Content Marketing and Market Segmentation for B2B Markets - an introduction, How Content can lead to dialog. Segmentation example for technology products and some examples from Krones, Dell, Festool, litago milk, mymuesli
CONTENT
1. THE BASICS
• Why marketing is changing
• Social marketing vs. traditional marketing
• How social marketing works
• How to get started
• Consequences of Social Media
2. THE TOOLBOX
• Corporate Website
• Corporate Blog
• Social Networks
• Content Sharing Platforms
• Crowed Sourcing
• Online Shops
• Microblogging
• Social CRM
3. SM Marketing in PRACTICE – Hands On
Content marketing equips buyers with the knowledge to make better-informed decisions.
It is based on onversations and storytelling instead of pushing one message for the world. The content is compelling and interesting for a targetted customer segments, taking into consideration this segments world view.
Understand, engage, and embrace your customers by understanding the changes that have shaped Marketing Communication of the past 5-8 years in B2B. Learn about the basics of Social Marketing, Dialog Marketing, Digital Marketing, however you want to name it.
Social Media - Why your company should not ignore it! 12/11 part1Dr. Ute Hillmer (PhD)
Social Media 12/11 Lecture Part1
Why is Marketing Changing?
Do I have to be in Social Media as a Company?
Do I really have to be there as a B2B Company?
...
and once I have convinced you:
How to get started!
Social Media Winter 2011 lecture part1
CONTENT
1. THE BASICS
• Why marketing is changing
• Social marketing vs. traditional marketing
• How social marketing works
• How to get started
• Consequences of Social Media
2. THE TOOLBOX
• Corporate Website
• Corporate Blog
• Social Networks
• Content Sharing Platforms
• Crowed Sourcing
• Online Shops
• Microblogging
• Social CRM
3. SM Marketing in PRACTICE – Hands On
Content marketing equips buyers with the knowledge to make better-informed decisions.
It is based on onversations and storytelling instead of pushing one message for the world. The content is compelling and interesting for a targetted customer segments, taking into consideration this segments world view.
Understand, engage, and embrace your customers by understanding the changes that have shaped Marketing Communication of the past 5-8 years in B2B. Learn about the basics of Social Marketing, Dialog Marketing, Digital Marketing, however you want to name it.
Social Media - Why your company should not ignore it! 12/11 part1Dr. Ute Hillmer (PhD)
Social Media 12/11 Lecture Part1
Why is Marketing Changing?
Do I have to be in Social Media as a Company?
Do I really have to be there as a B2B Company?
...
and once I have convinced you:
How to get started!
Social Media Winter 2011 lecture part1
The Social Media Toolbox - what channels should my B2B company use?Dr. Ute Hillmer (PhD)
A description of the most common Social Media channels, various use models and B2B cases, Plus and minus lists per channel. Make up your own mind and select the channels that are right for you.
Vortragsfolien für die Hochschule der Medien Startup ADVANCE e-school (nach H. Scherer 12 Phasen des Verkaufsgesprächs)
Die Vorbereitung
Die Eigenmotivation
Die Begrüßung
Der Gesprächseinstieg
Die Bedarfsanalyse
Die Präsentation
Die Einwandbehandlung
Die Preisverhandlung
Kaufbereitschaft herbeiführen
Der Abschluss
Die Verabschiedung
Die Nachbereitung
The Content:
1. THE BASICS
• Why marketing is changing
• Social marketing vs. traditional marketing
• How social marketing works
• How to get started
• Consequences of Social Media
2. THE TOOLBOX
• Corporate Website
• Corporate Blog
• Social Networks
• Content Sharing Platforms
• Crowd Sourcing
• Online Shops
• Microblogging
• Social CRM
3. SM Marketing in Practice – Hands On
Technische Innovationen die sich verkaufen - oder "Wie geht Innovationsmarket...Dr. Ute Hillmer (PhD)
Wie bringt man den Maschinenbau dazu, sich nicht zu zerspanen, sondern 3D zu drucken?
Wie verkauft man Dienstleistung zur Miete und in der Wolke, wenn es noch keiner tut?
Die Präsentation ist in 3 Teile aufgeteilt:
- Vorgedanke: die Evolution und die Revolution
1. Unterschiedliche Käuferprofile – der Technologielebenszyklus
2. Die Kommunikationskanäle: Gruppenmenschen, Rollenmenschen und mehr
3. Der Inhalt: Den Kunden ins Zentrum setzen
Innovationsvermarktung:
Warum muss man Innovationen anders verkaufen?
