The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs. The document proposes a managed analytics framework to help companies capture value by deriving insights from data to better meet consumer demand and transform their business.
The CI Software Spectrum: Connecting, Automating & Distributing Intelligence ...Arik Johnson
The document discusses competitive intelligence (CI) software and its ability to automate, collaborate, synthesize, and connect CI producers and consumers. It reviews 10 CI software applications and vendors that were nominated by actual users. Key trends observed include CI software taking the form of development kits that can be customized more than packaged applications, and the rise of hosted options to route around IT department bottlenecks. The review finds an emerging "application poly-culture" with capabilities that can be combined through "mashups".
Small businesses have fewer resources than larger companies and must conduct market research to mitigate risks. There are four essential components of market research for small businesses: 1) identifying the target audience, 2) where the target audience is located, 3) where to place advertising to reach the target audience, and 4) how to correctly price products based on what the target audience is willing to pay. Conducting thorough market research in these key areas allows small businesses to better understand customer needs and make strategic business decisions with more certainty.
What is the_true_value_of_a_lost_customerSunil0108
This document summarizes a research paper about developing a model to estimate the value of a lost customer when they disadopt (stop using) a new product or service. The model accounts for both the direct financial impact of the customer's future purchases, as well as indirect social effects like word-of-mouth that can influence future customer acquisitions. An empirical application of the model to online banking shows that disadoptions can significantly impact profits. The value of a lost customer depends on whether they switch to a competitor or stop using the category altogether, and when during the product lifecycle they disadopt. Early disadopters have a much higher cost to the firm than later disadopters. The model provides a practical tool to
The document discusses several challenges facing the insurance industry, including the shift to digital and multichannel operations, digital transformation, maintaining a client-centric approach, and preventing commoditization. It argues that marketing has a key role to play in addressing these challenges by focusing on the client experience across channels, linking digital transformation to business strategy and objectives, generating visible value for clients, and developing attribution models to measure marketing's contribution to profitability. The document outlines how marketing and sales goals should be set and measured based on positioning, education, interaction, costs, income, and return in order to optimize marketing's contribution to business results.
Rep consumer experience_in_the_retail_renaissance_en_28_mar18_final_dm_CMR WORLD TECH
This document discusses how leading brands are building consumer experiences in the current retail renaissance. It finds that while many brands say they aim to put customers at the center, their efforts often fall short due to disconnected experiences. The report surveys over 500 retail and consumer goods leaders to understand how they harness consumer data and technology to engage customers. It reveals that brands overly focus on products over experiences and need to better understand customer needs.
- Companies have traditionally focused on internal efficiencies and viewed customers as passive targets, but now must focus on managing customer experiences as the balance of power shifts to consumers.
- With technology enabling interaction and information sharing, consumers are actively defining value through their experiences and challenging companies' traditional views of value creation.
- To succeed, companies must learn to "co-create" value with customers by involving them throughout the value chain, better understanding what experiences consumers value, and resolving conflicts between corporate and consumer views of value.
The document provides an overview of business-to-business (B2B) marketing. It notes that B2B marketing involves targeting commercial businesses to buy goods and services. Key aspects of B2B marketing include longer decision cycles, the need to sell to multiple senior decision makers, a focus on relationships over one-time transactions, and reliance on channels like trade events and word of mouth. While traditional channels remain important, social media and mobile have also become significant in B2B marketing. Measurement of return on investment in B2B marketing lags consumer marketing.
the challenges of relationship marketing in luxury brandsKIRAN KV
The document discusses relationship marketing in the luxury brand industry. It begins with defining relationship marketing as focusing on long-term customer relationships rather than single transactions. Relationship marketing aims to understand customer needs as they change over time through communication. For luxury brands, relationship marketing is important as they have traditionally built success through close relationships with small customer communities. The document then examines how information technology and customer relationship marketing (CRM) tools can help luxury brands develop new business models to enhance customer relationships and loyalty. It concludes that relationships are very important for luxury marketing success and more research is still needed to fully understand luxury customers and effective CRM strategies.
The CI Software Spectrum: Connecting, Automating & Distributing Intelligence ...Arik Johnson
The document discusses competitive intelligence (CI) software and its ability to automate, collaborate, synthesize, and connect CI producers and consumers. It reviews 10 CI software applications and vendors that were nominated by actual users. Key trends observed include CI software taking the form of development kits that can be customized more than packaged applications, and the rise of hosted options to route around IT department bottlenecks. The review finds an emerging "application poly-culture" with capabilities that can be combined through "mashups".
Small businesses have fewer resources than larger companies and must conduct market research to mitigate risks. There are four essential components of market research for small businesses: 1) identifying the target audience, 2) where the target audience is located, 3) where to place advertising to reach the target audience, and 4) how to correctly price products based on what the target audience is willing to pay. Conducting thorough market research in these key areas allows small businesses to better understand customer needs and make strategic business decisions with more certainty.
What is the_true_value_of_a_lost_customerSunil0108
This document summarizes a research paper about developing a model to estimate the value of a lost customer when they disadopt (stop using) a new product or service. The model accounts for both the direct financial impact of the customer's future purchases, as well as indirect social effects like word-of-mouth that can influence future customer acquisitions. An empirical application of the model to online banking shows that disadoptions can significantly impact profits. The value of a lost customer depends on whether they switch to a competitor or stop using the category altogether, and when during the product lifecycle they disadopt. Early disadopters have a much higher cost to the firm than later disadopters. The model provides a practical tool to
The document discusses several challenges facing the insurance industry, including the shift to digital and multichannel operations, digital transformation, maintaining a client-centric approach, and preventing commoditization. It argues that marketing has a key role to play in addressing these challenges by focusing on the client experience across channels, linking digital transformation to business strategy and objectives, generating visible value for clients, and developing attribution models to measure marketing's contribution to profitability. The document outlines how marketing and sales goals should be set and measured based on positioning, education, interaction, costs, income, and return in order to optimize marketing's contribution to business results.
