarizes the business on the back of a business card and follows the 10/20/30 rule of 10 slides, 20 minutes, and 30 point font. Traction, product, team, and social proof should be highlighted over lengthy descriptions. Preparation, storytelling, confidence and addressing investor interests are also important factors for a successful presentation.
This document provides an overview of integrated marketing communications (IMC). It discusses key concepts like how consumers perceive communications, the growth of some media channels and decline of others, and how firms can use marketing metrics to plan and measure IMC success. Specific topics covered include the AIDA model of promoting awareness, interest, desire and action; various IMC elements like advertising, personal selling, sales promotions, direct marketing and public relations; and methods for measuring IMC success.
Chapter Two Production and operation managementbahreabdella
This document discusses operations strategy and competitiveness. It covers topics such as competitive dimensions, order qualifiers and winners, strategy design processes, frameworks for manufacturing and service strategies, and productivity measures. The chapters outlines objectives like operations strategy, competitive dimensions, order qualifiers and winners, strategy design process, frameworks for manufacturing and service strategies, capacity capabilities, and productivity measures.
The document discusses key concepts related to consumer decision making including:
- The five stages of the consumer decision process: need recognition, search for information, evaluation of alternatives, purchase decision, and post-purchase behavior.
- Factors that influence consumer decisions such as psychological, social, and situational factors.
- Different types of consumer buying decisions like limited problem solving, habitual decision making, and extended problem solving.
- Key terms involved in consumer decision making are defined in a glossary.
This chapter discusses operations strategy and competitiveness. It covers topics such as competitive dimensions, order qualifiers and winners, strategy design processes, frameworks for manufacturing and service strategies, and productivity measures. Operations strategy is influenced by customer needs, corporate strategy, and decisions around processes and infrastructure. Competitive dimensions include factors like cost, quality, delivery speed and reliability. Order qualifiers are basic criteria for consideration, while order winners differentiate companies. Strategy is designed using tools like the Kaplan and Norton strategy map. Productivity is measured by comparing outputs to inputs.
This document discusses planning strategies for business and information technology. It covers topics like scenario planning, competitive advantage planning, business models, and e-business planning. The key aspects of planning covered are evaluating the environment, building shared visions and goals, and deciding on actions. Business strategies are identified using a strategic positioning matrix based on connectivity and IT use levels.
This document provides an overview of key concepts regarding advertising, sales promotion, and public relations. It discusses the different types of advertisements, the steps to develop an advertising program, how to evaluate advertising effectiveness, various sales promotion techniques, the role of public relations, and the importance of self-regulation. The goal is to explain the differences between key concepts and understand how to develop, execute, and analyze various promotional strategies and tools.
The document discusses challenges in measuring marketing ROI and provides lessons for improving KPIs and ROI measurement. It recommends focusing on volume, velocity and customer behavior over technology and tactics. It also stresses the importance of data quality, alignment between sales and marketing, comparing metrics over time to identify issues, and creating a marketing forecast tied to revenue. The overall message is that marketers should aspire to use metrics to understand business impact rather than to justify their own existence.
Chap006 marketing research and decision support systemsSongSong34
This chapter discusses marketing research and decision support systems. It covers the purpose of marketing research, the stages of the marketing research process, types of research designs and data collection methods. It also addresses survey design, sampling, and the role of marketing research in decision support systems. The overall goals of the chapter are to understand the functions of marketing research and how it is used to support marketing decisions.
The document is from a chapter in a managerial accounting textbook. It discusses key concepts in managerial accounting including the functions of management (planning, controlling, directing and motivating), just-in-time systems, total quality management, process reengineering, the theory of constraints, and codes of ethics for management accountants. It also summarizes the differences between financial and managerial accounting and how the business environment has changed in recent decades.
The document discusses key concepts in managerial accounting and business management. It covers the four main functions of management: planning, controlling, directing, and motivating. Other topics summarized include just-in-time systems, total quality management, process reengineering, the theory of constraints, international competition, e-commerce, and codes of ethical conduct for management accountants. Guidelines are provided for maintaining objectivity and resolving ethical conflicts.
The document discusses the planning process used by managers. It describes planning as having three main stages: determining the organization's mission and goals, formulating strategies, and implementing strategies. It also discusses different levels of planning (corporate, business, functional) and types of plans. Functional strategies seek to add value through departments like marketing, production, and services in ways that lower costs or differentiate products. The overall planning process allows managers to identify goals and strategies to achieve the organizational mission.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the mission and goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the current situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the organization's goals.