Ihre bahnbrechende Innovation ist gelungen, das Produkt fertig und ein paar wenige Betakunden arbeiten erfolgreich. Kunden müssten Ihnen jetzt die Türen einrennen, doch die Verkaufszahlen dümpeln. Sie haben alle Fakten gesammelt, die Nutzenargumente sorgfältig entwickelt. Was ist los? Warum gelingt das Durchstarten nicht?
Wie verkauft man Software zur Miete und Datenspeicher in der Wolke, wenn es noch keiner tut? Wie bringt man den Maschinenbau dazu, (sich) nicht nur zu zerspanen sondern auch 3D zu drucken? Wie ist der Lebenszyklus der technologischen Innovationen am Markt, und welche Käufertypen schlagen wann zu?
This is a presentation to accompany a blog post I wrote on how to think and use email more effectively as a professional.
https://www.linkedin.com/pulse/20140906155710-22963483-how-to-love-your-email-again?trk=mp-reader-card
Vertrieb und Akquise - ein Handwerk, erlernbar für jedenLambert Schuster
Vertrieb - Handwerk oder Kunst?
Vertrieb und Akquise sind wie ein Handwerk erlernbar. Erfahren Sie mehr über "In neun Schritten zum Auftrag", Verkaufsgespräche und Vertriebssystematik
This is a project that I worked on with a group for my "Marketing Strategy" module in my masters of International Marketing and Communications. The main focus is on the process of internationalizing companies. This report answers the following questions:
- Is it necessary to go international?
- What are influential factors for internationalizing?
Content marketing isn’t a new strategy for the finance industry. For many financial institutions, the value of content marketing is the same today as it was 130 years ago: It strengthens relationships with prospects and customers by building trust. But what, specifically, are financial institutions doing when it comes to content marketing — and, more importantly, what do they need to be doing to evolve and stand out? This industry has its own unique considerations, as well, such as the fact it operates in a heavily regulated industry and its customers can no longer be categorized as being interested in only business finance or only personal finance. This white paper provides an overview of the current state of content marketing in the finance industry and explores key examples that can show you ways to evolve your own program.
Selling high-tech products is not easy.
Being in a global marketplace, e.g. with a cloud based service, the question is: can I do one kind of marketing for all regions? Or do regional differences matter?
The presentation gives some basics and 5 key points to remember.
Why engaging with the customer?
The Social Media Marketing Basics
Content Marketing for B2B
The SM Toolbox
Corporate Website
Corporate Blog
Social Networks
Content Sharing Platforms
Crowd Sourcing
Online Shops
Microblogging
Social CRM
Cases
Social Media Marketing in Practice
The basic mechanisms as well as specifics of new media in marketing get explaines and analyed. The presentations starting point is a review of the changes in marketing communications, and the why's behind.
The Social Media Toolbox - what channels should my B2B company use?Dr. Ute Hillmer (PhD)
A description of the most common Social Media channels, various use models and B2B cases, Plus and minus lists per channel. Make up your own mind and select the channels that are right for you.
Vortragsfolien für die Hochschule der Medien Startup ADVANCE e-school (nach H. Scherer 12 Phasen des Verkaufsgesprächs)
Die Vorbereitung
Die Eigenmotivation
Die Begrüßung
Der Gesprächseinstieg
Die Bedarfsanalyse
Die Präsentation
Die Einwandbehandlung
Die Preisverhandlung
Kaufbereitschaft herbeiführen
Der Abschluss
Die Verabschiedung
Die Nachbereitung
The Content:
1. THE BASICS
• Why marketing is changing
• Social marketing vs. traditional marketing
• How social marketing works
• How to get started
• Consequences of Social Media
2. THE TOOLBOX
• Corporate Website
• Corporate Blog
• Social Networks
• Content Sharing Platforms
• Crowd Sourcing
• Online Shops
• Microblogging
• Social CRM
3. SM Marketing in Practice – Hands On
Technische Innovationen die sich verkaufen - oder "Wie geht Innovationsmarket...Dr. Ute Hillmer (PhD)
Wie bringt man den Maschinenbau dazu, sich nicht zu zerspanen, sondern 3D zu drucken?
Wie verkauft man Dienstleistung zur Miete und in der Wolke, wenn es noch keiner tut?