Rep consumer experience_in_the_retail_renaissance_en_28_mar18_final_dm_CMR WORLD TECH
This document discusses how leading brands are building consumer experiences in the current retail renaissance. It finds that while many brands say they aim to put customers at the center, their efforts often fall short due to disconnected experiences. The report surveys over 500 retail and consumer goods leaders to understand how they harness consumer data and technology to engage customers. It reveals that brands overly focus on products over experiences and need to better understand customer needs.
- Companies have traditionally focused on internal efficiencies and viewed customers as passive targets, but now must focus on managing customer experiences as the balance of power shifts to consumers.
- With technology enabling interaction and information sharing, consumers are actively defining value through their experiences and challenging companies' traditional views of value creation.
- To succeed, companies must learn to "co-create" value with customers by involving them throughout the value chain, better understanding what experiences consumers value, and resolving conflicts between corporate and consumer views of value.
The document provides an overview of business-to-business (B2B) marketing. It notes that B2B marketing involves targeting commercial businesses to buy goods and services. Key aspects of B2B marketing include longer decision cycles, the need to sell to multiple senior decision makers, a focus on relationships over one-time transactions, and reliance on channels like trade events and word of mouth. While traditional channels remain important, social media and mobile have also become significant in B2B marketing. Measurement of return on investment in B2B marketing lags consumer marketing.
the challenges of relationship marketing in luxury brandsKIRAN KV
The document discusses relationship marketing in the luxury brand industry. It begins with defining relationship marketing as focusing on long-term customer relationships rather than single transactions. Relationship marketing aims to understand customer needs as they change over time through communication. For luxury brands, relationship marketing is important as they have traditionally built success through close relationships with small customer communities. The document then examines how information technology and customer relationship marketing (CRM) tools can help luxury brands develop new business models to enhance customer relationships and loyalty. It concludes that relationships are very important for luxury marketing success and more research is still needed to fully understand luxury customers and effective CRM strategies.
Healthcare Marketing Executives: Are You Ready for the Future?Karen Corrigan
In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.
Deloitte and Facebook team up to dissect reams of data, and then tell us that they have found out that "....young mums upload more pics after having their kids..."
Consumer Behavior People In The Marketplace PascaMrirfan
The document discusses how marketing is adapting to the new digital economy. It identifies four major drivers of the new economy: digitization, disintermediation, customization, and industry convergence. Examples are given of how companies are using technologies like customization websites and online marketplaces to adapt. The differences between old and new economy marketing approaches are outlined.
This document discusses how programmatic advertising is changing the traditional agency model. It summarizes that while programmatic has made media buying easier, there is still a need for expertise in areas like data science and deep publisher/technology relationships. There is debate around agency trading desks and whether their practices like arbitrage provide value. Some brands are establishing private trading desks for more control over data and purchasing. Overall, the role of agencies is evolving as execution work shifts, but agencies still provide valuable planning and data services for programmatic advertising. The future may see media buying split between brand teams, agency groups, and independent data/product companies.
The document discusses the evolution of CRM from CRM 1.0 to CRM 2.0. CRM 1.0 focused on automating sales, marketing, and customer service functions, while CRM 2.0 integrates social media tools and models business processes from the customer's point of view. It also describes how the CRM market has grown significantly and shifted to include more on-demand and specialized solutions, as well as the integration of Web 2.0 technologies.
This document discusses how insurance companies can leverage analytics to improve distribution management and gain a competitive advantage. It notes that competition is intensifying in the insurance industry, forcing companies to strengthen distribution channels. Analytics can optimize distribution efficiency and effectiveness, delivering benefits like increased sales, customer retention, and market growth. The document advocates that insurance firms strategically apply analytics across distribution to modernize channels and create engaging customer experiences.
Clients Look Ahead at Agencies (RSW/US 2011 Survey)Kirill Smirnov
The 2011 New Business Report: A Client’s Look Ahead at Agencies was completed by 174 key Marketing decision makers from across the United States during March, 2011. The study takes a look at where Marketers think Agencies are headed in the coming years and analyzes Marketers’ overall satisfaction with Agencies and presents ideas/suggestions on how Agencies should pitch and market to prospective clients.
This document provides an overview of key marketing concepts and the marketing environment. It defines needs, wants and demands; discusses influencers and instances of each. It also summarizes the marketing mix, promotion tools, distribution channels, and analyses of the marketing environment including PEST, 5 forces, SWOT and more. High-level definitions of brand, value proposition, customer, and marketing are also provided.
The document discusses how shopping centers can turn consumer data into actionable business intelligence to uncover sales opportunities. It provides examples of how two shopping centers - The Wellington in the UK and Manufaktura in Poland - used Experian FootFall's analytics solutions to gain insights into customer behavior, identify high and low traffic areas, improve marketing campaigns, and optimize tenant mix and operations. The solutions helped the centers understand customer flow, evaluate promotional events, and make data-driven business decisions to increase footfall, dwell time, and sales.
From Social Media to Social CRM, IBM Institute for Business ValueIBM Danmark
The document provides an executive summary of a study on social media and customer relationship management. Some key findings from the study include:
- Most consumers use social media to connect with friends and family, not to interact with brands. Only 23% interact with brands on social sites.
- There are three categories of social media engagement: engaged authors (5%), casual participants (75%), and silent observers (20%).
- Consumers expect tangible value in return for their time, attention, and data on social platforms. Companies need to provide experiences that deliver value to customers.
