How can one achieve excellence in services marketing ?
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This presentation is based on the 12th chapter (Designing and Managing Services) of the book Marketing Management by Kotler and Keller
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How do consumers process and evaluate prices
Consumers use various reference prices when evaluating product costs such as fair prices based on what they feel a product should cost, typical and historical competitor prices, expected future prices, and usual discounted prices. Consumers also often use price as an indicator of quality, seeing higher prices as meaning higher quality, and view exclusivity and scarcity as justifying premium pricing. Additionally, consumers process prices from left to right so prices like $499 feel lower than $500, and sale signs can increase demand if not overused.
How do consumers process and evaluate prices
Consumers process and perceive prices based on their market segment, reference prices from comparisons, and inferences about quality. The internet has changed how consumers get pricing information and compare thousands of vendors. Marketers should consider consumer psychology and frame prices in terms of quality when stating prices to customers, aiming for price points that consumers perceive as fair while meeting business goals.
What are the new services realities ?
The document discusses new realities in customer service. It identifies four key shifts: 1) Changing customer relationships with more complaints about unresponsiveness and poor service. 2) Increased customer empowerment as customers demand more choices in product support. 3) Greater customer co-production as customers want more involvement in service processes. 4) The need to satisfy employees to promote stronger customer loyalty and ensure positive customer experiences. The document stresses the importance of meeting these new realities through superior service, empowering customers, preventing service failures, and developing personal relationships with customers.
How do we define and classify services, and how do they differ from goods
This document discusses the differences between goods and services. It defines services as acts or performances that are intangible and do not result in ownership. Services can be equipment-based, people-based, involve the client's presence or absence, and can be personal or business related. In contrast, goods are tangible property that can be owned and used repeatedly by the purchaser. While goods are something that can be used and consumed, services involve actions done for the customer that are intangible since no ownership is obtained over the actions. Services make up part of what constitutes goods.
How can goods marketers improve customer support services-
Goods marketers can improve customer support services in four key ways:
1) Review their unique selling differential to determine what separates them from competitors such as price, quality, delivery speed, warranty, or customer service.
2) Improve quality by using better materials, more durable manufacturing processes, and gathering customer and supplier feedback.
3) Reduce price by lowering costs through bulk purchasing, reduced packaging and shipping, or offering discounts on multiple purchases.
4) Increase customer service by providing free support, detailed online FAQs, or extending warranty periods to make products more valuable through easier use and support.
How do we define and classify services and how do they differ from goods
Services can be classified into categories based on their tangibility and role in the total offering. A service is an act or performance one party offers another that is intangible and does not result in ownership. Services differ from goods in that they are intangible, can vary between customers, are produced and consumed simultaneously, and are perishable. Managing demand and supply is critical for services due to fluctuating demand.
What are the new service realities
The document discusses new realities in designing and managing services. It outlines the 40-30-30 rule for allocating resources, with 40% for training staff, 30% for reviewing processes, and 30% for new service ideas. New service realities include empowered and sophisticated customers, customer coproduction, and satisfying both employees and customers. Customers' opinions can now influence other customers' purchase decisions through words and actions.
How do consumers process and evaluate prices
Developing appropriate pricing strategies is important for businesses. The pricing environment has changed with easy access to credit, marketing campaigns, and technology that allows buyers to easily compare prices online and find deals. Sellers now monitor customer behavior to tailor offers and prices to different customers. To develop effective strategies, marketers must understand how consumers perceive prices based on reference points, inferences about quality, and psychological effects of price endings. Consumers compare prices to internal reference values and may assume higher prices mean better quality, though additional information can change this.
Recommended
How do consumers process and evaluate prices
Consumers use various reference prices when evaluating product costs such as fair prices based on what they feel a product should cost, typical and historical competitor prices, expected future prices, and usual discounted prices. Consumers also often use price as an indicator of quality, seeing higher prices as meaning higher quality, and view exclusivity and scarcity as justifying premium pricing. Additionally, consumers process prices from left to right so prices like $499 feel lower than $500, and sale signs can increase demand if not overused.
How do consumers process and evaluate prices
Consumers process and perceive prices based on their market segment, reference prices from comparisons, and inferences about quality. The internet has changed how consumers get pricing information and compare thousands of vendors. Marketers should consider consumer psychology and frame prices in terms of quality when stating prices to customers, aiming for price points that consumers perceive as fair while meeting business goals.