Die Präsentation ist in 3 Teile aufgeteilt:
- Vorgedanke: die Evolution und die Revolution
1. Unterschiedliche Käuferprofile – der Technologielebenszyklus
2. Die Kommunikationskanäle: Gruppenmenschen, Rollenmenschen und mehr
3. Der Inhalt: Den Kunden ins Zentrum setzen
Innovationsvermarktung:
Warum muss man Innovationen anders verkaufen?
Ihre bahnbrechende Innovation ist gelungen, das Produkt fertig und ein paar wenige Betakunden arbeiten erfolgreich. Kunden müssten Ihnen jetzt die Türen einrennen, doch die Verkaufszahlen dümpeln. Sie haben alle Fakten gesammelt, die Nutzenargumente sorgfältig entwickelt. Was ist los? Warum gelingt das Durchstarten nicht?
Wie verkauft man Software zur Miete und Datenspeicher in der Wolke, wenn es noch keiner tut? Wie bringt man den Maschinenbau dazu, (sich) nicht nur zu zerspanen sondern auch 3D zu drucken? Wie ist der Lebenszyklus der technologischen Innovationen am Markt, und welche Käufertypen schlagen wann zu?
This is a presentation to accompany a blog post I wrote on how to think and use email more effectively as a professional.
https://www.linkedin.com/pulse/20140906155710-22963483-how-to-love-your-email-again?trk=mp-reader-card
Vertrieb und Akquise - ein Handwerk, erlernbar für jedenLambert Schuster
Vertrieb - Handwerk oder Kunst?
Vertrieb und Akquise sind wie ein Handwerk erlernbar. Erfahren Sie mehr über "In neun Schritten zum Auftrag", Verkaufsgespräche und Vertriebssystematik
This is a project that I worked on with a group for my "Marketing Strategy" module in my masters of International Marketing and Communications. The main focus is on the process of internationalizing companies. This report answers the following questions:
- Is it necessary to go international?
- What are influential factors for internationalizing?
Content marketing isn’t a new strategy for the finance industry. For many financial institutions, the value of content marketing is the same today as it was 130 years ago: It strengthens relationships with prospects and customers by building trust. But what, specifically, are financial institutions doing when it comes to content marketing — and, more importantly, what do they need to be doing to evolve and stand out? This industry has its own unique considerations, as well, such as the fact it operates in a heavily regulated industry and its customers can no longer be categorized as being interested in only business finance or only personal finance. This white paper provides an overview of the current state of content marketing in the finance industry and explores key examples that can show you ways to evolve your own program.
Selling high-tech products is not easy.
Being in a global marketplace, e.g. with a cloud based service, the question is: can I do one kind of marketing for all regions? Or do regional differences matter?
The presentation gives some basics and 5 key points to remember.
Why engaging with the customer?
The Social Media Marketing Basics
Content Marketing for B2B
The SM Toolbox
Corporate Website
Corporate Blog
Social Networks
Content Sharing Platforms
Crowd Sourcing
Online Shops
Microblogging
Social CRM
Cases
Social Media Marketing in Practice
The basic mechanisms as well as specifics of new media in marketing get explaines and analyed. The presentations starting point is a review of the changes in marketing communications, and the why's behind.
How has marketing changed over the past 10 years?
New media and new purchase behaviour have changed marketing fundamentally.
What's new and why?
This slideset is an introductory lecture into these changes.
It aims at helping students and marketeers to understand the logic behind the changes, so they can make sense of them as they continue to occure in the future.
The slides focus on:
Marketing Today: the new Buying Decision Process
How to Segment a Market
Buyer/User-Typologies
Niche Markets
Positioning
Content Marketing
Why is Product Marketing Changing?
Customer Touch Points
This Lecture is about:
Changes in Market Research
What is Market Research good for?
What should you Research?
Market Segmentation and Target Markets
Find your most important Questions
Where to get Answers
What do you want to learn?
Who do you want to learn from?
How will you get to them?
How can you ensure to be effective?
How do you make sense of what you learn
It's Content:
Changes in Market Research
What is Market Research good for?
What should you Research?
Market Segmentation and Target Markets
Find your most important Questions
Where to get Answers
On December 18, InSites Consulting organized a Webinar on 'Co-creating concepts & ideas'. The main focus is on how to increase the relevance and impact of your innovations. This main team is elaborated, illustrated by some case studies of Airfrance and KLM, Heinz, eBay, Heineken and Vodafone.