The document discusses the planning process used by managers. It describes the three stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the situation through tools like SWOT and developing strategies to achieve the mission and goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the current situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the organization's goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the current situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the organization's goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the mission and goals.
1) The document discusses international business strategies, including global standardization, localization, transnational, and international strategies. It analyzes when each strategy is most effective based on pressures for cost reductions and local responsiveness.
2) Key factors that influence strategic choice are differences in consumer tastes, infrastructure, distribution channels, and government demands between countries.
3) The document also examines how firms can increase profits through global expansion by leveraging core competencies, realizing location economies, exploiting experience curve effects, and transferring skills between subsidiaries.
The document discusses key topics in personal selling and sales management. It outlines the personal selling process which includes 5 steps: 1) generate and qualify leads, 2) preapproach, 3) sales presentation and overcoming reservations, 4) closing the sale, and 5) follow-up. It also discusses how technology and the internet are impacting personal selling. The role of the sales manager is covered including structuring the sales force, recruiting and selecting salespeople, training, motivating through compensation and evaluation.
This document discusses retailing and multichannel marketing strategies. It covers factors manufacturers consider when choosing retail partners, types of retailers available for product distribution, and how manufacturers and retailers develop strategies together. Multichannel marketing is becoming more prevalent as it allows consumers to shop across various channels like stores, catalogs, and the internet. The document provides learning objectives and then discusses in more detail retail partner selection, distribution intensity, types of food and general merchandise retailers, using the four P's for retail strategy, and the benefits of different retail channels.
The document discusses supply chain management. It defines supply chain management and explains how supply chains add value by streamlining distribution and integrating suppliers, manufacturers, warehouses, stores, and transportation. It also discusses how information flows through supply chains and how concepts like just-in-time systems, strategic relationships, and vertical integration are used to manage supply chains.
The document discusses several topics related to teams in organizations, including:
1) How teams can increase productivity, quality, speed, and reduce costs compared to traditional work groups.
2) The differences between teams and working groups, with teams having shared goals and mutual accountability.
3) The stages groups go through to become high-performing teams - forming, storming, norming, and performing.
4) Factors that can cause groups to fail like poor communication and lack of clear roles and goals.
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
The document discusses strategic human resource management and how attracting, developing, and retaining talent provides a competitive advantage. It covers HR processes like recruitment, selection, training, performance management, compensation and benefits. Unions and labor laws also influence these areas through collective bargaining and legislation regarding issues like discrimination, wages, and workplace safety.
The document discusses various topics related to organizational structure. It defines key terms like organic vs mechanistic structures, differentiation and integration. It also covers vertical and horizontal structures, including functional, divisional and matrix forms. Delegation and centralization vs decentralization are addressed. The document emphasizes that high differentiation and integration can help organizations succeed in dynamic environments, and that developing core competencies and being responsive to customers can improve organizational agility.
The document provides an overview of entrepreneurship and new venture creation. It begins with learning objectives focused on why people become entrepreneurs, assessing opportunities, factors of success and failure, management challenges, and business planning. It then defines entrepreneurs and differentiates between small businesses and entrepreneurial ventures. Subsequent sections discuss ingredients for starting a business, franchises, characteristics of entrepreneurs, improving odds of success, and common management challenges. The document emphasizes the importance of opportunity analysis, key planning elements, and nonfinancial resources in a business plan to increase chances of success. It concludes with fostering intrapreneurship within large companies.
The document discusses the strategic planning process for organizations. It involves 6 main steps: 1) analyzing the situation, 2) generating goals and plans, 3) evaluating goals and plans, 4) selecting goals and plans, 5) implementing goals and plans, and 6) monitoring and controlling performance. Key aspects of strategic planning include developing a mission and vision, analyzing external opportunities/threats and internal strengths/weaknesses, and implementing the strategy while controlling progress.
This document discusses how organizations interact with their external environment. It begins by defining the macroenvironment and competitive environment. The macroenvironment consists of broad external factors like the economy, technology, laws and regulations that influence organizations. The competitive environment refers more narrowly to industries, markets and competitors that an organization operates within.