What are the new services realities ?
The document discusses new realities in customer service. It identifies four key shifts: 1) Changing customer relationships with more complaints about unresponsiveness and poor service. 2) Increased customer empowerment as customers demand more choices in product support. 3) Greater customer co-production as customers want more involvement in service processes. 4) The need to satisfy employees to promote stronger customer loyalty and ensure positive customer experiences. The document stresses the importance of meeting these new realities through superior service, empowering customers, preventing service failures, and developing personal relationships with customers.
How do we define and classify services, and how do they differ from goods
This document discusses the differences between goods and services. It defines services as acts or performances that are intangible and do not result in ownership. Services can be equipment-based, people-based, involve the client's presence or absence, and can be personal or business related. In contrast, goods are tangible property that can be owned and used repeatedly by the purchaser. While goods are something that can be used and consumed, services involve actions done for the customer that are intangible since no ownership is obtained over the actions. Services make up part of what constitutes goods.
How can goods marketers improve customer support services-
Goods marketers can improve customer support services in four key ways:
1) Review their unique selling differential to determine what separates them from competitors such as price, quality, delivery speed, warranty, or customer service.
2) Improve quality by using better materials, more durable manufacturing processes, and gathering customer and supplier feedback.
3) Reduce price by lowering costs through bulk purchasing, reduced packaging and shipping, or offering discounts on multiple purchases.
4) Increase customer service by providing free support, detailed online FAQs, or extending warranty periods to make products more valuable through easier use and support.
How do we define and classify services and how do they differ from goods
Services can be classified into categories based on their tangibility and role in the total offering. A service is an act or performance one party offers another that is intangible and does not result in ownership. Services differ from goods in that they are intangible, can vary between customers, are produced and consumed simultaneously, and are perishable. Managing demand and supply is critical for services due to fluctuating demand.
What are the new service realities
The document discusses new realities in designing and managing services. It outlines the 40-30-30 rule for allocating resources, with 40% for training staff, 30% for reviewing processes, and 30% for new service ideas. New service realities include empowered and sophisticated customers, customer coproduction, and satisfying both employees and customers. Customers' opinions can now influence other customers' purchase decisions through words and actions.
How do consumers process and evaluate prices
Developing appropriate pricing strategies is important for businesses. The pricing environment has changed with easy access to credit, marketing campaigns, and technology that allows buyers to easily compare prices online and find deals. Sellers now monitor customer behavior to tailor offers and prices to different customers. To develop effective strategies, marketers must understand how consumers perceive prices based on reference points, inferences about quality, and psychological effects of price endings. Consumers compare prices to internal reference values and may assume higher prices mean better quality, though additional information can change this.
Advertising analytics 2.0
This document discusses the need for Advertising Analytics 2.0 to better interpret marketing data in today's interconnected digital world. It advocates moving beyond traditional measurement techniques like surveys and last-click attribution to gather cross-channel customer response and outcome data. A 3-step approach is proposed: 1) use attribution modeling to determine how advertising interacts to drive purchases; 2) use war gaming to optimize spending based on elasticities; and 3) continuously allocate resources and validate models with real-world experiments. The document provides guidance for smaller companies to implement this approach through an organized 5-step process.
A creative that cracks the code
The document discusses how various companies have successfully used creative advertising strategies that integrate with emerging technologies to promote their brands. It provides examples of how Wonderful Pistachios, Coca-Cola, Oreo, Kia Motors, and IKEA used viral memes, mobile games, social media engagement, and humor in their ads. These campaigns resulted in increased sales, app downloads, and social media exposure. The document advocates for creativity in advertising that delivers a clear main message while engaging with new technologies and movements.
Preserve the luxury or extend the brand
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.
Presentation1
Aditi Jain submitted a document to Professor Sameer Mathur discussing how consumer purchase decisions are influenced by prior preferences, information from marketers, and input from other consumers. The document states that as consumers rely more on opinions from other people (O) than information from marketers (M), branding becomes less important, barriers to entry are lower, and companies can more easily diversify into new product areas. The rise of online reviews has caused many companies to dramatically shift their marketing strategies to account for peer influence on customers.