Sandwich Blitz, Inc. Copyright Kaplan University .docxkenjordan97598
Sandwich Blitz, Inc.
Copyright Kaplan University
Sandwich Blitz, Inc. is a small growing specialty sandwich shop chain in a large metropolitan area.
The business is owned by Dalman Smith, who is the President and Chief Executive Officer (CEO)
and Lei Lee who is the Vice-President and Chief Financial Officer (CFO). The company currently
operates eight free-standing sandwich and beverage shops located near three universities, one
hospital, and four high-traffic office complexes in the metropolitan area. The firm serves mostly
upscale breakfast and lunch customers and specializes in organically grown food ingredients and
health-conscious beverages. Currently, the firm employs a staff accountant, eight unit managers and
forty employees. The corporate headquarters occupies rented space in an office park which houses
Dalman, Lei, and the corporate accountant, Jayin Chopra. Each operating sandwich shop is staffed
with a manager, a team supervisor, and four customer associates. Revenues from 2011 operations
were substantial with a ROI (Return on Investment) of 30%.
Beginnings
Sandwich Blitz was the idea of Dalman Smith whose previous experience was in middle
management for a wholesale food distribution company headquartered in a large European city. An
ardent devotee of healthy food, Dalman received the inspiration for Sandwich Blitz while visiting the
Mediterranean area on corporate business. Dalman noted the presence of healthy sandwich shops in
that area of Europe and was surprised on his return home that no such models were in operation in
his local area. After considering the idea for several weeks, Dalman approached his long-time friend
Lei Lee, a CPA working within the insurance industry with his idea. Lei considered the idea a good
one but was concerned with the overhead expenses involved in leasing and developing retail
commercial space in the expensive urban area. One day, while driving to work, Dalman noticed a
small, free-standing prefabricated building located on a piece of land adjacent to a shopping center.
Sandwich Blitz, Inc.
Copyright Kaplan University
Suddenly, he envisioned the Sandwich Blitz model- small space, great location, negotiated low costs
on small parcels of land unsuitable for most commercial purposes and most of all, great healthy food!
Dalman couldn’t wait to show Lei this model. Within three weeks, Sandwich Blitz, Inc. was born. The
sufficient start-up capital was evenly split between Dalman and Lei. Dalman was able to obtain a loan
using his house for collateral and his personal credit line for most of his share. A gift from Dalman’s
father completed his share of the funding. Lei was able to use her substantial personal savings to
finance her share of the capital. The first lease of land was signed and a prefabricated unit was
ordered on July 21, 2004. Both Dalman and Lei considered this date to be a good omen for the both
of them Sa.
Time to Market is a misguided measure of success. Time to Market is necessary, but not sufficient. Time to Revenue is what really counts. How do you accelerate Time to Revenue? By focusing everything you do on maximising Customer Adoption. Because Customer Adoption is the ultimate measure of ROI.
Crossing The Chasm by Geoffrey A. MooreSameer Mathur
"Crossing The Chasm" is of biblical importance to anybody who has curiosity regarding the operations of B2B scenario. For book summary by Prof. Sameer Mathur, check here.
Similar to Content Marketing + Market Segmentation (20)
Balance the management of the present + create the future - Ambidexterity Dr. Ute Hillmer (PhD)
Why is it so hard to balance the management of the present
and simultaneously create the future?
It‘s all about our Corporate Comfort Zone! Find out more about Ambidexterity
Warum ist es so schwer, die Gegenwart zu managen und die Zukunft gleichzeitig zu gestalten?
Es geht um unsere Unternehmens-Komfortzohne.
Ambitextrie ist der Fachbegriff und die Präsentation zeigt die Argumente auf, warum es uns so schwer fällt
An Introduction to Digital Marketing:Framing Digital Marketing
The changing Customer Dialog
The Benefits of Digital Marketing
Categorizing Digital Marketing
The Digital Toolbox
Hands on Exploitation
Lead Generation with Digital Marketing
The Trends
Digital Marketing Lecture, covering:
The Customer Dialog
Who is Social / Digital Marketing for?
Marketing Today
The Dell Story
The Digital Marketing Basics
The Digital Toolbox
Bringing Marketing into the Digital Era
New media and new purchase behaviour have changed marketing fundamentally. This lecture presentation shows the principles of Dialog Marketing and introduces the basics of Digital and Social Marketing
Content:
The Customer Dialog
Who is Social / Digital Marketing for?
