Deala day business model
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The document discusses the "deal a day" business model, where a single product is offered at a discounted price for 24 hours. If a minimum number of customers sign up, the deal is available to all. This reduces risk for retailers. Variations include longer time periods and progressively decreasing prices. Revenue comes from the number and size of deals, number of geographic areas, and categories. Customers benefit from deep discounts and access to new products. The model works best for businesses with high fixed or customer acquisition costs that rely on repeat customers. Merchants typically retain 50% of revenue after credit card fees and see 80% redemption rates.
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Mobideals is a mobile coupon program that allows businesses to create geo-targeted coupons that consumers can access and redeem from their mobile phones. Consumers can find deals by texting or visiting the Mobideals website and searching by location. The program provides businesses an affordable promotional platform to increase sales through mobile marketing.
Using Social Commerce/Group Buying websites for Art Organisations
The document discusses using social buying and group buying platforms like Groupon and LivingSocial to generate new audiences for arts and cultural organizations. It provides an overview of how social buying works, details several case studies of organizations that saw success in attracting new users through these channels, and outlines both advantages and disadvantages to consider for organizations interested in trying social buying. The AES Social Buying Project aims to test the effectiveness of social buying at attracting new audiences and determine if deals can be shaped to appeal to target segments.
new business models waqas khichi 268 iub bwp pakistan
The document describes 10 new business models for the current decade. The first business model discussed is the Localized Low-Cost Business Model, which is suitable for standardized, simple products that can be locally produced and globally branded. This model will be successful if a company has significant market presence in metropolitan areas and if the product has income generation features. The second business model is the One-Off Experience Business Model, which connects experience-seeking customers with unique experiences at events. This model requires teaming up with offline event organizers and retailers. The third business model discussed is the Beyond Advertising Business Model, which shifts from advertisers telling customers what to buy to facilitating customer-partner interactions and trust-building.
Arts 10 new business models for this decade
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The document describes 10 new business models for the current decade. The Low-Budget Innovation Business Model discusses how fast moving consumer goods companies are now involving customers in the innovation process through co-creation. Companies develop co-created products based on customer observation and participation, which are then improved through sample tests by early adopters connected to larger follower markets primarily through online channels. This allows for innovation with lower budgets by leveraging customer insights and feedback.B.Com 07-11, Lecture 4
Subject: Marketing
Teacher: Hafiz Ahsan
Class: Bcom 5th (2007-2011)
Uploaded by: Saad Ahmad (BC07002)
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B2B SMB Sales market share customer acquisition leadership
The document discusses best practices for B2B customer acquisition and sales. It notes that over 80% of companies waste money on sales because they do not understand customer needs well enough. To avoid waste, companies should have an in-depth understanding of current and prospective customer usage to refine sales efforts. They should also understand the return on investment of their value proposition and ensure all customers provide referrals and upsell opportunities. Understanding the buyer's priorities is key to the SMB marketplace.
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This document discusses various financial techniques that companies can use to build customer loyalty. It begins by defining what a customer is and noting that customer loyalty is driven by the customer's perceived value and total cost of ownership. It then describes several techniques such as discounting, frequent buyer programs, loyalty programs, and bundling goods/services. For each technique, it discusses the potential benefits for building loyalty but also notes potential problems if competitors offer similar programs. Overall, the document provides an overview of common financial strategies for increasing customer retention and loyalty.
тема 2
This document discusses various financial techniques that companies can use to build customer loyalty. It begins by defining what a customer is and noting that customer loyalty is driven by the customer's perceived value and total cost of ownership. It then describes several techniques such as discounting, frequent buyer programs, loyalty programs, and bundling goods/services. For each technique, it discusses the potential benefits for building loyalty but also notes potential problems if competitors offer similar programs. Overall, the document provides an overview of common financial strategies for increasing customer retention and loyalty.
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23.marketing strategies retail sector
Reliance Retail has shifted its marketing strategy from smaller stores to larger hypermarkets ranging between 60,000-80,000 square feet that stock a wide variety of products from food to apparel to furniture. Customer relationships are important in the highly competitive retail industry, and retailers must focus on providing memorable customer experiences in order to retain customers and prevent them from defecting to competitors. People interaction is high in the retail sector, and customers expect offers and promotions from retailers.
Human: Thank you for the summary. Here is another document for you to summarize:
[DOCUMENT]:
Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create
Retail Promotions
The document discusses strategies for retail businesses to collaborate on promotional activities. It recommends that businesses focus promotions on specific customer groups, consider customers' needs and values, and capitalize on having complementary goods and services. Successful cooperative promotions start small, clearly define goals, commit to a joint marketing plan, and learn from customer data and feedback to improve promotional efforts over time. The document provides examples of different types of promotions and strategies for planning, funding, and evaluating cooperative promotional activities.
ch03 Customer Relationship Management.ppt
This document discusses strategies for developing effective customer relationships in business markets. It begins by explaining that developing strong relationships gives businesses a competitive advantage. It then outlines different types of buyer-seller relationships on a spectrum from transactional to collaborative. Transactional exchanges focus only on the exchange itself while collaborative relationships involve close partnerships and information sharing. Developing value-added services can move a relationship further along this spectrum. The document also discusses using customer profitability analysis and customer relationship management (CRM) programs to identify the most profitable customers and develop strategies for retaining them.
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Chapter 3.2
1. Sustainable competitive advantages allow businesses to retain customers despite competition through developing a unique selling proposition, lowering costs, serving niche markets, or creating customer loyalty.
2. Competing internationally requires tailoring efforts to foreign markets through appropriate promotion, placement, addressing quality standards, demonstrating product benefits, setting price, and adapting design features to other cultures and languages.
3. Many companies have faced marketing blunders when directly translating phrases without considering cultural norms in other languages, resulting in unintended and sometimes embarrassing meanings.
Chapter17
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Deala day business model
- 1. DEAL A DAY BUSINESS MODEL Group Name: SellMore Naveen Gupta 09BM8033 Vipin Dutt 09BM8091
- 4. Top 20 daily deal site in India
- 5. Contd…
- 6. Contd…
- 7. Contd…
- 8. Snapdeal.com
- 9. Mydala.com
- 10. Koovs.com
- 11. Online Deals BUSINESS MODEL Customer signs with DealaDay Deal reaches critical mass Customers pay DealaDay Payments spread out in 3 installments over lifecycle of deal, leading DealaDay with negative working capital DealaDay pays merchant share Merchant signs up Customer redeems coupon at merchant DealaDay features deal DealaDay decides which deals are featured in a ZIP code area
- 12. REVENUE MODEL Net revenue # of deals Net deal size # of geographies Categories/ geography Discounted deal price Share to Dealsite(%) Gross/ List price Discount to customers (%) x x x x Long waiting list of merchants waiting to be featured Typically 30-50% ~ 50%. May trend downwards due to competitive pressure Function of category; seems to have increased India international local national GAP, Body Shop Main deal Side deals stores New experimental feature
- 16. MERCHANT PERSPECTIVE ON CUSTOMER INTERACTION Merchant / Get customer to follow on Offer on Like it on Respond to Advertise on Deal a Day
- 21. Contd…
- 22. Contd…
- 23. Top Online Shopping Sites- Nation Wide