Brands vs private labels;david vs goliath
Private label products offered by retailers are gaining popularity and outperforming branded goods in many product categories such as milk, canned peas, toilet paper, and detergent. Retailers benefit from improved profits on private labels while consumers appreciate the lower prices of these alternatives to national brands. For brand manufacturers, producing private labels poses risks like cannibalizing their original brand and increasing costs. However, following steps such as conducting an audit of private label performance and examining brand equity impacts can help brand manufacturers decide whether to enter this market and mitigate risks if they do. A case study of an Indian retailer demonstrates which of its private label products are most profitable.
A final mashup
Most presentations are boring, but they can be improved with simplicity, strong visuals, pleasing colors and organized text. Customer purchase decisions are influenced by their prior preferences, information from marketers, and opinions from other people. The closer a product is to depending on outside opinions, the more companies should focus on social media, call centers and software to build relationships, while avoiding fake reviews or manipulation.
A final mashup
Most presentations are boring, but they can be improved with simplicity, strong visuals, pleasing colors and organized text. Customer purchase decisions are influenced by their prior preferences, information from marketers, and opinions from other people. The closer a product is to depending on outside opinions, the more companies should focus on social media, call centers and software to build relationships, while avoiding fake reviews or manipulation.
Ditch the discounts
Ditching discounts and engaging in price wars is not a good strategy. It is better to use adaptive pricing, where prices flexibly change based on market demands. For example, Aavin uses adaptive pricing for its different varieties of milk based on fat content. In recessions, companies can introduce lower-priced options and promotions to avoid price drops. In recoveries, companies reintroduce premium products and raise regular prices. Adaptive pricing is seen in industries like fast food and cars. Amma canteens provide subsidized meals through adaptive pricing to help the poor, though they incur losses. Overall, adaptive pricing is a better approach than price wars.
Make the most of a polarizing brand
This presentation is based on a Harvard Business Review article "Make the most of a polarizing brand". It also briefly explores the application of such strategies in the Indian Market.
COMPETING AGAINST FREE
This document discusses how to assess threats from new competitors offering free products or services. It provides guidelines for determining if a free entrant poses a minor, delayed, or immediate threat based on comparing the growth rate of the entrant's users to the defection rate of the established firm's paying customers. The document also outlines some strategies incumbent firms can use to offer a better free product, such as bundling it with paid offerings or charging third parties for access to users. It notes obstacles like profit expectations and accounting systems that may make these strategies difficult for incumbents.
Ditch the discounts
Companies competed with heavy discounts during the recession to boost sales. However, deep discounts devalue products and limit the ability to raise prices as the economy improves. Instead of discounts, companies can use adaptive pricing by offering different versions tailored to customers' needs and budgets. They introduce lower-priced basic versions alongside premium products to attract both price-sensitive and high-paying customers. As the economy recovers, companies withdraw temporary discounts and introduce new premium products while gradually increasing regular product prices through tactics like creative financing plans.
Un me jeans
This document discusses brand manager Margaret Foley's options for promoting the UnMe Jeans brand among its target market of girls aged 12-24. It analyzes the changing media landscape and consumer habits toward more online and social media engagement. It evaluates options like YouTube, Facebook, virtual worlds and their pros and cons for UnMe's marketing budget. The document recommends increasing the online banner and search ad budgets given growth in those platforms and their relevance to UnMe's target demographic.
Grey Worldwide: Strategic Repositioning Through CRM
Grey Global Group has 16 global partners that focus on distinct communication disciplines like integrated marketing communications. They aim to build brands and customer relationships through approaches like customer relationship management, which involves segmenting customers, predicting loyalty, and analyzing market needs. One of the main attractions in Asia is China's large market size and strategic focus on customer-centric practices and relationship building, representing significant potential. Grey WW-HK/China executes strategies in China by managing knowledge and technology to support their Brand Futures+ and GRM Charter services for building brands and managing customer relationships.
A brand is forever
This document discusses strategies for revitalizing declining or dead brands. It begins by providing an example of the Ford Taurus brand that was once very successful but later declined. It then identifies three main causes of brand decline: managerial actions, environmental factors, and competitive actions. Examples are given for each cause. The document also discusses deconstructing brand decline by differentiating the brand, maintaining a strong image, and following customers. Finally, it outlines strategies for revitalizing brands such as estimating if the brand can regain glory, carefully choosing a target audience, understanding past strategy failures, rebuilding quality, and resisting temptation to overexploit the brand.