The Digital Marketing Basics
Hands-on Work Session 1
The Digital Toolbox
Hands-on Work Session 2
Markteinführungsstrategien für neue Innovationen und wie der Innovationslebenszyklus mit seinen typischen Käufersegmenten helfen kann, die Markteinführung erfolgreich zu gestalten.
Eine kleine Einführung in NLP!
Ist es gut, ist es böse? Machen Sie sich Ihr eigenes Bild. NLP wurde entwickelt, damit sich Menschen gut fühlen können. Was wollen wir mehr im Leben?
NLP ist keine Technik, es ist eine Einstellung, aber die techniken verhelfen die Einstellung zu erlangen und sie zu halten, zu "konditionieren".
„It‘s not about who is right and who‘s wrong. It‘s not about what‘s true either. A good map is a map that get‘s you to see things from different perspectives and helps you feel as resourceful as possible about a situation.“
Understanding why market research is changing
Understanding customer discovery
The 5 big Q‘s of market research:
-What do you want to learn?
- Who d o you want to learn from?
- How will you get to them?
- How can you ensure to be effective?
- How do you make sense of what you learn?
Bei der Vermarktung von Innovationen jeder Art, insbesondere aber bei neuen Technologien geht es darum, rational zu sein und somit auch rational zu vermarkten …. ?
… von wegen!!
Auch in den hochkarätigstenEntscheidungsgremien sitzen … …genau: MENSCHEN!
Und die haben 2 Gehirnhälften, mehrere Rollen in Ihrem Leben, sie haben einen Rucksack voll Erfahrungen der guten und der schlechten Art, haben Einstellungen, Vorlieben, Interessen.
Auf Englisch heißt es so schön: WORLD VIEWS und bezeichnet die Brillen, durch die man auf die Welt schaut.
Nehmen wir den Blick auf eine neue Technologie: So ein Blick durch die Brille spricht den Kopf und das Herz an: Da geht es um funktionale Vorteile (was macht diese Technologie), um wirtschaftliche Vorteile (was heißt das in Zeit und Geld?) aber es geht auch um funktionale Vorteile: Wie FÜHLT ES SICH AN?
Weil jeder Mensch ein bisschen anders ist und jeder seine Eigenarten pflegt, aber viele Menschen dann doch wieder ähnlich agieren, hat man sich die „Personas“ ausgedacht.
Es sind Stereotypen verschiedener Nutzer- oder Käuferprofile. Sie repräsentieren Schubladen für Menschen mit ähnlichen Lebensansichten, Grundeinstellungen und den daraus resultierenden typischen Verhaltensweisen.
Im Zeitalter von Dialogmarketing und Social Media bemüht man sich in der Kommunikation, diese verschiedenen Typen bestmöglich und somit unterschiedlich anzusprechen.
Dies gelingt besonders gut mit einer „Cartoon-Vorstellung“ von Herrn Meyer vor Augen, dem charismatischen, immer eiligen, sehr individuellen Sektrechtstarter. Oder mit dem Gedanke an den immer korrekten und präzisen, etwas Erbsen zählenden Herrn Müller.
Sehen Sie ihn vor Augen? Er will etwas anderes von Ihnen hören als der clevere, schnelle Herr Meyer. Und dann gibt es vielleicht noch Frau Schneider, die superkreative, etwas spleenige aber sehr problemkompetente Anpack-Frau.
Personas sind nicht nur hilfreich in der Kommunikation. Sie helfen auch dabei, die richtige Servicestrategie zu finden, das nächste Produkt zu entwickeln… .
Bauen Sie sich Personas mit den Eigenheiten ihrer typischen Käufer- und Nutzergruppen. Solche Bilder helfen sehr zielgerichtet zu kommunizieren!
Sind Ihnen schon ihre typischen Stereotypen eingefallen? Malen sie sich die Stereotypen oder suchen sie nach Ihnen in ihrem Lieblingscartoon. Schreiben sie den nächsten Artikel mal ganz gezielt für alle „Herren Müller“ dieser Welt. Der Vortrag wird für die „Herrn Meyer“ gemacht und die Abendveranstaltung auf der Messe wird ganz anders, wenn sie für alle Frau Schneiders am besten passen soll. Beobachten Sie, wie sich die ausgewählte Zielgruppe angesprochen fühlt.