The document then examines elements of the competitive environment in more depth, including potential new entrants, substitute products, and the power of suppliers and customers. It also discusses how organizations can manage and adapt to their changing external environment through activities like environmental scanning, forecasting, benchmarking and influencing or changing environmental factors. Finally, it explores how an organization's internal culture also shapes its ability to respond to external pressures and opportunities
This document discusses key concepts in management. It begins by outlining learning objectives related to managing in a new competitive landscape, drivers of competitive advantage, the evolution of management functions, different management levels, skills needed for managers, and career management principles. The rest of the document explains these concepts in more detail, focusing on topics like globalization, technology, knowledge workers, collaboration, innovation, quality, service, speed, cost competitiveness, and the four functions of management (planning, organizing, leading, controlling). It also discusses how management roles and skills are transforming and what individuals need to do to manage their careers effectively.
This document provides steps for managing personal finances, including taking an inventory of assets and liabilities, tracking expenses, creating a budget, paying off debts, starting a savings plan, borrowing only for assets that increase in value, investing in real estate and the stock market, managing credit cards, and buying insurance like life and health insurance. The key steps are to inventory finances, track spending, create a budget, pay off debts, start regular savings, only borrow for appreciating assets, invest in real estate and stocks, manage credit responsibly, and protect your financial base with insurance.
The document provides tips for personal finance management. It discusses the importance of education for career success, creating budgets and savings plans, investing in assets like real estate that appreciate over time, using insurance to protect assets, and planning for retirement through Social Security, IRAs, 401ks, and estate planning with wills. The key steps outlined are taking an inventory of finances, tracking expenses, preparing a budget, paying off debts, starting savings, and only borrowing to purchase income-generating assets.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
These are the learning objectives for this chapter.
Ask students : How did McDonald’s conduct research and what did they learn? Students should realize that observation research was very important. With this they realized there were 3 segments of consumers based on how long they sat in the restaurant .
It appears from the message in the ad that research showed that consumers did not like to open the cans – it took an “easy” product and made it easier.
Consists of a set of techniques and principles for systematically collecting, recoding, analyzing and interpreting data that can aid decision makers involved in marketing goods, services or ideas The marketing research function links firms and organizations to their customers through data. By collecting data from customers, firms can better deliver products and services designed to meet their needs
Every day, consumers provide wide-ranging data that get stored in increasingly large databases. Ask students: How might firms and organizations collect information about you? Do you always know when you are providing such data? Who uses these data? In the United States, firms use opt-out programs, so when consumers fill out a registration form or application, the firm automatically has permission to market to that customer and share information with its partners, unless consumers explicitly revoke this permission. In contrast, the EU regulations state that customers must opt-in to such information uses.
Confidentiality is one of the first rules under the Code of Ethics. Aaron should not give information to the client unless the research respondents have consented to his doing so. Bottom Line: Marketing research should be used only to produce unbiased, factual information. This web link brings you to the Council of American Survey Research Organizations code of ethics
Answers to some research questions are readily accessible, as a simple data search would show.
To determine whether to conduct research, two questions must be addressed: What? How?
After answering why and how, researchers must determine where they can find the data. Discuss how the types of data required determine the methods used to collect them. If you can connect to your college library – look at some of the data sources at your own school. Dabases like mintel, tablebase, ABI inform and Business Source Premier are excellent sources of data. Group activity: As a group, tackle a problem for a company (e.g., local retailer who appears to be losing customers), For this problem, list several research questions that secondary data can answer. Then list several questions that require primary data.
Secondary data are plentiful and free, whereas syndicated data generally are more detailed but can be very costly . Ask students: Why might firms subscribe to a data service and collect their own primary and secondary data at the same time?
A summary of the advantages and disadvantages of each type of research.
Managers commonly use several exploratory research methods: observation, in-depth interviewing, focus group interviews, and projective techniques. If the firm is ready to move beyond preliminary insights, it likely is ready to engage in conclusive research, which provides the information needed to confirm those insights and which managers can use to pursue appropriate courses of action.
This YouTube video (always check before class) is a commercial that spoofs a focus group with caveman Example of observation: When a museum wanted to know which exhibits people visited most often, it conducted a unique study to determine the wear patterns in the floor. This “human trace” evidence allowed the museum to study flow patterns. Interviews provide extremely valuable information, because researchers can probe respondents to elicit more information about interesting topics. Focus groups similarly provide a snapshot of customers’ opinions and allow some follow-up but also are relatively fast and inexpensive to conduct. Group activity: In groups, one person serves as the moderator and another as the note taker. Each moderator determines a product/service to discuss with the rest of the group, which represents the focus group. The note taker keeps track of the discussion. At the end of class, each group reports on its findings. Potential focus group topics include any current campus situation. For example, should drinking be allowed on campus? Alternatively, the moderators could choose a common product, such as: What makes the best chocolate chip cookie ?