What are brands good for
Brands are traditionally used to aggregate customers by promising clear benefits and differentiating products from competitors. However, the rise of information sharing online is undermining this approach. Consumer "disaggregation" through more targeted and two-way communication allows companies to be more flexible, adaptive, and responsive to individual customer needs in a more efficient way. To adapt, companies should focus on building direct relationships with consumers through targeted communication rather than relying solely on brands. They need new structures that include relationship-building, tactical marketing influence, and continual product innovation to engage disaggregated consumers.
Gino sa
This document provides a case study about Gino SA, a burner manufacturer founded in 1931 and headquartered in Paris. It discusses Gino's expansion into the Chinese market in 1995 by establishing an office in Beijing and partnering with three distributors in different regions of China. It then describes how Gino achieved success in China by lowering domestic product prices. A key distributor, Jinghua, had a major customer, Feima, but was not pursuing other opportunities. Feima requested to purchase directly from Gino. This caused issues with Jinghua. The document recommends that Gino pursue the Feima contract directly while compensating Jinghua to maintain the important distribution relationship. It also suggests Gino
Aquatred case
The document summarizes a Harvard Business School case study about Goodyear Tire & Rubber Company in the 1990s. It discusses Goodyear launching a new high-performance tire called Aquatred to target quality and value-oriented consumers. It analyzes whether Aquatred is suitable for dealers and consumers, whether distribution should be expanded, and what the pricing and promotional policies should be. The key conclusions are that Aquatred should be positioned as a premium product, current distribution channels should be utilized maximally, and dealers encouraged to maintain recommended pricing through aggressive marketing and advertising.
What are brands good for?
Brands are traditionally used to aggregate customers by promising clear benefits and differentiating products from competitors. However, the rise of information sharing online is undermining this approach. Consumer "disaggregation" through more targeted and two-way communication allows companies to be more flexible, adaptive, and responsive to individual customer needs in a more efficient way. To adapt, companies should focus on building direct relationships with consumers through targeted communication rather than relying solely on brands. They need new structures that include relationship-building, tactical marketing influence on consumer behavior, and continually developing new products.
Saxonville sausage company
Saxonville Sausage Company manufactures fresh pork sausage products and wants to launch a national Italian sausage brand. Research found their Vivio brand positioned as locally made and fresh was growing. Further research showed the core value of women as homemakers. The recommended positioning was "Clever Cooking" to prevent cannibalizing other products and leverage Vivio's growth. The new products should be developed under Vivio to tap new markets without affecting other brands. Distribution could expand nationally then to frozen/smoked products outside the core geography.
Saxonville Sausage Company
Saxonville Sausage Company is a $1.5 billion company known for its bratwurst and breakfast sausages. It is looking to expand its Vivio Italian sausage brand nationally. Currently Vivio has regional distribution in the Eastern US and 5% of company sales. A SWOT analysis found strengths in Saxonville's distribution and brand recognition but weaknesses in Vivio's lack of positioning. Objectives are to launch Vivio nationally while limiting impact on other brands. The target audience is busy female heads of households. Positioning alternatives of "Family Connection" and "Clever Cooking" were considered, with "Family Connection" chosen. The action plan outlines pre-launch, launch, and post-launch activities over 12
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校名:学校英文全称
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其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
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Advertising analytics 2.0
This document discusses the need for Advertising Analytics 2.0 to better interpret marketing data in today's interconnected digital world. It advocates moving beyond traditional measurement techniques like surveys and last-click attribution to gather cross-channel customer response and outcome data. A 3-step approach is proposed: 1) use attribution modeling to determine how advertising interacts to drive purchases; 2) use war gaming to optimize spending based on elasticities; and 3) continuously allocate resources and validate models with real-world experiments. The document provides guidance for smaller companies to implement this approach through an organized 5-step process.
A creative that cracks the code
The document discusses how various companies have successfully used creative advertising strategies that integrate with emerging technologies to promote their brands. It provides examples of how Wonderful Pistachios, Coca-Cola, Oreo, Kia Motors, and IKEA used viral memes, mobile games, social media engagement, and humor in their ads. These campaigns resulted in increased sales, app downloads, and social media exposure. The document advocates for creativity in advertising that delivers a clear main message while engaging with new technologies and movements.
Preserve the luxury or extend the brand
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.
Presentation1
Aditi Jain submitted a document to Professor Sameer Mathur discussing how consumer purchase decisions are influenced by prior preferences, information from marketers, and input from other consumers. The document states that as consumers rely more on opinions from other people (O) than information from marketers (M), branding becomes less important, barriers to entry are lower, and companies can more easily diversify into new product areas. The rise of online reviews has caused many companies to dramatically shift their marketing strategies to account for peer influence on customers.