Personas helfen gezielt zu fokussieren und diesen Fokus zu halten.
…ja, sie haben recht wenn Sie sagen, dass sich die Zielgruppe durch den Fokus verkleinert. Dafür stehen Sie aber dann ganz oben auf der Liste dieser ausgewählten Gruppe!
Wir waren schon immer im Dialog mit unseren Kunden. Mit Hilfe der neuen Medien geht es heute einfacher und schneller. Aber es gilt ein paar Dinge zu beachten.
Inhalt:
Die Basics
Die Chancen
Die Bedenken
Die Beispiele
Die Zusammenfassung
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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2. Content Marketing
Content marketing equips
buyers with the knowledge to
make better-informed
decisions.
The thinking behind it:
Central to content marketing is the belief that if businesses
deliver consistent, helpful information to buyers at the right
time, then prospects will ultimately reward the company with
their purchase and loyalty.
20.9.2012 Dr. Ute Hillmer
3. What is Content Marketing?
Content is the reason
people go to your site
20.9.2012 Dr. Ute Hillmer
Dr. Ute Hillmer, Better Reality Marketing 19.12.2011
4. Give your customers the content they
want…
…not what YOU think they need!
Picture Dan Zarella
20.9.2012 Dr. Ute Hillmer
5. Why is Content Marketing important?
Average person is exposed to
5.000 ads / offers per day
Buyers have tuned out marketing
20.9.2012 Dr. Ute Hillmer
6. Think of an Art Gallery
Where is the Art?
20.9.2012 Dr. Ute Hillmer
7. People come to see art,
not empty frames or empty walls
Content is the reason
people go to your site
20.9.2012 Dr. Ute Hillmer
8. Content Marketing Fundamentals 1
Shift thinking from marketer to publisher
1. Define a critical group of buyers
2. Determine what info these prospects really need
3. Determine how prospects want to receive info
4. Deliver info for maximum impact on goals
5. Measure and recalibrate
20.9.2012 Dr. Ute Hillmer
11. Content Marketing Fundamentals 4
1. Consider the worldview of your
target customer group
2. Tell a compelling story
for them
20.9.2012 Dr. Ute Hillmer
12. Content Marketing im B2B
• Companies don‘t have conversations, PEOPLE
have!
• B2B is usually about niche problem solving –
problems are best solved in teams with many
different experts contributing
“niche” CONVERSATIONS
• Problem solving requires trust RELATIONSHIPS
• 1:1 Marketing was a buzzword of B2B n:n
20.9.2012 Dr. Ute Hillmer
13. Content Marketing im B2B
• PEOPLE
• niche CONVERSATIONS
• RELATIONSHIPS
• n:n
→ Social Media Chanels
20.9.2012 Dr. Ute Hillmer
14. What is
Content
Marketing?
20.9.2012 Dr. Ute Hillmer
16. How to Segment a Market for Content?
Age is no longer a key indicator -
areas of interests are!
20.9.2012 Dr. Ute Hillmer
17. How to Segment Your Target Market?
One Example…
20.9.2012 Dr. Ute Hillmer
18. Take the Market of New Technologies
Why do certain
innovations diffuse much
faster than others?
Why do certain innovations
have a much longer
main street momentum?
20.9.2012 Dr. Ute Hillmer
19. New Technologies usually …
change the way
how we do
things...
and we go along
happily and fast
or not so fast ...
20.9.2012 Dr. Ute Hillmer
20. Successful B2B marketing is…
• about segmenting customer experiences to fit the
product life cycle and the typical customer profile
• about developing and maintaining trust – matching
the different customer segments need
• about initiating a customer centric dialog that takes
the different customer profiles into consideration
Behavioral economics!
20.9.2012 Dr. Ute Hillmer
21. Behavioural Economics
Behavioral economics … study the effects of social, cognitive
and emotional factors on the economic decisions of individuals
and institutions and the consequences for market prices, returns
and the resource allocation. The fields are primarily concerned
with the bounds of rationality of economic agents. Behavioral
models typically integrate insights from psychology with neo-
classical economic theory. In so doing they cover a range of
concepts, methods, and fields.[1]
Behavioral analysts are not only concerned with the effects of
market decisions but also with public choice, which describes
another source of economic decisions with related biases
towards promoting self-interest.
