This document discusses the importance of digital marketing and websites for auto dealerships. It covers best practices for website design, navigation, and content. Key aspects that should be on a dealership website include new and used vehicle inventories, specials, parts, and service information. Social media is also an important part of digital marketing, as it allows dealerships to communicate directly with customers and build their brand. Proper implementation of websites and social media can help attract customers, improve customer service, and generate high-quality leads for dealerships.
Research In Motion's BlackBerry brand is analyzed using the Keller brand equity model. BlackBerry pioneered the smartphone market but is now losing dominance due to competition from Apple and Android devices. The analysis finds that while BlackBerry is still strongly associated with business users, brand loyalty is decreasing among consumers who want devices that better support multimedia and social media. It is recommended that BlackBerry maintain its position with business users while innovating new products, exclusive services, and building its image to appeal to younger consumers and strengthen resonance.
Marketing: iPhone vs BlackBerry Group PresentationAlexandra Brooks
Counterpart presentation to Apple's iPhone versus RIM's BlackBerry
pdf www.slideshare.net/sachabrooks/20120531-marketing-paperfinal.
Findings and recommendations from a quantitative survey and qualitative focus group marketing management analysis of iPhone versus BlackBerry product. Presented Spring Quarter 2012.
The document provides recommendations for building separate mobile experiences for commerce and service on Dell's mobile platform, including focusing the mobile app on self-service support features and using the mobile web for product research and commerce functions accessed via links from the app. It also outlines proposed timelines and technical considerations around screen sizes, densities, and platforms to support.
The document discusses strengths, weaknesses, opportunities, and threats related to Blackberry. Some key strengths included Blackberry Hub for organizing messages, a smooth user experience, and highly secure phones popular with enterprises. Weaknesses included difficulties switching between apps and an inferior maps app. Opportunities included growth in the tablet/smartphone markets and demand for cloud services. Threats included rapid technological changes, saturated markets in developed countries, and increased competition for government contracts. The document also provides areas for Blackberry to improve such as developing iconic products, attracting developers, and focusing on security.
This document provides an overview of BlackBerry, including its history, products, marketing strategies, and competitive analysis. It discusses BlackBerry's origins and growth, focusing on its smartphones and push email capabilities. The marketing mix is examined, highlighting BlackBerry's target business professional and young innovator customers. Promotional strategies are outlined, including using a youth spokesperson. A SWOT analysis identifies BlackBerry's strengths in security and brand loyalty while noting weaknesses in innovation. Competitors like Apple and Samsung are analyzed. The BCG matrix places newer devices as rising stars and older models as cash cows.
$17,960 was left over in the budget to allow for flexibility if needed. The plan effectively targeted the right audience through Businessweek.com to reach the goals of increasing market share and maintaining brand loyalty for BlackBerry Storm in a cost-effective manner.
1. Blackberry was originally known as a device for business professionals and email communication, but has since expanded its target market and capabilities.
2. It began as a pager-like device in 1996 and expanded to include phone calls, media playback, web browsing and more.
3. Blackberry has shifted its branding and messaging over time in response to market changes and competition, positioning itself initially as a business tool and later as a device for all uses including social media and entertainment.
Research In Motion's BlackBerry brand is analyzed using the Keller brand equity model. BlackBerry pioneered the smartphone market but is now losing dominance due to competition from Apple and Android devices. The analysis finds that while BlackBerry is still strongly associated with business users, brand loyalty is decreasing among consumers who want devices that better support multimedia and social media. It is recommended that BlackBerry maintain its position with business users while innovating new products, exclusive services, and building its image to appeal to younger consumers and strengthen resonance.
Marketing: iPhone vs BlackBerry Group PresentationAlexandra Brooks
Counterpart presentation to Apple's iPhone versus RIM's BlackBerry
pdf www.slideshare.net/sachabrooks/20120531-marketing-paperfinal.
Findings and recommendations from a quantitative survey and qualitative focus group marketing management analysis of iPhone versus BlackBerry product. Presented Spring Quarter 2012.
The document provides recommendations for building separate mobile experiences for commerce and service on Dell's mobile platform, including focusing the mobile app on self-service support features and using the mobile web for product research and commerce functions accessed via links from the app. It also outlines proposed timelines and technical considerations around screen sizes, densities, and platforms to support.
The document discusses strengths, weaknesses, opportunities, and threats related to Blackberry. Some key strengths included Blackberry Hub for organizing messages, a smooth user experience, and highly secure phones popular with enterprises. Weaknesses included difficulties switching between apps and an inferior maps app. Opportunities included growth in the tablet/smartphone markets and demand for cloud services. Threats included rapid technological changes, saturated markets in developed countries, and increased competition for government contracts. The document also provides areas for Blackberry to improve such as developing iconic products, attracting developers, and focusing on security.
This document provides an overview of BlackBerry, including its history, products, marketing strategies, and competitive analysis. It discusses BlackBerry's origins and growth, focusing on its smartphones and push email capabilities. The marketing mix is examined, highlighting BlackBerry's target business professional and young innovator customers. Promotional strategies are outlined, including using a youth spokesperson. A SWOT analysis identifies BlackBerry's strengths in security and brand loyalty while noting weaknesses in innovation. Competitors like Apple and Samsung are analyzed. The BCG matrix places newer devices as rising stars and older models as cash cows.
$17,960 was left over in the budget to allow for flexibility if needed. The plan effectively targeted the right audience through Businessweek.com to reach the goals of increasing market share and maintaining brand loyalty for BlackBerry Storm in a cost-effective manner.
1. Blackberry was originally known as a device for business professionals and email communication, but has since expanded its target market and capabilities.
2. It began as a pager-like device in 1996 and expanded to include phone calls, media playback, web browsing and more.
3. Blackberry has shifted its branding and messaging over time in response to market changes and competition, positioning itself initially as a business tool and later as a device for all uses including social media and entertainment.
Blackberry Media Plan | Newhouse Advertising Graduate ProgramSamuel Smith
The media plan targets corporate executives to promote BlackBerry 10 as the most secure smartphone for business use. It will use a variety of media channels, including TV, print, radio, out of home, and digital. The campaign aims to raise awareness of BlackBerry 10's security advantages over competitors and will run intermittently throughout 2013-2014, timed to coincide with users' upgrade eligibility periods. It will include sales promotions for CFOs and C-level executives.
Research In Motion (RIM) is a Canadian company known for developing the BlackBerry smartphone. The document discusses RIM's products, market trends showing increasing smartphone usage, a SWOT analysis and competitors. It outlines RIM's marketing objectives to increase awareness, distribution and market share through targeting younger professionals and consumers. Financial projections estimate 10% revenue growth and 55 million devices sold in 2013 with increased marketing expenses. The positioning focuses on BlackBerry providing efficiency for busy professionals.