- Privacy concerns and spam are the top reasons consumers are reluctant to engage with brands on social media. Transparent communication is important to drive engagement.
1) The document discusses how marketing has shifted from an "art" to a "science" due to changes in technology and customer expectations. Advances like social media, mobile devices, and cloud computing have given customers more control over brand conversations and empowered them to expect personalized, seamless experiences across channels.
2) It proposes a "Customer Value model" with four interconnecting layers: customer value at the core, surrounded by customer journey, customer value analytics, and finally company value. This model aims to continuously link customer insights and data to business decisions in real-time in order to maximize value for both customers and the company.
3) Achieving customer value now requires understanding customer needs, behaviors, and motiv
This document discusses key technology trends impacting the retail industry in 2016, as identified by IBM. It covers four main dynamics of transformation: analytics, cloud computing, mobile and social engagement, and security. Analytics and cognitive computing allow retailers to gain insights from big data to personalize customer experiences. Cloud computing enables speed, agility and flexible infrastructure upgrades. Mobile and social technologies connect retailers with customers in real-time and on-the-go. Security is a growing concern as data volumes increase and attack sophistication rises. The document provides an overview of IBM solutions that address these trends, such as analytics platforms, cloud services, and security offerings to help retailers adapt to ongoing disruption and digital transformation in retail.
This document discusses how advanced statistical analysis techniques like factor analysis, cluster analysis, and CHAID analysis can be used to gain insights from market segmentation data. The analyses were applied to data about cinema-goers to identify 3 distinct segments - Word of Mouth, Critically Acclaimed, and Hollywood. Factor analysis reduced 32 attributes to 4 factors. Cluster analysis grouped individuals into the 3 segments based on these factors. CHAID analysis further profiled each segment by modeling variables to predict outcomes and find typical characteristics of individuals in each segment.
Shopper marketing encompasses a wide array of delivery mechanisms and promotional tactics that can be used to reach consumers along the path to purchase, from demand generation through the entire shopping process to post-purchase relationship management.
MAdTech : qu'est-ce que ça change ? - White PaperIpsos France
Technology is fundamentally reshaping the advertising and media landscapes. Media, advertising, and technology now intersect, altering how consumers engage with content. This intersection, known as MAdTech, means brands must adapt to meet the demands of empowered consumers. While data is abundant, actionable insights remain scarce. Ultimately, understanding human behavior and decision-making is key to success in this changing environment.
The document discusses how the sharing economy is disrupting established industries by enabling peer-to-peer sharing of goods and services. It outlines opportunities and challenges for several industries, including automakers responding to ride-sharing competitors, retailers incorporating sharing marketplaces, and hospitality and media companies adapting streaming and home-sharing business models. The sharing economy represents a huge cultural shift and companies must find ways to weave sharing into their customer experiences to remain relevant in this new economic model.
The document discusses how big data is creating challenges for retailers in providing a unified view of customers and products across channels in real-time. It finds that 70% of retailers grapple with at least 8 disparate data sources, making analysis difficult. While real-time insights could improve operations, only a third of retailers currently share cross-channel customer and product data. The document provides recommendations to help retailers better utilize big data.
The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs better. The document proposes a managed analytics framework to help companies capture more value by leveraging their data assets to gain insights into customer behavior and demands. This would allow companies to realign themselves around the consumer and adapt to changing market dynamics.
Las encuestas realizadas a alumnos y alumnas de COSFA y ENSA, así como a padres y madres de familia de ambas escuelas, buscaban conocer la opinión de distintos grupos sobre diversos temas relacionados con las escuelas.
Este documento proporciona recursos sobre cómo escribir poesía, incluyendo un artículo de wikiHow sobre cómo escribir un poema, un enlace a un sitio web con información sobre escribir poesía a partir de canciones, diapositivas sobre cómo enseñar poesía y un video de YouTube sobre el tema.
Healthcare Marketing Executives: Are You Ready for the Future?Karen Corrigan
In the healthcare industry, powerful demographic, economic, societal, technology and legislative forces are converging to change the underlying basis for competition. For health systems, new economic models, disruptive technologies and transformation of care delivery systems are front and center – challenging marketing executives to better understand and anticipate the impact of this change.
Deloitte and Facebook team up to dissect reams of data, and then tell us that they have found out that "....young mums upload more pics after having their kids..."
Consumer Behavior People In The Marketplace PascaMrirfan
The document discusses how marketing is adapting to the new digital economy. It identifies four major drivers of the new economy: digitization, disintermediation, customization, and industry convergence. Examples are given of how companies are using technologies like customization websites and online marketplaces to adapt. The differences between old and new economy marketing approaches are outlined.
This document discusses how programmatic advertising is changing the traditional agency model. It summarizes that while programmatic has made media buying easier, there is still a need for expertise in areas like data science and deep publisher/technology relationships. There is debate around agency trading desks and whether their practices like arbitrage provide value. Some brands are establishing private trading desks for more control over data and purchasing. Overall, the role of agencies is evolving as execution work shifts, but agencies still provide valuable planning and data services for programmatic advertising. The future may see media buying split between brand teams, agency groups, and independent data/product companies.
The document discusses the evolution of CRM from CRM 1.0 to CRM 2.0. CRM 1.0 focused on automating sales, marketing, and customer service functions, while CRM 2.0 integrates social media tools and models business processes from the customer's point of view. It also describes how the CRM market has grown significantly and shifted to include more on-demand and specialized solutions, as well as the integration of Web 2.0 technologies.