[1] The New Palgrave Dictionary of Economics
20.9.2012 Dr. Ute Hillmer
22. “Innovativeness”
= degree to which an individual or a unit is relatively
earlier in adopting new technologies than other
members of a system
Source: Rogers Diffusion of Innovation 1995
20.9.2012 Dr. Ute Hillmer
23. an idealized technology product lifecycle
Disruptive Innovation
Continuous Innovation
Market size
Innovators Early Early Late Time
Laggards
2,5% Adopters Majority Majority 16%
13,5% 34% 34%
20.9.2012 Dr. Ute Hillmer
Rogers Diffusion of Innovation 1995
24. diffusion of innovation varies…
Marketsize
Time
Marketsize
Marketsize
Time
20.9.2012 Dr. Ute Hillmer
Time Rogers Diffusion of Innovation 1995
Moore; Crossing the Chasm 1999.
25. technology life cycle and its buyer
categories
Market size
Innovators Early Early Late Time
Laggards
2,5% Adopters Majority Majority 16%
13,5% 34% 34%
20.9.2012 Dr. Ute Hillmer
Chart based on Rogers 1995, p. 262 and Moore 1999, p. 12
26. mainstream behaviour
Marktgröße
Increasingly
conforming behaviour
Innovators Early Early Late Laggards Zeit
Adopters Majority Majority
20.9.2012 Dr. Ute Hillmer
Hillmer, Technology Acceptance in Mechatronics, 2009.
27. individualistic behaviour
Marktgröße
Increasingly
individualistic
behaviour
Innovators Early Early Late Laggards Zeit
Adopters Majority Majority
20.9.2012 Dr. Ute Hillmer
Hillmer, Technology Acceptance in Mechatronics, 2009.
28. Inventors: Techies
Technology is their life
Technology - Crazy
– Spend hours to get the product to work
– Do everything to help the product
– Technology should be for free
Forgiving souls
– Don’t mind lousy documentation and weird procedures
to achieve functionality
– Want technology first – no need for a sales channel
• Their role: they move technology forward but
do not generate much diffusion + generate no
income
20.9.2012 Dr. Ute Hillmer Moore; Crossing the Chasm 1999.
29. Visionaries
Technology enthusiastic businessmen, driven by a
dream
• Businessman first
- driven to be the first
- new technologies are used to serve their own strategic benefit
- don’t want incremental but fundamental improvements
- make business world aware of new technologies
- not very price-sensitive, have project budget
- live in the future
- communicate with techies and other visionaries
20.9.2012 Dr. Ute Hillmer
30. Visionaries (2)
• Take a risk
- love publicity
- risky projects
- start projects from ground up, don‘t want
standards, want to develop them
- buy by intuition (but may claim otherwise)
- highly motivated, driven by a dream
20.9.2012 Dr. Ute Hillmer
31. Visionaries (3)
• Excellent communicators
- charismatic; they fight for their project
- like to serve as a reference
- network with techies and pragmatists
- too many references de-motivate visionaries
- look for new ideas in communication with intelligent people
• Their role: they fund the product development
+ give the innovation a “real” application
20.9.2012 Dr. Ute Hillmer
32. Pragmatists
Look for measurable, incremental improvement
Driven by business results
- improved productivity
• Avoid risk
- risk is a negative term
- want to work with market leader/ established firms
- look for product quality, support, consulting, good
interfaces, reliability
- want standards, “save buys”
- need references
- live in the present
20.9.2012 Dr. Ute Hillmer
33. Pragmatists (2)
Loyal customers
• are interested in company they buy from
• revenue and profit must grow steadily “stability”
• communicate within company and industry
• the first mass market
Their role: They hold the key to the mass
market
BUT: you need to be established in order for
them to buy from you but you don‘t get
established until they buy from you ! ?