BlackBerry Q10 failed in the Indian market and globally due to several marketing problems. It did not attract new customers or bring back former BlackBerry users. Key issues included lack of product differentiation, high price, and poor third-party app selection on the new BlackBerry 10 OS. Consumer behavior analysis showed BlackBerry Q10 did not satisfy consumer needs or match trends in touchscreen phones. To succeed, BlackBerry needs to shift to touchscreens, adopt Android for apps, and lower the price to be competitive.
The document compares the iPhone and Blackberry smartphones. It provides information on their headquarters locations, market shares, models, applications, visions, missions, strategies, target markets, and SWOT analyses. It notes that the iPhone controls 23.3% of the US market while Blackberry previously controlled over 55% but has seen declining market share. Both companies aim to provide innovative mobile devices and experiences, with Apple focusing more on user experience and Blackberry targeting business customers.
This document analyzes the situation of RIM and the Blackberry. It outlines RIM's declining sales and market share compared to Apple. Key points include RIM selling 500,000 Playbook tablets in Q1 2011 compared to Apple's 9 million iPads. In October 2011, RIM announced it would delay the launch of the Playbook OS 2.0 until February 2012. Two anonymous letters to RIM's management criticized the company for its slow pace of change and outdated 2005 business model in today's rapidly changing market.
For my Sales and Sales Promotion course, I worked with three other students to reposition the Blackberry brand and promote its products to consumers and businesses.
This document provides an overview of Blackberry Limited and their relaunch of the Blackberry smartphone. It discusses the company's history and introduction, their products over time including key models, and reasons for their failure to keep up with competitors. It then outlines their new marketing strategies, features and operating systems for the relaunch, including security enhancements, the Blackberry Hub and Dock. Their strengths, weaknesses and marketing approaches are also summarized.
Course: MBA 561 - Market Analytics
Research Proposal for our team project. Our study includes both primary and secondary data in the form of preference surveys and existing market data. Topic is relevant to RIM/BlackBerry's loss of market share to Apple/iPhone in the B2C market.
RIM faces threats to its global smartphone market share from increasing competition. To retain and grow market share, RIM must adapt its product strategies to attract new consumer segments while strengthening enterprise markets. The team analyzed RIM's SWOT and considered three alternatives: 1) developing a new BlackBerry Sky product, 2) increasing brand awareness through specialty stores, and 3) partnering with global carriers. The team recommends introducing the BlackBerry Sky, a multimedia device targeting changing consumer expectations globally. RIM should market the Sky through carriers, retailers, and a promotional website to grow market share in North America and globally.
This document presents a case study on the strategic blunder of Blackberry that led to its downfall. It provides an introduction to Blackberry's evolution and glory as the pioneer of wireless email devices. However, Blackberry failed to anticipate the smartphone revolution and the rise of the app economy dominated by iPhone and Android devices. It did not respond quickly to the changing needs of consumers and launched an inferior touchscreen device late. As a result, Blackberry lost much of its market share. The document outlines recommendations such as focusing on security, marketing, entering new sectors, and improving customer service for Blackberry to stage a turnaround.
This document compares and contrasts the iPhone and Blackberry mobile phones. It provides an overview of each product's history, key features, and marketing strategies. A SWOT analysis is presented for both the iPhone and Blackberry. Finally, the document directly compares the iPhone 4S and Blackberry Bold 9900 models across various specifications and capabilities.
The document is a market research report on BlackBerry conducted by a group of students. It includes an executive summary that outlines the reasons for conducting the research, the research question, objectives, results and recommendations. The full report provides background on BlackBerry's decline in market share, outlines the research purpose and methodology. It presents results of primary research conducted through surveys on young users' perceptions and experiences with BlackBerry and other brands. The results show most users are satisfied with their current phones but find BlackBerry outdated. Recommendations include improving BlackBerry's design, software and apps.
How does one define whether a firm operating in the mobile phone industry is more or less successful? Some argue that success should be measured using the metrics defined by the titans of industry. Warren Buffet, one of the most successful investors of our time uses “Return On Invested Capital” (ROIC) as the key measure of enterprise success. However, using this measure Apple is only slightly (1.5%) more successful than Research in Motion (RIM) table 1 refers.
However, for the purposes of this paper we have defined success as a firm's ability to strategically position its self as a high-end premium brand, with a reputation as the market leader in quality, customer satisfaction and steadily growing market share. Using these metrics, we propose that clearly Apple is the more successful of the two.../
The results from a 30 question quantitative survey with over 120+ respondents, and 2 qualitative focus groups were used to analyze perceptions, needs and wants of business users in California and beyond. Results were presented in the paper and a 20 minute presentation, alongside recommendations for both brands.
Over 21 million people use Blackberry smartphones which are developed by Research In Motion in Canada and available in over 140 countries. Blackberry targets both business professionals who use it for email and Microsoft Office as well as younger generations who use it for social media and games. Advertising is done through television, print, internet, and strategic partnerships with companies like Facebook. A SWOT analysis found strengths in brand image and features while weaknesses included dependence on global networks and cost. Opportunities exist in offering variety for mobile workers while threats include increased competition.
Blackberry Integrated Marketing Communications Rob Noble
The document discusses the integrated marketing communications plan for the Blackberry Q10 smartphone. It provides an overview of the smartphone market and Blackberry's position. It then details the Q10 product, Blackberry's current marketing strategy of targeting business professionals, and various advertising and promotion methods used. Competition from Apple, Samsung, and other brands is examined. Recommendations include investing more in digital marketing, better targeting of business customers, and increasing emphasis on business features to differentiate from competitors.
Oracle acquired Eloqua, a leading provider of marketing automation and revenue performance management software. The acquisition adds Eloqua's modern marketing platform to Oracle's cloud portfolio. This will help companies deliver exceptional and personalized customer experiences across channels by providing end-to-end management of the customer journey through unified data and integrated business processes. The acquisition is expected to close in the first half of 2013.
This document discusses RIM's research strategy to better understand customer preferences and target the prosumer smartphone market. It outlines RIM's objectives to analyze customer survey data to define customer segments and determine important features. The research method involved administering an online survey to 346 respondents to collect data on smartphone usage, preferences, demographics, and likelihood of choosing a BlackBerry. Cluster analysis identified 7 customer segments that were further analyzed to identify segments most likely to choose a "smartphone" and BlackBerry specifically based on their preferences.
This is our UofC Business Class (Synergy) business audit of BlackBerry (formerly Research In Motion) to determine its viability for potential investors and employees. We want to find out whether BlackBerry presents a good opportunity or not.