This document discusses how insurance companies can leverage analytics to improve distribution management and gain a competitive advantage. It notes that competition is intensifying in the insurance industry, forcing companies to strengthen distribution channels. Analytics can optimize distribution efficiency and effectiveness, delivering benefits like increased sales, customer retention, and market growth. The document advocates that insurance firms strategically apply analytics across distribution to modernize channels and create engaging customer experiences.
Clients Look Ahead at Agencies (RSW/US 2011 Survey)Kirill Smirnov
The 2011 New Business Report: A Client’s Look Ahead at Agencies was completed by 174 key Marketing decision makers from across the United States during March, 2011. The study takes a look at where Marketers think Agencies are headed in the coming years and analyzes Marketers’ overall satisfaction with Agencies and presents ideas/suggestions on how Agencies should pitch and market to prospective clients.
This document provides an overview of key marketing concepts and the marketing environment. It defines needs, wants and demands; discusses influencers and instances of each. It also summarizes the marketing mix, promotion tools, distribution channels, and analyses of the marketing environment including PEST, 5 forces, SWOT and more. High-level definitions of brand, value proposition, customer, and marketing are also provided.
The document discusses how shopping centers can turn consumer data into actionable business intelligence to uncover sales opportunities. It provides examples of how two shopping centers - The Wellington in the UK and Manufaktura in Poland - used Experian FootFall's analytics solutions to gain insights into customer behavior, identify high and low traffic areas, improve marketing campaigns, and optimize tenant mix and operations. The solutions helped the centers understand customer flow, evaluate promotional events, and make data-driven business decisions to increase footfall, dwell time, and sales.
From Social Media to Social CRM, IBM Institute for Business ValueIBM Danmark
The document provides an executive summary of a study on social media and customer relationship management. Some key findings from the study include:
- Most consumers use social media to connect with friends and family, not to interact with brands. Only 23% interact with brands on social sites.
- There are three categories of social media engagement: engaged authors (5%), casual participants (75%), and silent observers (20%).
- Consumers expect tangible value in return for their time, attention, and data on social platforms. Companies need to provide experiences that deliver value to customers.
- Privacy concerns and spam are the top reasons consumers are reluctant to engage with brands on social media. Transparent communication is important to drive engagement.
1) The document discusses how marketing has shifted from an "art" to a "science" due to changes in technology and customer expectations. Advances like social media, mobile devices, and cloud computing have given customers more control over brand conversations and empowered them to expect personalized, seamless experiences across channels.
2) It proposes a "Customer Value model" with four interconnecting layers: customer value at the core, surrounded by customer journey, customer value analytics, and finally company value. This model aims to continuously link customer insights and data to business decisions in real-time in order to maximize value for both customers and the company.
3) Achieving customer value now requires understanding customer needs, behaviors, and motiv
This document discusses key technology trends impacting the retail industry in 2016, as identified by IBM. It covers four main dynamics of transformation: analytics, cloud computing, mobile and social engagement, and security. Analytics and cognitive computing allow retailers to gain insights from big data to personalize customer experiences. Cloud computing enables speed, agility and flexible infrastructure upgrades. Mobile and social technologies connect retailers with customers in real-time and on-the-go. Security is a growing concern as data volumes increase and attack sophistication rises. The document provides an overview of IBM solutions that address these trends, such as analytics platforms, cloud services, and security offerings to help retailers adapt to ongoing disruption and digital transformation in retail.
This document discusses how advanced statistical analysis techniques like factor analysis, cluster analysis, and CHAID analysis can be used to gain insights from market segmentation data. The analyses were applied to data about cinema-goers to identify 3 distinct segments - Word of Mouth, Critically Acclaimed, and Hollywood. Factor analysis reduced 32 attributes to 4 factors. Cluster analysis grouped individuals into the 3 segments based on these factors. CHAID analysis further profiled each segment by modeling variables to predict outcomes and find typical characteristics of individuals in each segment.
Shopper marketing encompasses a wide array of delivery mechanisms and promotional tactics that can be used to reach consumers along the path to purchase, from demand generation through the entire shopping process to post-purchase relationship management.
MAdTech : qu'est-ce que ça change ? - White PaperIpsos France
Technology is fundamentally reshaping the advertising and media landscapes. Media, advertising, and technology now intersect, altering how consumers engage with content. This intersection, known as MAdTech, means brands must adapt to meet the demands of empowered consumers. While data is abundant, actionable insights remain scarce. Ultimately, understanding human behavior and decision-making is key to success in this changing environment.
The document discusses how the sharing economy is disrupting established industries by enabling peer-to-peer sharing of goods and services. It outlines opportunities and challenges for several industries, including automakers responding to ride-sharing competitors, retailers incorporating sharing marketplaces, and hospitality and media companies adapting streaming and home-sharing business models. The sharing economy represents a huge cultural shift and companies must find ways to weave sharing into their customer experiences to remain relevant in this new economic model.
The document discusses how big data is creating challenges for retailers in providing a unified view of customers and products across channels in real-time. It finds that 70% of retailers grapple with at least 8 disparate data sources, making analysis difficult. While real-time insights could improve operations, only a third of retailers currently share cross-channel customer and product data. The document provides recommendations to help retailers better utilize big data.
The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs better. The document proposes a managed analytics framework to help companies capture more value by leveraging their data assets to gain insights into customer behavior and demands. This would allow companies to realign themselves around the consumer and adapt to changing market dynamics.
Las encuestas realizadas a alumnos y alumnas de COSFA y ENSA, así como a padres y madres de familia de ambas escuelas, buscaban conocer la opinión de distintos grupos sobre diversos temas relacionados con las escuelas.
Este documento proporciona recursos sobre cómo escribir poesía, incluyendo un artículo de wikiHow sobre cómo escribir un poema, un enlace a un sitio web con información sobre escribir poesía a partir de canciones, diapositivas sobre cómo enseñar poesía y un video de YouTube sobre el tema.