Brands vs private labels;david vs goliath
Private label products offered by retailers are gaining popularity and outperforming branded goods in many product categories such as milk, canned peas, toilet paper, and detergent. Retailers benefit from improved profits on private labels while consumers appreciate the lower prices of these alternatives to national brands. For brand manufacturers, producing private labels poses risks like cannibalizing their original brand and increasing costs. However, following steps such as conducting an audit of private label performance and examining brand equity impacts can help brand manufacturers decide whether to enter this market and mitigate risks if they do. A case study of an Indian retailer demonstrates which of its private label products are most profitable.
A final mashup
Most presentations are boring, but they can be improved with simplicity, strong visuals, pleasing colors and organized text. Customer purchase decisions are influenced by their prior preferences, information from marketers, and opinions from other people. The closer a product is to depending on outside opinions, the more companies should focus on social media, call centers and software to build relationships, while avoiding fake reviews or manipulation.
A final mashup
Most presentations are boring, but they can be improved with simplicity, strong visuals, pleasing colors and organized text. Customer purchase decisions are influenced by their prior preferences, information from marketers, and opinions from other people. The closer a product is to depending on outside opinions, the more companies should focus on social media, call centers and software to build relationships, while avoiding fake reviews or manipulation.
Ditch the discounts
Ditching discounts and engaging in price wars is not a good strategy. It is better to use adaptive pricing, where prices flexibly change based on market demands. For example, Aavin uses adaptive pricing for its different varieties of milk based on fat content. In recessions, companies can introduce lower-priced options and promotions to avoid price drops. In recoveries, companies reintroduce premium products and raise regular prices. Adaptive pricing is seen in industries like fast food and cars. Amma canteens provide subsidized meals through adaptive pricing to help the poor, though they incur losses. Overall, adaptive pricing is a better approach than price wars.
Make the most of a polarizing brand
This presentation is based on a Harvard Business Review article "Make the most of a polarizing brand". It also briefly explores the application of such strategies in the Indian Market.
COMPETING AGAINST FREE
This document discusses how to assess threats from new competitors offering free products or services. It provides guidelines for determining if a free entrant poses a minor, delayed, or immediate threat based on comparing the growth rate of the entrant's users to the defection rate of the established firm's paying customers. The document also outlines some strategies incumbent firms can use to offer a better free product, such as bundling it with paid offerings or charging third parties for access to users. It notes obstacles like profit expectations and accounting systems that may make these strategies difficult for incumbents.
Ditch the discounts
Companies competed with heavy discounts during the recession to boost sales. However, deep discounts devalue products and limit the ability to raise prices as the economy improves. Instead of discounts, companies can use adaptive pricing by offering different versions tailored to customers' needs and budgets. They introduce lower-priced basic versions alongside premium products to attract both price-sensitive and high-paying customers. As the economy recovers, companies withdraw temporary discounts and introduce new premium products while gradually increasing regular product prices through tactics like creative financing plans.
Un me jeans
This document discusses brand manager Margaret Foley's options for promoting the UnMe Jeans brand among its target market of girls aged 12-24. It analyzes the changing media landscape and consumer habits toward more online and social media engagement. It evaluates options like YouTube, Facebook, virtual worlds and their pros and cons for UnMe's marketing budget. The document recommends increasing the online banner and search ad budgets given growth in those platforms and their relevance to UnMe's target demographic.
Grey Worldwide: Strategic Repositioning Through CRM
Grey Global Group has 16 global partners that focus on distinct communication disciplines like integrated marketing communications. They aim to build brands and customer relationships through approaches like customer relationship management, which involves segmenting customers, predicting loyalty, and analyzing market needs. One of the main attractions in Asia is China's large market size and strategic focus on customer-centric practices and relationship building, representing significant potential. Grey WW-HK/China executes strategies in China by managing knowledge and technology to support their Brand Futures+ and GRM Charter services for building brands and managing customer relationships.