A comprehensive investigation into the government’s impact, social trends, ethics, social responsibility, technology, marketing, stakeholders, and financial position was done.
At the end, an overall conclusions and recommendations were provided.
Rufran
This is a webquest about Digital Citizenship for sixth to eighth graders. It covers topics such as plagiarism and "netiquette". From this webquest, the students will create a Digital Citizenship portfolio and analyze the information to conclude what Digital Citizenship means to them.
Yahia Salem has over 24 years of military experience as an air force pilot and lieutenant colonel. He is friendly, reliable, and able to work well under pressure as part of a team. Salem holds a BA in flying and military science. He is fluent in English, French, and Arabic and has certifications in tactical helicopter courses from Egypt and the USA. His professional experience includes 20 years in the Egyptian Air Force, working as an air battalion and squadron leader, and 2 years as an offshore helicopter co-pilot.
Blackberry Media Plan | Newhouse Advertising Graduate ProgramSamuel Smith
The media plan targets corporate executives to promote BlackBerry 10 as the most secure smartphone for business use. It will use a variety of media channels, including TV, print, radio, out of home, and digital. The campaign aims to raise awareness of BlackBerry 10's security advantages over competitors and will run intermittently throughout 2013-2014, timed to coincide with users' upgrade eligibility periods. It will include sales promotions for CFOs and C-level executives.
Research In Motion (RIM) is a Canadian company known for developing the BlackBerry smartphone. The document discusses RIM's products, market trends showing increasing smartphone usage, a SWOT analysis and competitors. It outlines RIM's marketing objectives to increase awareness, distribution and market share through targeting younger professionals and consumers. Financial projections estimate 10% revenue growth and 55 million devices sold in 2013 with increased marketing expenses. The positioning focuses on BlackBerry providing efficiency for busy professionals.
BlackBerry Q10 failed in the Indian market and globally due to several marketing problems. It did not attract new customers or bring back former BlackBerry users. Key issues included lack of product differentiation, high price, and poor third-party app selection on the new BlackBerry 10 OS. Consumer behavior analysis showed BlackBerry Q10 did not satisfy consumer needs or match trends in touchscreen phones. To succeed, BlackBerry needs to shift to touchscreens, adopt Android for apps, and lower the price to be competitive.
The document compares the iPhone and Blackberry smartphones. It provides information on their headquarters locations, market shares, models, applications, visions, missions, strategies, target markets, and SWOT analyses. It notes that the iPhone controls 23.3% of the US market while Blackberry previously controlled over 55% but has seen declining market share. Both companies aim to provide innovative mobile devices and experiences, with Apple focusing more on user experience and Blackberry targeting business customers.
This document analyzes the situation of RIM and the Blackberry. It outlines RIM's declining sales and market share compared to Apple. Key points include RIM selling 500,000 Playbook tablets in Q1 2011 compared to Apple's 9 million iPads. In October 2011, RIM announced it would delay the launch of the Playbook OS 2.0 until February 2012. Two anonymous letters to RIM's management criticized the company for its slow pace of change and outdated 2005 business model in today's rapidly changing market.
For my Sales and Sales Promotion course, I worked with three other students to reposition the Blackberry brand and promote its products to consumers and businesses.
This document provides an overview of Blackberry Limited and their relaunch of the Blackberry smartphone. It discusses the company's history and introduction, their products over time including key models, and reasons for their failure to keep up with competitors. It then outlines their new marketing strategies, features and operating systems for the relaunch, including security enhancements, the Blackberry Hub and Dock. Their strengths, weaknesses and marketing approaches are also summarized.
Course: MBA 561 - Market Analytics
Research Proposal for our team project. Our study includes both primary and secondary data in the form of preference surveys and existing market data. Topic is relevant to RIM/BlackBerry's loss of market share to Apple/iPhone in the B2C market.
RIM faces threats to its global smartphone market share from increasing competition. To retain and grow market share, RIM must adapt its product strategies to attract new consumer segments while strengthening enterprise markets. The team analyzed RIM's SWOT and considered three alternatives: 1) developing a new BlackBerry Sky product, 2) increasing brand awareness through specialty stores, and 3) partnering with global carriers. The team recommends introducing the BlackBerry Sky, a multimedia device targeting changing consumer expectations globally. RIM should market the Sky through carriers, retailers, and a promotional website to grow market share in North America and globally.
This document presents a case study on the strategic blunder of Blackberry that led to its downfall. It provides an introduction to Blackberry's evolution and glory as the pioneer of wireless email devices. However, Blackberry failed to anticipate the smartphone revolution and the rise of the app economy dominated by iPhone and Android devices. It did not respond quickly to the changing needs of consumers and launched an inferior touchscreen device late. As a result, Blackberry lost much of its market share. The document outlines recommendations such as focusing on security, marketing, entering new sectors, and improving customer service for Blackberry to stage a turnaround.
This document compares and contrasts the iPhone and Blackberry mobile phones. It provides an overview of each product's history, key features, and marketing strategies. A SWOT analysis is presented for both the iPhone and Blackberry. Finally, the document directly compares the iPhone 4S and Blackberry Bold 9900 models across various specifications and capabilities.
The document is a market research report on BlackBerry conducted by a group of students. It includes an executive summary that outlines the reasons for conducting the research, the research question, objectives, results and recommendations. The full report provides background on BlackBerry's decline in market share, outlines the research purpose and methodology. It presents results of primary research conducted through surveys on young users' perceptions and experiences with BlackBerry and other brands. The results show most users are satisfied with their current phones but find BlackBerry outdated. Recommendations include improving BlackBerry's design, software and apps.
How does one define whether a firm operating in the mobile phone industry is more or less successful? Some argue that success should be measured using the metrics defined by the titans of industry. Warren Buffet, one of the most successful investors of our time uses “Return On Invested Capital” (ROIC) as the key measure of enterprise success. However, using this measure Apple is only slightly (1.5%) more successful than Research in Motion (RIM) table 1 refers.
However, for the purposes of this paper we have defined success as a firm's ability to strategically position its self as a high-end premium brand, with a reputation as the market leader in quality, customer satisfaction and steadily growing market share. Using these metrics, we propose that clearly Apple is the more successful of the two.../
The results from a 30 question quantitative survey with over 120+ respondents, and 2 qualitative focus groups were used to analyze perceptions, needs and wants of business users in California and beyond. Results were presented in the paper and a 20 minute presentation, alongside recommendations for both brands.
Over 21 million people use Blackberry smartphones which are developed by Research In Motion in Canada and available in over 140 countries. Blackberry targets both business professionals who use it for email and Microsoft Office as well as younger generations who use it for social media and games. Advertising is done through television, print, internet, and strategic partnerships with companies like Facebook. A SWOT analysis found strengths in brand image and features while weaknesses included dependence on global networks and cost. Opportunities exist in offering variety for mobile workers while threats include increased competition.