Mobile republic: Visual approaches to discourse in South African mobile socia...Marion Walton
This document discusses visual approaches to discourse in South African mobile social networks. It covers several topics, including the role of feature phones and IM platforms like MXit in cost-saving communication, how social networks act as "mediated publics" that shape public agendas through indexing and ranking content, and how mobile-centric users engage in "read-write-erase" modes of political activism that leave no public record. It also addresses issues like social distance, gatekeeping, and the challenges of low-status participation being erased or distanced on social platforms.
The Pentaho BI Platform reported an error while executing an action sequence called "PovoarDWdoZero.xaction". The error was caused by a failed activity with error code "RuntimeContext.ERROR_0017 - [pt_18]". The stack trace provides details on the error occurring during the execution of a Kettle transformation component.
Unstructured play is still important for adolescents as it allows them to develop social skills, find interests, and achieve a sense of belonging through simply hanging out with friends. As adolescents transition to more abstract thinking, their play shifts from games with rules to talking with peers, which also helps satisfy their need for identity development and understanding themselves better. While media use provides interaction between sexes and can inspire ideas, parents are encouraged to discuss rules with adolescents rather than lecture, set reasonable goals, and make time to know what is happening in their lives.
The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs. The document proposes a managed analytics framework to help companies capture more value by leveraging their data assets to gain insights and a deep understanding of customers to better meet their demands.
The document discusses using wikis in the classroom. It defines wikis as software that allows users to collaboratively create and edit web content. It provides examples of how teachers can use wikis with students, such as having students contribute to blogs, comment pages, or test reviews. It also discusses how teachers can use wikis to collaborate with colleagues. Finally, it encourages participants to brainstorm ways they could implement wikis in their own classrooms and shares contact information for wiki training.
The document discusses using wikis in the classroom. It defines wikis as web pages that can be created and edited using any web browser. It provides directions on how to create a wiki using the pbworks.com website and tutorials. It also provides examples of how wikis can be used in the classroom for activities like blogs, comments, and test reviews. Wikis can also be used for collaboration between colleagues, departments, and instructional groups. Security settings are important to protect student privacy and content. Brainstorming ideas for using wikis and contacting the local school district's office of instructional technology are also discussed.
How to Avoid Mistakes that Kill Your BrandTechnoledge
Learn how simple mistakes can destroy your credibility in an instant. Avoid the most common and you will be rare among communicators. Get loads more hints on writing at http://www.technoledge.com.au/b2b-blog.
10 Rules for Great Writing from David OgilvyTechnoledge
This document outlines David Ogilvy's 10 rules for great writing and discusses how they still apply to technology marketing today. The rules include writing clearly without jargon, keeping writing short and brief, checking quotes for accuracy, sleeping on important documents before publishing, getting feedback from others, making the call to action clear, and getting personal for urgent requests. Following these classic rules can help technology marketers communicate complex topics in an easy to understand and engaging way.
This document discusses assessing new product opportunities for both new and existing companies. It covers identifying customer needs, market segmentation, determining first customers, and developing a go-to-market strategy. Key points include evaluating management versus technology, assessing pain killers versus vitamins, overcoming barriers for existing companies, and crossing the chasm to reach the early majority market.
Applying Innovation Intelligence for Market Segmentation and TargetingArik Johnson
The document discusses applying innovation intelligence for market segmentation and targeting. It covers topics like understanding customer needs rather than wants, identifying non-customers, disruption theory, signals of change, and organizational reconnaissance to anticipate industry changes. Innovation types include business models, processes, products, and more. Framework areas discussed are risk, efficiency, customers, outlook, and novelty. Additional concepts covered are competitive benchmarking, growth vector analysis, and macro environmental analysis. The goal is to use intelligence approaches to minimize threats and maximize opportunities for strategic decision making.
A "mathematical" diagnostic tool for how to create and manage brand...Drthomasbrand Limited
This document presents a mathematical model for creating and managing brand wealth. The model identifies key elements that build brand value, including market opportunity, brand positioning, name and identity, marketing communications, and customer experience. It shows how aligning these elements can exponentially increase brand wealth. The model enables brand owners to systematically diagnose strengths and weaknesses, focus resources more efficiently, and measure brand performance over time. The complex market environment makes this type of strategic brand management approach even more important.
This document provides an overview of key marketing concepts including definitions of marketing and marketing management. It discusses the marketing concept and various marketing philosophies. It also covers topics such as the marketing environment, market segmentation, strategic planning, and business unit strategic planning. The document is intended as a high-level introduction to marketing management principles and frameworks.
The Tasks of Marketing in the Digital EraYogeshIJTSRD
This article has a qualitative approach, where the main challenges that Marketing areas have in the era of disruptive technologies are raised. At the same time, it examines the opportunities offered by the same technologies to deal with the capture, management and treatment of large volumes of information dispersed in different sources, whose heterogeneous, unstructured data concentrates the basic elements to develop invaluable information to the departments Marketing, given that there would be obtained market trends, attributes and ideal characteristics to develop products and services tailored to consumers. Asqar Samadov "The Tasks of Marketing in the Digital Era" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41164.pdf Paper URL: https://www.ijtsrd.comeconomics/market-economy/41164/the-tasks-of-marketing-in-the-digital-era/asqar-samadov
Data Mining Concepts with Customer Relationship ManagementIJERA Editor
Data mining is important in creating a great experience at e-business. Data mining is the systematic way of extracting information from data. Many of the companies are developing an online internet presence to sell or promote their products and services. Most of the internet users are aware of on-line shopping concepts and techniques to own a product. The e-commerce landscape is the relation between customer relationship management (sales, marketing & support), internet and suppliers.