A brand is forever
This document discusses strategies for revitalizing declining or dead brands. It begins by providing an example of the Ford Taurus brand that was once very successful but later declined. It then identifies three main causes of brand decline: managerial actions, environmental factors, and competitive actions. Examples are given for each cause. The document also discusses deconstructing brand decline by differentiating the brand, maintaining a strong image, and following customers. Finally, it outlines strategies for revitalizing brands such as estimating if the brand can regain glory, carefully choosing a target audience, understanding past strategy failures, rebuilding quality, and resisting temptation to overexploit the brand.
What are brands good for
Brands are traditionally used to aggregate customers by promising clear benefits and differentiating products from competitors. However, the rise of information sharing online is undermining this approach. Consumer "disaggregation" through more targeted and two-way communication allows companies to be more flexible, adaptive, and responsive to individual customer needs in a more efficient way. To adapt, companies should focus on building direct relationships with consumers through targeted communication rather than relying solely on brands. They need new structures that include relationship-building, tactical marketing influence, and continual product innovation to engage disaggregated consumers.
Gino sa
This document provides a case study about Gino SA, a burner manufacturer founded in 1931 and headquartered in Paris. It discusses Gino's expansion into the Chinese market in 1995 by establishing an office in Beijing and partnering with three distributors in different regions of China. It then describes how Gino achieved success in China by lowering domestic product prices. A key distributor, Jinghua, had a major customer, Feima, but was not pursuing other opportunities. Feima requested to purchase directly from Gino. This caused issues with Jinghua. The document recommends that Gino pursue the Feima contract directly while compensating Jinghua to maintain the important distribution relationship. It also suggests Gino
Aquatred case
The document summarizes a Harvard Business School case study about Goodyear Tire & Rubber Company in the 1990s. It discusses Goodyear launching a new high-performance tire called Aquatred to target quality and value-oriented consumers. It analyzes whether Aquatred is suitable for dealers and consumers, whether distribution should be expanded, and what the pricing and promotional policies should be. The key conclusions are that Aquatred should be positioned as a premium product, current distribution channels should be utilized maximally, and dealers encouraged to maintain recommended pricing through aggressive marketing and advertising.
What are brands good for?
Brands are traditionally used to aggregate customers by promising clear benefits and differentiating products from competitors. However, the rise of information sharing online is undermining this approach. Consumer "disaggregation" through more targeted and two-way communication allows companies to be more flexible, adaptive, and responsive to individual customer needs in a more efficient way. To adapt, companies should focus on building direct relationships with consumers through targeted communication rather than relying solely on brands. They need new structures that include relationship-building, tactical marketing influence on consumer behavior, and continually developing new products.
Saxonville sausage company
Saxonville Sausage Company manufactures fresh pork sausage products and wants to launch a national Italian sausage brand. Research found their Vivio brand positioned as locally made and fresh was growing. Further research showed the core value of women as homemakers. The recommended positioning was "Clever Cooking" to prevent cannibalizing other products and leverage Vivio's growth. The new products should be developed under Vivio to tap new markets without affecting other brands. Distribution could expand nationally then to frozen/smoked products outside the core geography.
Saxonville Sausage Company
Saxonville Sausage Company is a $1.5 billion company known for its bratwurst and breakfast sausages. It is looking to expand its Vivio Italian sausage brand nationally. Currently Vivio has regional distribution in the Eastern US and 5% of company sales. A SWOT analysis found strengths in Saxonville's distribution and brand recognition but weaknesses in Vivio's lack of positioning. Objectives are to launch Vivio nationally while limiting impact on other brands. The target audience is busy female heads of households. Positioning alternatives of "Family Connection" and "Clever Cooking" were considered, with "Family Connection" chosen. The action plan outlines pre-launch, launch, and post-launch activities over 12
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一比一原版美国加州大学戴维斯分校毕业证如何办理
原版一模一样【微信：741003700 】【美国加州大学戴维斯分校毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理美国加州大学戴维斯分校毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理美国加州大学戴维斯分校毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理美国加州大学戴维斯分校毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理美国加州大学戴维斯分校毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Transforming Digital Marketing with Top AI Tools of 2024.pdf
In today's rapidly evolving digital marketing landscape, leveraging advanced technologies is essential for achieving competitive advantage. Artificial Intelligence (AI) is at the forefront of this transformation, providing businesses with innovative tools to enhance engagement, streamline operations, and optimize strategies. This presentation covers some of the leading AI marketing tools that are revolutionizing the industry in 2024.