Blackberry Integrated Marketing Communications Rob Noble
The document discusses the integrated marketing communications plan for the Blackberry Q10 smartphone. It provides an overview of the smartphone market and Blackberry's position. It then details the Q10 product, Blackberry's current marketing strategy of targeting business professionals, and various advertising and promotion methods used. Competition from Apple, Samsung, and other brands is examined. Recommendations include investing more in digital marketing, better targeting of business customers, and increasing emphasis on business features to differentiate from competitors.
Oracle acquired Eloqua, a leading provider of marketing automation and revenue performance management software. The acquisition adds Eloqua's modern marketing platform to Oracle's cloud portfolio. This will help companies deliver exceptional and personalized customer experiences across channels by providing end-to-end management of the customer journey through unified data and integrated business processes. The acquisition is expected to close in the first half of 2013.
This document discusses RIM's research strategy to better understand customer preferences and target the prosumer smartphone market. It outlines RIM's objectives to analyze customer survey data to define customer segments and determine important features. The research method involved administering an online survey to 346 respondents to collect data on smartphone usage, preferences, demographics, and likelihood of choosing a BlackBerry. Cluster analysis identified 7 customer segments that were further analyzed to identify segments most likely to choose a "smartphone" and BlackBerry specifically based on their preferences.
This is our UofC Business Class (Synergy) business audit of BlackBerry (formerly Research In Motion) to determine its viability for potential investors and employees. We want to find out whether BlackBerry presents a good opportunity or not.
A comprehensive investigation into the government’s impact, social trends, ethics, social responsibility, technology, marketing, stakeholders, and financial position was done.
At the end, an overall conclusions and recommendations were provided.
Rufran
This is a webquest about Digital Citizenship for sixth to eighth graders. It covers topics such as plagiarism and "netiquette". From this webquest, the students will create a Digital Citizenship portfolio and analyze the information to conclude what Digital Citizenship means to them.
Yahia Salem has over 24 years of military experience as an air force pilot and lieutenant colonel. He is friendly, reliable, and able to work well under pressure as part of a team. Salem holds a BA in flying and military science. He is fluent in English, French, and Arabic and has certifications in tactical helicopter courses from Egypt and the USA. His professional experience includes 20 years in the Egyptian Air Force, working as an air battalion and squadron leader, and 2 years as an offshore helicopter co-pilot.
Análisis de los procesos productivos de la compañía Carrocerías y Furgones de...Guido Caldera
La empresa Carrocerías y Furgones del Caribe realizó encuestas a clientes y trabajadores para analizar sus procesos productivos. Los clientes estaban en su mayoría satisfechos con la calidad y servicio, aunque algunos querían entregas más oportunas. Los trabajadores señalaron que la maquinaria necesita mejoras y que ciertos procesos generan cuellos de botella. El análisis busca mejorar la satisfacción de clientes y eficiencia operativa mediante el estudio de los procesos, recursos y recom
Pertemuan membahas analisis lingkungan eksternal dan persaingan perusahaan. Topik utama adalah menganalisis faktor-faktor lingkungan eksternal seperti ekonomi, politik, hukum, teknologi, dan lingkungan industri serta menganalisis persaingan dengan membuat tabel EFAS dan mengidentifikasi pesaing utama.
Este estudio de caso analiza los factores que afectan el interés de los estudiantes de la ECCI por unirse a grupos de investigación universitarios. Se aplicó una encuesta a estudiantes de ingeniería de sistemas, lenguas modernas y diseño de modas, encontrando que la principal razón para no unirse es la falta de tiempo debido a trabajos. También se encontró que algunos estudiantes no saben cómo unirse o no están interesados. Se concluye que se deben diseñar estrategias para captar más el interés de los estud
Our website directory Congo la rdc, presents the widest selection of details on all tasks and holiday accommodations readily available in Congo. We have bewared to establish the very best centers, whether hotels, bars, bistros and discretion facilities. You will definitely even have accessibility to a wealth of details on tourism in the la rdc you are foreign or Congolese.
This document provides guidelines for the diagnosis and treatment of stable angina pectoris and heart failure caused by systolic dysfunction. It discusses the clinical evaluation, medical treatment including nitrates, beta blockers, calcium channel blockers, and ACE inhibitors. Lifestyle modifications and indications for further testing such as exercise electrocardiography and coronary angiography are also covered. The guidelines are intended to help primary care physicians and outpatient doctors effectively manage patients with these common cardiovascular conditions.
This document discusses the history and strategies of franchising. It outlines some of the earliest franchises dating back to the late 19th century with automobile manufacturers and Coca-Cola. It then examines the franchising of gas stations in the 1930s and fast food franchises like KFC and McDonald's in the 1950s that helped popularize the franchise model. The document also outlines various franchisor strategies around operations, legal documentation, marketing, and expansion approaches. Finally, it discusses factors franchisees should consider in selecting and operating a franchise.
RENAISSANCE AND MODERN PHILOSOPHERS (from 14th to 17th Century)Erwin Ted
The document provides an overview of the Renaissance and Reformation period from 1400-1600. It discusses the new humanist view of mankind that developed, with an emphasis on human rather than divine matters. Key figures like Ficino, Pico della Mirandola, and innovations like the compass, firearms and printing press enabled new ideas around individualism, empiricism, and views of nature and the universe through thinkers like Copernicus, Galileo and Newton. The Baroque period of the 17th century saw conflicts between Protestant and Catholics as well as tensions between idealism and materialism explored by philosophers including Descartes, Spinoza, Locke, Hume, Berkeley and Kant.
Dokumen tersebut membahas tentang diabetes melitus, termasuk pengertian, jenis, gejala, diagnosis, dan pengobatan diabetes melitus. Diabetes melitus adalah penyakit yang disebabkan oleh kadar glukosa darah yang tinggi akibat produksi insulin yang tidak normal. Terdapat beberapa jenis diabetes melitus seperti tipe 1, tipe 2, dan gestasional. Gejala dan diagnosis diabetes melitus ditentukan berdasarkan hasil pemeriksaan kadar glukosa darah. Pengobatan
The document discusses the concept and definitions of peace education. It explains that peace education aims to transform thinking by developing understanding of concepts like structural violence and positive peace. The goal is to cultivate knowledge, skills, attitudes and values that can help resolve conflicts nonviolently and create just relationships and social structures. Key aspects of peace education include teaching about the holistic concept of peace, root causes of violence, and alternatives like nonviolence and conflict resolution.