This document discusses how a big box retailer utilized big data to improve its business. It outlines the steps the retailer took:
1) It identified where big data could create advantages, such as predictive analytics to forecast sales declines. This would allow the retailer to be more proactive.
2) It built future capability scenarios to determine how to leverage big data, such as using social media data to predict problems.
3) It defined the benefits and roadmap for implementing big data, including investing millions over 5 years for a positive return. Benefits would include more consistent, faster information and insights.
The document provides details on how the retailer methodically planned and aligned its big data strategy to its business needs
The document provides an overview of conducting a situation analysis for developing a company's strategy. It discusses assessing the industry structure using Porter's five forces model. It also covers analyzing competitors, customers, and a company's core capabilities to understand the environment and lay the foundation for strategy development.
The document provides an overview of conducting a situation analysis for developing a company's strategy. It discusses analyzing the industry structure using Porter's five forces model. It also covers understanding competitors, customers, and a company's core capabilities to assess the forces shaping the industry and lay the foundation for strategy development.
The document discusses using social media for business growth. It provides an example of a safety harness company that used social media and frameworks like the Customer Value Matrix and Quality Customer Growth Program to identify potential customers in neuroscience and optogenetics and position them on a matrix based on attractiveness and probability of success. This allowed the company to develop a targeted social media strategy to engage with and build relationships with the most valuable prospects.
VLSCM: Very Large Scale Communication Mapping
Brand today has become serious concern for business. And with fragmented communications channel it is becoming further difficult for Businesses to manage issues and have a reasonable Reason for Existence. Businesses need to know what consumers are thinking, how they behave, the Neurological study of how consumers behave is the mantra.
Consumers are incredibly powerful and their behavior has massive impact on just on businesses but on society as a whole. Consumers are drive by communication, communication drives perception, perception drives consumption and purchase. With no one to buy there is nothing to sale. Similarly when no one is listening there is no point shouting (Media communication, advertising, PR).
“Consumers are Commerce”, and most important link driving Business and Brands. Consumers constantly innovate and Businesses today are trying to guess and understand their taste. And to keep up the pace they are constantly launching new product, brands, but there is a problem… majority of them fail. They fail because the consumer dint want it or the market is missed or the time is miscalculated or the price is wrong.
VLSCM is a solution, a leverage point giving Businesses the Opportunity to understand and judge current consumer needs. Give them the understanding to strategies and plan, channelise revenue, and understand the Value Calculus. Find answers to the questions each businesses has today. Identify which part of the revenue system is actually working and which need attention.
VLSCM brings in concepts like Perturbation Theory, Sociogram, Placebo effects, Neural Programming, Sentiment analysis, Neural Semantic Indexing, Human indexing, Neuroeconomics, Empirical Index, Perception Canvas, Visualization Periodic Table, Constrain Index, Relative Path, Time to Live, etc. These outputs will be then used for Business Intelligence, Media Planning, Advertising, Branding, Competitive Intelligence, Risk Intelligence, Strategy and Planning, Integrated Media Communications, etc… It’s a concept built to understand how
Communications propagate.
What effect or impact do they carry on Brand and Businesses?
What are the channels they follow?
What values they create?
What resources they consume?
What activities are needed?
What types of partnerships or stakeholders are involved?
How does the revenue calculus functions? etc…
It is an attempt to understand how and to what level of integration exist between the Consumers, Business Fraternity and the Media. It’s time now and It’s no longer that Communications should be measured only in terms of CCM, SOV, EAV, etc… it’s time to redefine the status quo…
VLSCM: Very Large Scale Communication Mapping, is a serious attempt to answer all Businesses and Brands face today. It is an attempt to leverage Businesses with Opportunities… with Wisdom….
The document discusses the importance of business model innovation for companies to remain competitive. It argues that most companies are "stuck in the middle", neither large enough to dominate nor differentiated enough to find a niche. It then outlines four key areas that determine company success: the markets it serves, its products/services, operating model, and cost structure. It stresses the need to re-examine these areas and be open to reinventing one's business model to create new value for customers and shareholders in a sustainable way.
The document discusses the challenges facing modern marketers in leveraging new technologies and marketing opportunities. It notes that while new tools exist, marketers struggle to implement them effectively due to issues like siloed data and resources, slow decision-making, and an inability to coordinate multichannel marketing efforts. The document argues that traditional marketing operations models are no longer viable and companies need a new, holistic approach to optimize people, processes, platforms, and partners in order to gain speed, insight, access, flexibility and security in their marketing.
Is Your Customer-Centric Transformation Living Up to its PromiseFrançois Videlaine
Four out of five companies are disappointed by the results of their customer-centric transformations. The document outlines three specific actions companies can take to improve their transformations: 1) Measure customer value beyond advocacy and satisfaction; 2) Ensure segmentation is actionable and not too complex; 3) Focus on a small number of market-beating propositions around pivotal customer events. The CEO can help by giving permission to explore new approaches, inspiring conversations around measurement of customer value, and challenging leaders to integrate existing initiatives.
Be Digital or Die - Big Data in Financial ServicesFintricity
Leveraging Big Data, disruptive technologies (such as Blockchain) and new business models to digitally transform financial services companies. Presented by Alpesh Doshi at the Big Data Innovation Summit in San Francisco 2016.
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
A Word About Dynamic Supply Chains Delivering value through people.docxmehek4
A Word About Dynamic Supply Chains: Delivering value through people
By
John Gattorna
The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. In this article, Dr. John Gattorna, author of
Dynamic Supply Chains: delivering Value Through People, 2nd edn, FT Prentice Hall, Harlow, 2010
, gives an overview of what he calls Dynamic Alignment: the principle of matching changing customer needs and desires with different supply chain strategies.