They might have observed how people tested the durability of bags – perhaps several turned them upside down. They may have conducted interviews about problems, and leaking was a very big issue. Finally, during a focus group, they might have had one participant mention leaking and another to discuss how you would test for leaking – turning the bag upside down.
Exploratory research offers firms the opportunity to narrow their questions and thus arrive at a better research strategy
Research can describe a phenomenon or determine a causal relationship. To help the students understand, give examples of two research questions. The first might be finding out how consumers feel about the Audi S4? The other would be finding out how likely the consumer would buy at different price points. The explain how the first is descriptive and the second is experimental.
Marketing research relies heavily on questionnaires, and questionnaire design is virtually an art form. Ask students the advantages and disadvantages of each type of question (unstructured and structured). Group activity : Create a questionnaire. First determine the form of the questions (i.e., structured versus unstructured). On the basis of these questions, what types of analysis will you be able to perform on your collected data?
Ask students: Do you fill out internet surveys? If so, were you honest in your responses. Ask students whether they took their time with the survey and gave quality responses.
The Internet offers researchers a new way to reach customers, but its use requires adaptations and new research methods.
Using an experiment, McDonald’s would “test” the price of a new menu item to determine which is the most profitable This web link is to a YouTube ad (always check before class) by Microsoft for Vista. It is called the Mojave experiment and is designed to show the relationship between the Vista name and “liking” of a computer system. An example of an experiment could involve two groups of subjects. One taste cookies with a national brand and the other with a store brand. Each group rates the cookie on a seven point scale from poor to great taste. The group with the branded name tends to rate the cookie as better tasting, demonstrating the power of a brand name. Group Activity: Ask students to design a taste test experiment for Coke vs. Pepsi.
Students may not remember a time before grocery stores used scanners, but highlight how the installation of scanners created a huge new data source for marketers . Ask students: What can researchers take from scanner data? Students might note that researchers can discover which consumers purchase what products together and how often. They also can immediately track the impact of any price or promotional adjustments. This web link brings you to IRI homepage – explore their many products with the students.
In recent years, response rates to marketing research surveys have declined, which has increased usage of research panels.
The problem today is not too little data but, in many instances, too much. Firms are drowning in data, and their challenge is to convert that data into information. For the cookie taste test example discussed earlier, suppose the average mean for the group who saw the national brand cookie was 5.4 (1=poor taste and 7=great taste) and the store brand cookie was (2.3. These two means are significantly different. It would be important for the students to realize that the data helps marketing managers make decisions – in this case – creating and cultivating that the brand is important .
A typical marketing research report would start with a two page executive summary. This would highlight the objectives of the study, methodology and key insights. The body of the report would go through the objectives of the study, issues examined, methodology, analysis and results, insights and managerial implications. We would end with conclusions and any limitations or caveats. Many consultants today, provide an executive summary, power point presentation of the report, questionnaire and tabulated study results
This clip demonstrates how McDonald’s used observational research to identify and understand their various target markets.
This video covers domestic eavesdropping…as companies and the government get more technical, they are able to collect much more information. The question in this video is whether the government has the right to eavesdrop on citizen’s communications.
Ans. E Explanation: Market research is a systematic design, collection, analysis, and interpretation of data to assist with marketing management decision making. Market research begins with defining the objectives and research needs.
Ans. B Explanation: Primary data is new data collected to address the specific research needs. Primary data can be tailored to meet the specific questions and problems to be addressed.
Ans. B Explanation: Exploratory research including observation, in-depth interviews, and focus groups is appropriate when the researcher has not clearly defined the problem. Exploratory research may answer the problem but will likely help in clarifying the research question.
Ans. E Explanation: For any type of survey instrument, each of these guidelines is an important consideration.
Define objectives and research needs, designing the research project, deciding on the data collection process and collecting the data. analyze and interpret the data, prepare the findings for presentation. Secondary data are pieces of information that have been collected from other sources. Primary data are data collected to address specific research needs, usually through observation, focus groups, interviews, surveys, or experiments. exploratory research attempts to begin to understand the phenomenon of interest; it also provides initial information when the problem lacks any clear definition. Conclusive research provides the information needed to confirm exploratory research insights and which managers can use to pursue appropriate courses of action. attitudes, perceived quality, value, and willingness to buy, perceptions (e.g., quality, value), and loyalty (e.g., purchase intentions).