The document discusses the benefits of portfolio assessment for students. Portfolio assessment matches assessment to teaching, has clear goals, and provides a profile of learner abilities and growth over time. It allows for assessment of a variety of skills, develops student awareness of their own learning, and caters to individual students. Portfolio assessment can also develop social skills, promote independent learning, and improve student motivation and achievement. It provides opportunities for student-teacher dialogue.
Embracing mobile platforms | nascent at carmel venturesnascent
This document summarizes a presentation about embracing mobile platforms. It discusses trends in mobile devices and platforms, and provides an overview of iOS technologies and strengths. The key points are: Mobile devices are now more powerful and less controlled by carriers, opening opportunities for direct sales and monetization models like app stores. A great mobile product should do one thing exceptionally well through simplification and focus on the core idea. The presentation focuses on the iOS platform and its defining technologies like touch interfaces, personal devices, and standards that drive intuitive apps.
Event at the 120 Bloor Street - Toronto Innovation Centre Offices. The event was part of IBM's Centennial Celebrations. Non-profit organizations were invited to listen to presentations on the topics of Social Media, Collaboration and Web User Experience Design.
This document provides an overview and tips for web designs that work. It discusses knowing your target audience and company identity. Trends for 2012 include needing fast page loads, simplified content, increased social media integration, and prioritizing mobile designs. Search engine optimization remains important, and the document provides examples of on-page and off-page SEO factors. The conclusion emphasizes understanding your business and customers, following trends like speed and mobility, and optimizing websites for search engines.
Mobile automotive masterclass deck camerjam mobile marketingJames Cameron
This document discusses strategies for fine-tuning mobile sites and apps. It covers analyzing mobile stats and fragmentation across operating systems and browsers. It recommends building for the future by considering both in-house development and outsourcing options, as well as measuring performance. The document also stresses thinking across multiple channels and provides a checklist of important considerations.
This document summarizes a presentation about promoting mobile applications. It discusses discovering applications through app stores and other channels, developing a marketing strategy in 7 steps including creating buzz on social media and with PR, and a case study of a soccer app from Sympatico that engaged fans through social features and a promotional campaign. The presentation emphasizes the importance of marketing from the start of development and continuing promotion around launch to drive downloads.
With so much attention focused on mobile opportunities in the consumer space, Julie Renwick, Executive Director of Mobile, OgilvyOne Worldwide, is instead shining a light on mobile opportunities for B2B marketers.
In this presentation, Julie outlines six key pointers for developing a successful B2B mobile strategy:
1. Understand your (mobile) customer.
2. Develop a mobile-friendly content strategy.
3. Invest in discoverability.
4. Optimize the conversation chain for mobile.
5. Empower your team.
6. Listen and evolve.
The document provides an analysis and comparison of the websites of two telecommunication companies in Bangladesh - Teletalk and Aktel. It evaluates the user-friendliness, features, drawbacks and positives of both websites. It also provides criteria-based evaluations of the websites and recommendations for improvement. The document is presented in a structured format with headings and sub-headings.
Gambling Affiliates in the Mobile MarketHenrik Mandal
This presentation was presented on "Mobile and Tablet Gambling Conference", London 21. November 2012. The presentation outlines how to successful engage affiliate partners to drive traffic to your products with a 360' transparency, allowing for traffic growth on web, mobile web, mobile apps, web apps, social apps etc.
I have identified an "affiliate toolkit" that will give the affiliates the correct ways to integrate and promote gambling products for casino, bingo and sports betting. This toolkit should encourage gaming operators to move from low yield banners to high impact integration.
LeanPort is a company that provides web and mobile solutions and consulting services. It helps customers grow their businesses by offering resources to augment customers' capacities. LeanPort has a delivery center and sales office in New Delhi and plans to expand to Europe. It offers benefits like saving time, averting disaster, low risk, zero management, and accountability. LeanPort's services include website development, mobile applications, creative services, internet marketing, Microsoft SharePoint, and consulting. It focuses on industries like banking, transportation, manufacturing, oil and gas, telecom, and public sector. The presentation provides examples of LeanPort's reference web and mobile application projects and contact information.
The document summarizes the agenda and topics to be covered at a user group meeting focused on Salesforce applications and concepts for 2011. The agenda includes discussing the goal and motto for the user group in 2011, top applications from 2010, awards, applications and concepts for 2011 including areas like data management, finance, integration, marketing, Chatter and mobile, custom applications, and final takeaways. The document encourages exploring new areas of the business and analyzing data to identify opportunities to use applications and tools to improve customer experience.
- Reevoo is a leading provider of social commerce solutions that is deployed by over 150 major brands across retail, travel, and automotive industries.
- Their solutions drive consumer engagement and have been viewed over 750 million times per month.
- Customer Black & Decker reported that Reevoo Launch has been an effective brand-building activity by including them in the purchase process.
- Reevoo aims to develop personalised engagement with consumers across channels to build trust and improve customer experience.
mShopper mobile mStore and marketing platformmShopper
mShopper’s Mobile Commerce Made Easy™ platform offers merchants an easy to use software solution to create a custom branded mStore™.
No budget or IT resources required. Simply upload your product datafeed, logo, custom messaging and use the platform tools to merchandise and promote your new mStore. With an mStore that works on any smartphone, you don’t have to worry about keeping up with the rapid pace of change in mobile platforms, devices and browsers.
Our consumer outreach tool GetFirstDibs™ generates your Mobile ROI. It helps build your permission mobile database, send text alerts on your special offers and drive traffic to your new mStore.
With mShopper’s SaaS platform, you can effectively convert mobile traffic into sales today. Now that’s Mobile Commerce Made Easy™!
[Learn more and watch our product demo at mshopper.com]
Using Portal Governance to Create a Better Web ExperiencePerficient, Inc.
Why Governance: When Portals fail
Enterprise Portal Should Cut Across Multiple Sites
Successful Solutions Take a Holistic View
Aspects of a Successful Deployment
Governance Framework
The following trends will discuss 2011, and how brands and customers will interact with each other through static, interactive, and human touch points. It looks particularly at the crossing of online - offline, focusing on what makes a customer experience shareable & remarkable.
A brief introduction on what SDL Media Manager adds to (existing) Digital Signage / narrowcasting systems in order to convert viewer into buying customers. SDL Media Manager bridges Digital Signage, Mobile, Social Media and the Web.
This document discusses how to develop a mobile strategy for travel companies. It outlines key aspects to consider such as management commitment, goals, value creation, budget, and complexity. The document recommends workshops with experts and stakeholders to visualize ideas, develop detailed concepts, and code apps for different platforms. It stresses the importance of realizing the mobile opportunity, creating value in the travel process, and providing an extraordinary user experience. Developing a strong mobile strategy is key to winning in this new landscape.