20.9.2012 Dr. Ute Hillmer
34. Pragmatists (3)
Consequences out of this profile
• One really needs to be familiar with
the processes and issues that worry the
pragmatists
Offer a clear relative advantage to them
20.9.2012 Dr. Ute Hillmer
35. Conservatives
“I don’t have to like the product, even if I use it”
- They do what pragmatics do, but later
- Invest in technology to keep up with competition
- Have low technical competence
20.9.2012 Dr. Ute Hillmer
36. Conservatives (2)
- predictable
- want everything faster, cheaper, improved
- are price sensitive
- like bundles, pre-installed solutions
- “if it isn’t broken, don’t fix it”
- very interested in service and support
Their role: huge mass market
20.9.2012 Dr. Ute Hillmer
37. technology life cycle and “the gap” or:
why you should focus
Market size
Innovators Early Early Late Time
Laggards
2,5% Adopters Majority Majority 16%
13,5% 34% 34%
20.9.2012 Dr. Ute Hillmer Chart based on Moor 1999
38. Technology Marketing –
What role does
engagement and
dialog play? “
20.9.2012 Dr. Ute Hillmer
39. early adopters = visionaries
Marktsize
Innovators Early Early Late Laggards Time
Adopters Majority Majority
20.9.2012 Dr. Ute Hillmer
40. early majority = pragmatists
Marktsize
Innovators Early Early Late Laggards Time
Adopters Majority Majority
20.9.2012 Dr. Ute Hillmer
41. Subjective Construction of Reality
Each individual sees the world
through subjective lenses.
Consider typical customer
segments and try to capture
them socially and emotionally
with
YOUR STORY!
Seth Godin, All Marketeers tell stories, 2009
20.9.2012 Dr. Ute Hillmer Mischel and Morf, Handbook of self and identity, 2003.
Kelly, The psychology of personal constructs, 1991
45. Content for the User
• Facebook „Krones Academy“
Facebook im Doppelpack: Krones und Krones Akademie ca. 2000 Fans
Recruiting , Mitarbeiter und Kundenbindung
20.9.2012 Dr. Ute Hillmer
46. Content for Todays and Future Decision Maker
– by Segment
20.9.2012 Dr. Ute Hillmer
63. Best Practice ‚Supporting‘
IBM developerWorks
• IBM developerWorks is a free community and social network for 8 million
developers and IT professionals worldwide. It includes content and discussions on
open standards, open source, and IBM technical resources in English, Chinese,
Japanese, Russian, Korean, Vietnamese, Brazilian Portuguese, and Spanish. It
includes 30,000 articles, forums that attract 1 million visitors a month, 400,000
active profiles, 800 bloggers, and 450 wikis. IBM saves $100 million annually from
people who use this resource instead of contacting IBM support.
20.9.2012 Dr. Ute Hillmer
Dr. Ute Hillmer, Better Reality Marketing 19.12.2011
64. Jugend gegen Aids e.V. Pro Bono – Online/Offline
20.9.2012 Dr. Ute Hillmer
70. Success in Dialog Marketing means
You understand where your customers
share their thoughts on
… problems, solutions, … about YOU!
You understand what your customers talk about…
because no one has been waiting for you to lead the
conversation… .
Join in on existing conversations!
20.9.2012 Dr. Ute Hillmer
71. Success in Social Media – in the Dialog
relevance
benefit
fun
20.9.2012 Dr. Ute Hillmer
72. Goals to be achieved
Information‐ Image Economic
Goals Goals Goals
Improved customer Presentation as a market Awareness, visits,
insight leader registrations,…
Improved product Presentation as innovation Customer loyalty and
insight leader ‐penetration
Presentation as a Good Sales and
Generation of ideas Citizen recommendations
Cost reduction
… …
20.9.2012 Dr. Ute Hillmer
73. Hands on Exploitation
Investigate the online + social media activities of one of
the following companies:
Mymuesli.com (Online Composition and Retail)
Krones.de (B2B)
Litago.no (Customer Experience)
Festool (B2B for SMEs)
Present in 10 minutes/group, what they do online and
what you think is useful and what could be improved
20.9.2012 Dr. Ute Hillmer
74. Suggested Reading
• Groundswell by Charlene Li, Josh Bernoff
• Positioning by Trout and Ries
• In Pursuit of Wow! + The Tom Peters Seminar by Tom Peters
• What would Google do by Jeff Jarvis
• All Marketeers tell Stories by Seth Godin
• 1 to 1 Marketing Future by Don Peppers
• CRM at the Speed of light by Paul Greenberg
• The Long Tail by Chris Anderson
• The Wisdom of Crowds by James Surowiecki
• Crossing the Chasm by Geoffery Moore
• Selling the Dream by Guy Kawasaki
20.9.2012 Dr. Ute Hillmer
Dr. Ute Hillmer, Better Reality Marketing 19.12.2011
75. This presentation is available in 3 parts in the
download area of
www.better-reality.com
20.9.2012 Dr. Ute Hillmer