Opening comments
One thing is for sure. We are going to have to radically change our ideas about the design and operation of enterprise supply chains if we are to break the shackles and get to the next level of operational and financial performance in the immediate year ahead. This is not an option; it is mandatory. In essence, the world has changed so much over the last 15 years that conventional methods are no longer sufficient. The world of markets has become much more volatile, and under such conditions the old assumptions no longer stand up to scrutiny.
The way forward is there for all to see. We must cast off all the denial and come to terms, finally, with the notion that it is people (and their behaviour) that drives supply chains. All others are just enablers. So it is necessary to look at the problem of designing and operating tomorrow’s supply chains by examining three areas of human activity along typical enterprise supply chains, and all enterprises have supply chains.
“We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services.”
1. We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services;
2. We must do likewise at the supply end of the channel, and look for new ways to understand the underlying capabilities and expectations of the suppliers we draw on for raw materials, components, sub-assemblies, and packaging;
3. And finally, we must learn much more about the internal cultural capability in our businesses, represented by the employees, management, and leadership.
If we are able to ‘align’ all three of the above described components of the supply chain, we will achieve a quantum improvement in bottom-line results through improved service levels and satisfaction at both ends of the supply chain, and lower cost-to-serve through improved internal configurations.
This article attempts to give you some idea of how all this can be achieved by drawing on various excerpts from the book itself. If you want more detail you will have to read the whole book, from cover to cover.
Customer Conversations
1
The clear message is that customers, and customers alone, are the ultimate frame of reference when you are designing and operating enterprise supply chains. To convert the rhetor.
The document discusses how retailers can create competitive advantage by leveraging big data. It notes that today's shoppers generate vast amounts of data through their online and in-store activities. It then outlines three key reasons why retailers should focus on big data: (1) the amount of data being generated is huge and growing rapidly, (2) big data can significantly increase retailer profits and productivity, and (3) big data analytics has become critical to competition between retailers. The document then introduces McKinsey's Consumer Marketing Analytics Center (CMAC), which helps retailers integrate diverse data sources, generate insights from big data, and embed these insights into decision-making.
1. MANAGED ANALYTICS AN OVERVIEW PRESENTATION 8 th March 2010, The Strand, London
2. All organizations say that they want to serve their customers better, all organizations claim to have a robust strategy, Many state that they are aiming for market leadership. Very few actually achieve it. The ones that do are the clever ones. They are driven by decisive leadership achieved through a deep understanding of demand for their products and services. They leverage the value of their data assets. They engage and excite their customers by understanding and responding to their value agendas KNOWLEDGE : LEADERSHIP : CHANGE
3. DATA IS STRATEGIC (IT SHOULD BE RECOGNISED AS A CORE ASSET OF ANY ORGANISATION OR BUSINESS) THE FUNDAMENTAL QUESTIONS ARE WHAT DOES IT TELL US ?, AND HOW DO WE ENABLE THE ORGANISATION TO ACT UPON THOSE INSIGHTS ?
4. 1. SETTING THE CONTEXT: THE NEED AND THE OPPORTUNITY FOR ANALYTICS
5. Manufacturing Service Support (Distrbn) Sales & Marketing GM Procure IT Finance & Admin FUNCTIONS RANKED BY PROXIMITY TO THE CONSUMER NUMBER (COST) OF EMPLOYEES Current 1980s/90s MA Context & the need for change ….The Challenge …. ACROSS LARGE CORPORATES THE LAST TWENTY YEARS HAS SEEN A SIGNIFICANT SHIFT IN DISTRIBUTION OF MANPOWER AWAY FROM CONSUMERS INTO “BACK OFFICE” FUNCTIONS. Many large companies have “lost touch and sight of” their consumer, becoming increasingly reliant of brand and distributive legacies to sustain revenue streams. The question is how can they address the imbalance?.
6. FUNCTIONS RANKED BY PROXIMITY TO THE CITIZEN NUMBER (COST) OF EMPLOYEES Current 1980s/90s MA Context & the need for change …. AS A RESULT MANY FACE THE REALITY OF TWO GAPS. THIS IS THE CHALLENGE, THE OPPORTUNITY AND THE NEED FOR CHANGE GAP 1 GAP 2 GAP 1 – Should be understood as the failure of historic investment in technology to deliver expected benefits GAP 2 – Should be understood as the potential shortfall in front end engagement, resulting in product and service provision failing to meet consumers needs, the increasing likely hood of consumer migration (loss), and the opportunity for “new entrants” to exploit those gaps acquiring new consumers .
7. THE CHANNEL EXPLOSION THE INFORMATION REVOLUTION THE NEW DECISION MAKING HEIRARCHIES In the last decade there has been an exponential growth in the number and significance of both conventional and new media channels, with an accompanying shift to a pull (on demand) rather than a push environment The economics of information have changed. The more information there is to filter the more expensive finding the right information becomes. The central challenge is not to provide more information to consumers, but how to ensure that they get the relevant information in the appropriate format at the right time. There are new and emergent consumer decision making hierarchies. Alongside conventional media advertising and editorial parallel hierarchies are emerging around search and technology enabled word of mouth. When it comes to purchasing decisions these services can provide customers with the most important and relevant information far more efficiently. Characterising market development…. THE WORLD HAS CHANGED - COMPANIES ARE FACING PROFOUND CHALLENGES AND CHANGES IN THE WAY THEY ATTRACT, RETAIN, DEVELOP THEIR CUSTOMERS
8.