Mobile Marketing, SEO & Visibility: Why You Should CareR2integrated
Do you think your company needs an SEO optimized mobile site? Odds are, if you offer local products and services, you customers and potential customers are trying to find you on their smart phones. Are you helping them find what they’re looking for? Local search is hot. Period.
On November 2, 2011, Lori Ulloa, R2integrated Senior Web Strategist and in-house SEO guru, presented "Mobile Marketing, SEO & Visibility: Why You Should Care," to the American Marketing Association, Baltimore Chapter. From the importance of a mobile strategy for your organization to best practices in structuring your mobile site for search, Lori covers it all. Click on the presentation below to learn more. Questions? Contact us at info@r2integrated.com.
Webinar deck: iLoop Mobile - Mobile Analytics Archer Inc.
Analytics play a crucial role in the development of coherent mobile strategies and the prioritization of marketing spend in the same manner as they do with WWW, search, email, social and display. Yet for most brands today, this isn't happening.
Enjoy this deck presentation.
The document discusses the concepts of SoLoMo (Social, Local, Mobile) and how they interact and reinforce each other. It notes that mobile increases time for social activities, social networks spread local deals virally, and mobile enables local engagement. Overall it presents SoLoMo as a virtuous circle where these factors boost each other.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Charging and Fueling Infrastructure Grant: Round 2 by Brandt HertensteinForth
Brandt Hertenstein, Program Manager of the Electrification Coalition gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Charging Fueling & Infrastructure (CFI) Program Resources by Cat PleinForth
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
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2. Introduction 2011
How important is Digital Marketing?
Why is YOUR website important?
What are the main things that should be on your website?
Did you know there is a Digital Marketing Toolkit on the
Suzuki Dealer Portal?
3. Agenda 2011
Websites
Best practices
Assessment of actual dealer websites
Social Media
Hands-on Training
Q&A / Discussion
5. AUTO SHOPPING BEHAVIOR –
SEARCH 2011
Car shoppers are qualifying dealers Facebook is the #1 most visited site by
by researching online & using auto shoppers
search for vehicle dealership
research
6. The Basics 2011
A website is often the first impression of a
business for consumers
Four key user experience elements:
Overall Design (the Look & Feel)
Navigation
Ease of use
Content
If a website does not impress the customer and match
Best Practices in the above areas, the rest of the site
won’t matter!
6
8. Design Basics 2011
Clean, consistent appearance
No visual mess -- consistent layout and colors throughout
Keep the Home Page focused (an invitation to learn more)
Large primary visual
Key info in logical easy to notice positions
Let customers dig into site for details
Keep the look current
Like an outdated promo, dated style/colors turn off consumers
8
9. Navigation Basics 2011
Navigation links should be easy to locate
Effective top and left-side navigation
Best to follow established standards, as seen in OEM sites
Left Side
Navigation
9
10. Navigation Basics 2011
Consistent positioning of links throughout
Consistent appearance/fonts throughout
Large and clear enough for easy reading
Top
Navigation
10
11. Navigation Basics 2011
Make it easy for customers to shop
Vehicle info easy to find and use
Shopping tools easy to find and use
Easy-access inventory search functions
“Get an Internet Price” form accessible in several places
11
12. Content Basics 2011
What Content is Key? What Makes Content Compelling?
Pay special attention to the following:
Vehicle information
Quality images, features, specs and prices
Price Quote / Contact Us
Easy to access from key shopping pages –always answered quickly
Ensure all content is current:
No expired specials
Contact info, hours, etc for Sales, Parts & Service
Payment calculator & finance application
Site map
Once You’ve Covered the Basics, You’re Ready to Focus on…
12
13. The Big Five 2011
Dealer Specials
Current and Enticing deals
New Car Inventory
Clear layout with lot quality images and pricing
Pre-Owned Inventory
Clear layout including MY, quality images, and pricing
Parts & Accessories
Inquiry form and hours of operation essential
Also consider e-commerce
Service
Service inquiry form and key info essential
Also consider real-time appointments
14. Home Page Best Practices
2011
Custom
Unique
Slidesho
Videos
w specific
to the
dealer
Unique
characteristics
Branded of buttons
Custom
images
featured
vehicles
15. Model Specific Landing Pages
2011
Model Specific
Landing pages
convert at a
higher level.
Direct
interested
buyers to entire
inventory
16. Service Marketing
2011
Personalized
Service
Marketing
Customers
can Manage
their vehicle
profiles
18. Strong Mobile Presence 2011
1/3 of US mobile
phone owners
have a smart
Group functionality on Mobile site phone as of
December 2010,
by 2015 they will
50% of market.
Source: Nielson
Sales of smart
phones will exceed
Includes parts and service locations those of PC’s by
end of 2012.
Source:
Morgan Stanley
19. Landing Pages for Lease Specials
2011
Full page
with all lease
specials
20. Landing Pages for a Unique Purpose
2011
Multiple
Language
Selection
Tool
22. Your Website Assessment 2011
Five Steps to the Ensure Your Website is Up to Speed
Suzuki Brand focus
No non-Suzuki models
No non-Suzuki specials
Content is current
Featured model’s on Home Page and in Showrooms
Specials
Logo’s
22
23. Your Website Assessment 2011
Ensure “The Big Five" are promoted throughout site
Dealer Specials
New car inventory
Used car inventory
Parts
Service
Monitor search results
Search Dealership name and city in major search engines.
If results don't show very high on first page, your site needs to
be optimized
23
24. Reminder: Your Website and SEO 2011
Just because you build it…does
not guarantee they will come!
Follow website development
best practices
ensure the web crawlers can find your
site / recognize it as relevant to the users
key search words
Delivers your website listing higher in the
SERP (Search Engine Results Page)
Continually optimize (refine web
content/functionality) to sustain or
improve SERP listing position
26. Other Considerations 2011
Multiple URLs / Advanced SEO Enhancements
Written and/or Video Testimonials
E-Commerce
Microsites
Social Media
26
28. Why Social Media? 2011
The top most trusted sources for products/services:
Friends/Acquaintances
Third party review: TV, NSP, Magazine
Manufacturers website
Known expert review
Consumers Reviews on Retailer’s site
Importance of “friends” will increase with growth of
Social Media networks
It’s a conversation and relationship, not a “get ‘em
done” – high ROI once trust is created. 28
29. Why This Matters to You 2011
Social Media can help your dealership:
Reach consumers and create loyalty
Enhance/improve customer service (address issues (flames) quickly
and turn critics into advocates)
Distribute information and content (news articles, photos, videos,
etc.) to interested consumers
Open up new and sustainable channels of communication with
potential customers
Create Brand awareness
Manage your Online reputation
Recruit talent
Generate high quality leads that are more value and less price based
30. Social Media Channels 2011
• Consumers opt-in to updates by “liking” a page
• Connects to other social media channels and allows you to
share multi-media updates
• Can act as a more personalized extension of your website
• Limited to 140 characters in each post
• Two-way conversation: Share your information and interact
with others. Others help to share your message.