Slide 1: Introduction to AI in Marketing
• Overview of AI’s impact on digital marketing
• Importance of integrating AI tools in marketing strategies
Slide 2: HubSpot’s AI Features
• Predictive lead scoring
• AI-driven content recommendations
• Enhancing customer relationship management
Slide 3: OpenAI’s ChatGPT
• Human-like text generation for chatbots
• Real-time customer support solutions
• Improving customer engagement and satisfaction
Slide 4: Marketo’s AI Capabilities
• Automated email marketing
• Predictive content and customer segmentation
• Personalized marketing for increased conversions
Slide 5: Mailchimp’s AI-Powered Campaigns
• Predictive email sending times
• AI for personalized product recommendations
• Optimizing email marketing effectiveness
Slide 6: Canva’s AI Design Tools
• AI-powered design suggestions
• Access to current design trends
• Simplifying the creation of professional marketing materials
Slide 7: Hootsuite’s AI-Enhanced Social Media Tools
• AI-driven analytics for social media management
• Optimal posting times based on audience insights
• Enhancing social media strategy with data-driven decisions
Slide 8: Conclusion
• Recap of the benefits of AI marketing tools
• The importance of adopting AI technologies in marketing
• Call to explore our blog on Best AI Marketing Tools for more insights
These AI marketing tools are essential for businesses that want to harness the power of AI to enhance their marketing efforts. By adopting these technologies, companies can achieve more personalized customer interactions, efficient operations, and improved marketing outcomes.
For an in-depth understanding of how these AI marketing tools can transform your marketing approach, please visit our blog on Best AI Marketing Tools.
Digital Marketing Company in India - DIGI Brooks
This infographic provides guidance on marketing analytics, helping businesses grow using tools like Google Analytics and AI, measuring ROI, and analysing future trends to track business development.
https://digibrooks.com/digital-marketing-services/
一比一原版澳洲悉尼大学毕业证（USYD学位证）如何办理
原件一模一样【微信：WP101A】【澳洲悉尼大学毕业证（USYD学位证）成绩单】【微信：WP101A】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：WP101A】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：WP101A】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份【微信：WP101A】
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
办理澳洲悉尼大学毕业证（USYD学位证）学位证【微信：WP101A 】外观非常精致，由特殊纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理澳洲悉尼大学毕业证（USYD学位证）学位证【微信：WP101A 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理澳洲悉尼大学毕业证（USYD学位证）学位证【微信：WP101A 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理澳洲悉尼大学毕业证（USYD学位证）学位证【微信：WP101A 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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The Future of B2B Audience Targeting with LinkedIn
Tired of pouring money into LinkedIn ads that don't convert?
A marketer’s guide to unlocking the full potential of LinkedIn’s extensive targeting resources and partner tools.
There's a better way. This guide unlocks the secrets to laser-targeting your ideal B2B audience on LinkedIn. Forget generic campaigns. We'll show you how to combine LinkedIn's advanced features with your existing customer data to reach high-value decision-makers directly. Imagine reaching the exact companies and people who can benefit most from your product or service.
Download our free eBook and discover a data-driven approach to LinkedIn marketing that delivers real results. Stop chasing the wrong audience – start targeting the right ones today
一比一原版(uts毕业证书)悉尼科技大学毕业证如何办理
原版一模一样【微信：741003700 】【(uts毕业证书)悉尼科技大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(uts毕业证书)悉尼科技大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(uts毕业证书)悉尼科技大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uts毕业证书)悉尼科技大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(uts毕业证书)悉尼科技大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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Digital Marketing Services Agency in USA
Boost your brand with top-notch digital marketing services in New York! Our expert team specializes in SEO, social media marketing, PPC advertising, and email campaigns to drive engagement and increase your online presence. Partner with us to reach your target audience, track performance, and achieve measurable results. Transform your digital strategy and stay ahead in the competitive NYC market. Contact us today!
Top 10 AI Trends to Watch in 2024 with Intelisync
As we advance further into the digital age, artificial intelligence (AI) continues to evolve, shaping various industries and aspects of our daily lives. The advancements in AI for 2024 promise significant transformations across multiple sectors. From agentic AI and open-source AI to AI-powered cybersecurity and sustainability, these trends highlight the growing influence of AI on our world. By staying informed and embracing these trends, businesses and individuals can harness the power of AI to innovate and thrive.
This article explores the top 10 AI trends to watch in 2024, providing an overview, impact, and examples of each trend.