• Can be used as a customer service tool and gauge
consumer perception.
• Not to “sell” and promote deals / specials.
• Video branding platform
• Videos are very popular and easy to share via links and
other social media channels
• Give a human face to your business
31. Facebook: The World Has Gone Social 2011
500 Million users worldwide/120M in the US
50M+ users in the US each day
Average of 7 hours/month spent on Facebook
#1 Site to reach New Car Shoppers:
Facebook now reaches 60% of all people in the US 18+
shopping in the next 6 months for a new or used vehicle
32. Facebook: Tips for Building a Social Media Strategy 2011
Build a Page
Advertise to increase connections
Publish to your network
Use Facebook Tools such as Photos
and Events to invite your “friends”
to your dealerships
Develop deep relationships with
your clients locally
- Connections
- Brand Voice
- Viral Distribution
33. Facebook: Tips for Building a Social Media Strategy 2011
Advertise to increase connections –
target your audience locally
• Geo: State, City (10, 25, 50 Mile Radius)
• Demographic: Age, Gender
• Likes & Interests
34. Facebook: Who’s doing things right? 2011
An Example: Suzuki of Wichita
• Actively engaged
• Link to their inventory
• Reviews
• Apex + EcoCharge Concepts
• Community events
• 1,551 fans
38. Other Channels to Watch 2011
• Allows consumers to “hear” what others
have to say about a company, brand or
service
• Can help, or hurt, the reputation of the
business – helps if actively managed by
fixing complaints and turning critics into
advocate.
• Mobile internet use will surpass that of
desktop internet use by 2015.
Mobile • Consumers are utilizing mobile devices to
access social media channels and interact
with brands
40. Engaging the Customer Once They Reach Out to the
Dealership based on your SM efforts. 2011
Consumers expect an almost instant response with exact details
about their specific model request
Just being first is not enough – must engage and compel
customer either with phone call or tailored e-mail with specifics
- Do Not Use Auto Responders
Use proven and engaging phone scripts, and well-constructed
e-mails as follow-up “drip campaign”
Do a quick quote request yourself and see what kind of
response you get – would that satisfy you if you were about to
spend money on a brand new car? 40
41. Making Your Social Media Mark 2011
Determine and Establish Develop
create relevant listening process conversation
social media and trainstaff on calendar and
channels how to use it definehow you
will engage
Make time to
study and
Attach refine– but give
measurable it time to start
goals to the working – it is
tactics relationship and
loyalty building
44. Closing Remarks 2011
Monitor and Optimize on an on-going basis.
Digital Marketing requires daily focus monitoring and management
Dynamic, driven by technological progress - maintain relevance
Stay informed, engaged and connected with the customer of today
and the core customer of the future – the internet customer.
45. Closing Remarks 2011
Thank you!
Dianne Meloy
Advertising Manager - Automotive
Dianne.Meloy@suz.com
O 714.99.7040, x2449
C 949.400.9248
48. Consumer Trust Then 2011
How much online North American consumers trust sources of
information about products or services 2006
Opinion of a friend or acquaintance who has used the service before 83%
A review of the product or service in a newspaper, magazine or TV 75%
Information on a manufacturer’s Web site 69%
A review by a known expert 63%
Consumer reviews on a retailer’s site 60%
Consumer reviews by users of a content site 52%
Information at online consumer opinion sites 50%
An online review by the editors of a content site 49%
Information in online chat rooms or discussion boards 37%
An online review by a blogger 30%
Source: Forrester, NACTAS Q3 2006 Media & Marketing Online Survey
49. Significant Shift in Consumer Trust 2011
How much online North American consumers trust sources of 2009
information about products or services
Consumer reviews and ratings 50%
Print newspaper 43%
Blog written by someone you know 42%
Social networking site profile from someone you know 39%
Print magazines 39%
Radio 37%
TV 32%
Source: Forrester, North American Technographics Interactive Marketing Online Survey, Q2 2009 (US)
50. The Future of Social Engagement PR 2011
Identify and
lead trends
and innovations
Value-added/
created media Local/grassroots
partnerships relationship-
building
Critical
Micro-Influencer INFLUENCER Jointly-branded
Recommend- & TARGET communication
ations & partnerships
Mobile/shareable
communication Citizen journalism
platforms on steroids
24/7 reputation &
community
management
51. Social Engagement Heirarchy 2011
Maximum
Influence
The Wired &
Connected
Prominent bloggers,
online influencers,
Moderate tastemakers
Influence&Rea
ch The Connected
Consumer
bloggers, individuals with
established networks
Local Markets –
Maximum Dealers Driving
The Wired
Reach General consumers who use social interest/purchase
networking and consume blog content; the through social media
Long Tail, value online/offline relationships
52. Yelp Examples – New York 2011
KG Suzuki- Rated 5 stars
Frankie G.
ASTORIA, NY
5/2/2011
I've bought a lot of cars and this was without a
doubt the easiest purchase I ever had. I saw it
online, asked a few questions of Alex the Internet
Sales manager, came in to see it (these guys are
ten blocks from my house). The car was like
brand new: clean inside and out, as well as under
the hood. There was a "check engine" light on it
that I questioned but Mario, the Service manager
explained that they were waiting for a sensor
which was coming the next day. They asked if I
wanted to wait to make the purchase, purchase
and take it that day, or purchase and take it after
the problem was fixed. I liked the no-pressure
experience. I took it that day, brought it back the
next day to be fixed. So far so good. Love the car,
loved the price.
52
53. Yelp Examples – New York 2011
Here’s where the dealer
should step in and comment
to turn a negative into a
positive.
KG Suzuki- Rated 1 star
Stopped by KG Suzuki today looking for a
used car. We had scouted out the website
the day before and found two that we
were interested in, as well as a new Suzuki
that was in our budget. After wandering
through the lot aimlessly for a while, we
get approached by a nice sales guy who
spent a good amount of time talking to us,
let us test drive the cars we were
interested in, and wasn't overly pushy.
HOWEVER (there's always a however or a
but, right?), …
53
54. Yelp Examples – Denver 2011
Denver Suzuki - Rated 5
stars
Joe H.
Westminster, CO
I went to quite a few dealers before coming to the
Suzuki dealer in North Denver. This is one of the few
dealers where I did not have to look for a
salesperson, they did not make me wait for hours for
while they (supposedly) completed their credit
checks (dealers make you wait on purpose as a sales
tactic), and I was able to look check out a series of
cars without the salesperson constantly steering me
to specific models.
I was also impressed by their service department. I
was recently rear-ended and needed a mechanic to
check the rear bumper for any damage. This dealer
did it for free (I kept asking them what I owed them
for taking the time and they just kept saying 'no
charge').
I like how this place does business. This will be the
first place I go when I need a new car. Not because I
like the car (which I do), but because I like the 54
people.
55. Yelp Examples – Chicago 2011
Bill Kay Suzuki - Rated 5 stars
I spent the last week looking for a Suzuki SX4 to buy
my Mother. We wanted her to have a safe, small
4WD car and there was a really good financing deal.
After getting the hard sell and not finding what we
wanted at 2 other dealers, these guys immediately
told us they'd give us the price we wanted and let
me take the car to my mother's house (50 miles
round trip) for the afternoon for her to see it.
I ended up buying the car for under invoice before
rebates and 0% financing and they worked hard to
get us out the door quickly. They agreed to my price
in 15 min. The last two dealers kept us there for
hours and misled us about the options on the cars,
etc.
I used to be in the car sales buisness. I own a
business now that is 100% customer support
driven. These guys were so good I'd gladly go there
again and buy another car. Why can't more car
dealers be professional and honest?
55
56. Yelp Examples – Chicago 2011
Here’s where the dealer
should step in and comment
to turn a negative into a
positive.
Bill Kay Suzuki – Rated 2
stars
Recently bought a used car from Bill Kay
Suzuki. The car that I bought had to go back for
repairs which were covered under warranty. I
was told the car was inspected but I put it in park
and it rolled away. Door locks not working, not
getting 2 keys, etc. With that being said, they did
their best to resolve issues. My hope was I
would not have to keep going back to the dealer.
56
Editor's Notes
Warm up the audience, gage their understanding of Digital Marketing – specifically websites and social media. Segue“today we’re going to focus on best practices for dealer websites and social media” Key talking points are:We’ll briefly review fundamentals and best practices In the process, we’ll evaluate/assess real websites together so you’ll have actionable items for your dealership
Your website is designed to sell. Your showrooms and inventory should always be kept current, so visiting customer can browse exactly what you have in stock. Making Quick Quotes links available throughout the navigation of the website enables customers to check prices throughout their visit. Active links to your current specials connect your visitors and to your Dealership’s offerings.
Never forget The Big Five: The five most crucial elements of any Dealer site - Dealer specials, New and Used Inventory, Parts and Service!
Facebook Places provides a presence for your business’s physical store locations- encouraging your customers to share that they’ve visited your business by “checking in” to your Place. When your customer checks into your Place, these check-in stories can generate powerful, organic impressions in friends’ News Feeds, extending your brand’s reach to new customers. Best of all, it’s free.
Enhance your website (optimizing) by including urls linking to you dealer website: Shopping sites etcs
Address issues quickly and turn critics into advocates
Stats:FacebookFacebook is the single largest repository for user-generated content such as pics, videos, links and comments. (Morgan Stanley)Connects all forms of social media and allows company and consumers to participate on one platform.Consumers can post (photos, videos, comments/questions/concerns/complaints) to your Facebook wall.TwitterFollow users that are of interest to you and/or your company.Share company information but also engage with others and re-share what they have to say. If Twitter is utilized too much as a one-way street, people will either unfollow or lose interest in what is being said.Twitter allows others to help share your message to their followers. Easily searchable to gauge what is being said/what people are interested in.YouTubeVideo sharing platform that helps with online branding. YouTube captures between five-and-nine percent of time spent online. (Morgan Stanley)Video accounts for 69% of mobile data traffic.
6.4m Illinois, 5.3m Chicago, 870k in Elmhurst, IL.
Most recently, Wichita posted the all new concept vehicles shown for the first time at the NY Auto Show including the Suzuki EcoCharge.
Contact info, store hours, website, directions/maps are all prominently displayed.Example of Community Outreach
Take pictures of new car owners and post to your dealer brand Page
Shows their address, store hours and directions/map.
Helps if actively manaeing by fixing problems and turning critics into advocates
Remind audience to refer to Dealer portal and preferred vendors
Remind audience to refer to Dealer portal and preferred vendors
ForresterTechnographics data from 2006 shows consumer trust in various sources of information online spread fairly uniformly across channels and content types.
In the latest data from Forrester, we can see there has been a significant shift in trust among consumers. The categories here don’t match up exactly with the earlier Forrester data, so we don’t have a direct 1:1 comparison for each of the categories. Alarmingly, print radio and TV are down from 75% to under 40% trust. Sources of consumer-driven content – ratings and reviews, blogs, social network updates (which is new for the 2009 study) – indicate a huge shift and for ER professionals, this is where we need to be headed and where we need to be focusing energy.
What exactly is social media and how is it going to drive your business? For the purposes of this discussion, we’ll focus on the engagement aspect of social media – that is, the components that exist independent of the technologies that enable them. Generally the approach focuses on developing a tiered approach to engagement consumers and influencers through social engagement experiences and content. Most of this is done for you nationally by the Suzuki team which is why some of this pyramid is grayed out, but you have a lot of opportunities as independent dealers in reaching the broad consumer at the bottom of this pyramid.The top tier – those who have maximum influence and include prominent tastemakers and bloggers – involve direct 1:1 relationship-building between the brand and the influencer, engaging them through in-person and high-touch experiences such as Blogger Days, 1:1 time with the brand, exclusive content and availability. This feels much like traditional media relations in many ways but reflects the changing dynamics of the media landscape and involves content-rich outreach. The goal: Shape the story by giving these influentials something to talk about, and a reason to be our advocate. We do this through ride & drives, influencer promotions, etc.The second tier – those with moderate influence – targets those more mainstream consumers who have active and robust social networks of their own but may not be major first-run content publishers or creators. These are consumers who will engage with the brand and consume content, then share it – and we develop creative ways to achieve that action. The goal: get them to help tell the brand’s story by enabling creative content sharing. We do this through national Suzuki WOM campaigns and the Suzuki Facebook/Twitter assets.The last tier – the broadest mainstream consumer – are those who don’t actively share a lot of content and aren’t content creators but they do consume content online and make a lot of their purchase decisions based on those findings. We reach these consumers holistically within the marketing mix through brand communities (our own or leveraging an existing), brand dialogue with one or more community managers and long-term planning within the marketing team to ensure all of the brand’s efforts are more social. The goal: when this consumer goes online to research information in the category, the see the brand and its attributes reflected wherever they go influencing their trial/purchase decisions. This is where your opportunity lies.