Top 10 AI Trends to Watch in 2024
Trend 1: Agentic AI
Overview of Agentic AI
Agentic AI represents a fundamental shift in artificial intelligence. These AI systems are designed to comprehend complex workflows and pursue difficult objectives autonomously, with minimal human assistance. Essentially, agentic AI functions similarly to human employees, understanding intricate contexts and instructions in normal language, defining goals, deducing subtasks, and adapting actions to changing circumstances.
Impact of Agentic AI
Agentic AI has the potential to drastically alter organizational roles, procedures, and relationships. AI assistants with advanced thinking and planning capabilities can perform tasks previously managed by humans. This shift enhances productivity by fully automating complex processes, freeing workers from repetitive tasks to focus on more critical activities. The ability to adapt quickly to changing circumstances ensures continuous operational improvements.
Examples and Use Cases of Agentic AI
Autonomous Vehicles: Self-driving cars use agentic AI to navigate roads, interpret traffic signals, and make real-time decisions to ensure passenger safety.
Smart Home Devices: AI-powered home assistants, like smart thermostats and security systems, operate autonomously to optimize energy usage and enhance security.
Customer Service Bots: Advanced chatbots handle complex customer queries, provide solutions, and escalate issues to human agents when necessary.
Trend 2: Open Source AI
Overview of Open Source AI
Open-source AI involves freely available source code, encouraging developers to collaborate, use, adapt, and share AI technology. This openness fosters innovation and speeds up the development of practical AI solutions across various sectors, including healthcare, finance, and education.
Impact of Open Source AI
The collaborative nature of open-source AI promotes transparency and facilitates continuous improvement, leading to feature-rich, reliable, and modular solutions. These platforms enable the creation of applications such as real-time fraud detection, medical image analysis, personalized recommendations, and customized learning experiences.
Examples and Use Cases of Open Source AI
TensorFlow: An open-source machine learning framework by Google, widely used for building and deploying AI models.
Meta Revolutionizes Product Promotion with Automated Video Catalog Ads.pptx
As a digital marketer, I am thrilled to see Meta revolutionizing product promotion with its new automated video catalog ads. This innovative feature allows anyone to seamlessly integrate dynamic video content into my catalog product ads, enhancing the visual appeal and engagement of campaigns. By leveraging Meta's advanced AI and machine learning capabilities, one can automatically deliver tailored video ads to the most interested users, boosting traffic and conversions. This new approach not only simplifies the ad creation process but also significantly improves performance and ROI.
2024 Trend Updates: What Really Works In SEO & Content Marketing
The future of SEO is trending toward a more human-first and user-centric approach, powered by AI intelligence and collaboration. Are you ready?
Watch as we explore which SEO trends to prioritize to achieve sustainable growth and deliver reliable results. We’ll dive into best practices to adapt your strategy around industry-wide disruptions like SGE, how to navigate the top challenges SEO professionals are facing, and proven tactics for prioritizing quality and building trust.
You’ll hear:
- The top SEO trends to prioritize in 2024 to achieve long-term success.
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How can one achieve excellence in services marketing ?
- 1. How can one achieve excellence in Services Marketing ??
- 2. Marketing Excellence • preparing, pricing, distributingand promoting service. • training and motivatingemployees to serve well • describes employee’s skill in serving the client
- 4. Strategic Concept Top Management Commitment . Quality Service Cleanliness Value
- 5. High Standards Best service providers set appropriately high standards. eg : Citibank aims to answer calls within 10 seconds. Profit Tiers Most profitable customers are given special discounts, offers to reinforce their loyalty. Double edge sword as other customers can badmouth the company.
- 6. Monitoring Systems Top firms audit service performance, both their own and competitor’s. Use customer surveys, comparison shopping, ghost shopping, etc. Satisfying Customer Complaints Disappointed customers must be encouraged to complain and their grievances resolved in a speedy manner.
- 7. Differentiating Services Firms must differentiate their brand from competitor’s, so that customers do not choose the economical option instinctively.
- 8. Primary And Secondary Service Options Marketers can differentiatetheir service offerings in many ways, through people and processes that add value. What customer expects is called primary service package. Provider can add secondary services such as loyalty programs, free merchandise, etc.
- 9. Innovation with Services A major challenge is to innovate persistently to keep ahead to competitors. New service categories such as Online Travel, Private Aviation, Retail health clinics have come up and in some cases organizationshave created creative solutions in existing categories.
- 10. Disclaimer