9. NEW CO COLLECTS OFFERS ACROSS COMPANIES A TO E, WHO ARE WORKING FROM A SUPPLY AGENDA NEW CO UNDERSTANDS THE SEARCH & FILTER PARADIGM NEW CO GROUPS CONSUMERS AND ACTIVELY ENGAGES IN ACCORDANCE TO THEIR VALUE AGENDAS “ New Entrants” exploit the weakness of “Supply Agenda” Product Manufacturers capturing incremental value that should have been available to them by developing strong relationships (ownership) of their customer base Recent examples of this trend range from the Car Phone Warehouse, to Confused.com & Compare the market.com, to Ocado, Expedia, Nesspresso Club, and Net a Porter (now acquired by Richmont) COMPANIES “MANUFACTURING” SIMILAR OR SUBSTITUTE PRODUCTS RESULT: Falling SVA RESULT: Increasing SVA Characterising market development… ACROSS MOST VERTICALS WE CAN IDENTIFY EXAMPLES WHERE THOSE RESPONDING TO SEARCH & FILTER ARE MAKING SUBSTANTIVE GAINS IN VALUE. COMPANY A “ THE OLD SCHOOL” COMPANY B “ THE OLD SCHOOL” COMPANY C “ THE OLD SCHOOL” COMPANY D “ THE OLD SCHOOL” COMPANY E “ THE OLD SCHOOL”
10. DATA WAREHOUSE (Focused on Compliance) MANUFACTURING TECHNOLOGY FINANCE GENERAL MGNT PRODUCT MARKETING SALES transaction focused (CRM Systems) BRAND (event occasion) MARKETING SALES Opportunity focused (integrated systems) DATA ANALYTICS (Focused on the consumer) Characterising market development…. SYPMTOMATIC WITH SUCH SITUATIONS ARE LOW LEVELS OF DATA UTILIZATION Realigning the business pulling it into a consumer facing organization MANUFACTURING TECHNOLOGY FINANCE GENERAL MGNT In such cases data is simply stored as evidence of a historic transaction, in other cases it may just be discarded 1. 2. SUCCESSFUL DEPLOYMENT OF ANALYTICS CAN DRIVE REALIGNMENT
11. MANAGING CUSTOMER DATA INTEGRITY INTELLIGENCE INSIGHT Characterising market development…. BY BRINGING THE RIGHT TOOLS AND COMPETENCIES ORGANIZATIONS CAN START TO ACT ON FACT BASED INSIGHTS Capture Cleanse Suppress Discover Enhance Generate Provide Demonst rate Deliver ANALYZING CUSTOMER DATA APPLYING CUSTOMER DATA
12. % Change in Shareholder Value (Increase in ROIC) Degree of Customer Focus Market leadership position Industry norm/average Sub standard performers INTEGRITY INTELLIGENCE INSIGHT Embedding Customer Intelligence: Realizing Competitive Advantage Characterising market development…. BY EMBEDDING AN ANALYTICS COMPETENCY COMPANIES CAN START TO MAKE SUBSTANTIVE GAINS IN VALUE (FULFILLING THEIR CONSUMER PROMISE) Demand based strategies driven by solid (fact based) insights derived from actual data create energy, drive practical application, and enable leadership decisiveness. (and they get better – learning as the competence builds!)
13. Characterising market development…. TO SUMMARIZE THE NEED AND THE OPPORTUNITY FOR ANALYTICS Consumers have been quicker to understand and to adapt to the benefits that technology and new on demand environments can deliver to them Companies and organizations have been slower and in may cases have yet to harness the full potential of consumer centric (demand driven) business models. Traditionally in corporate environments technological transformation has focused on cost and control (systems & servers) Many large companies have “lost touch and sight of” their consumer, becoming over reliant on in bound traffic (brand & distributive legacies) As a result “new entrants” have taken the impetus. Technologically savvy and consumer focused they have taken the lead it developing and realizing new business models These companies have discovered and taken ownership of profit streams that traditionally were available (or could be controlled) by product manufacturers. CONCLUSION Many companies are more aware of the opportunity that analytics may offer in supporting the realignment of the business toward a more demand based operating model.
14. Characterising market development…. BUT COMPANIES SEEKING TO BECOME CONSUMER CENTRIC AND CAPTURE VALUE FACE A PROBLEM – WHERE TO GO FOR ADVICE Technology Companies delivering “product” solutions Agency Data Management Companies “batch” mining Generalist Consultants “ change” models Strategy Consultants “strategic” frameworks Marketing Services brand strategies Data Sales Companies “external” variables Creative Agencies “image” platforms Consumer Research Companies panel & focus Studies THE GAP
16. WHAT IS MANAGED ANALYTICS : AND HOW CAN IT HELP? Managed Analytics enables transformation by delivering fact based decision making through data driven insights. It combines advisory services, advanced quantitative analysis, proprietary algorithms and methods, and actionable strategic frameworks in a way that is focused on the delivery of outcome based action. The major challenge facing companies (organizations) today is that they have the data, but not the insight (or the framework or methodology to act upon it). Managed Analytics bridges this gap by allowing companies to leverage their data assets – with actions centered around the right insight companies can transform and create competitive advantage. It recognizes that at a given time a customer’s needs relate to a customer’s circumstance. A change in those circumstances triggers a change in customer behaviour, which is reflected in demand for different (new) products or services. OUTTURN By determining and tracking those Demand Triggers, and learning how they combine and interact, customer specific needs can be fed to the front end of the organization and acted on in the appropriate way. In this way organizations become demand driven, by being able to understand and respond to a customers needs for product and services at a particular point in time. Rather than needing organizational change to implement the approach, it delivers change across the organization as a result of its implementation.
17. MA Capabilities…. An Analytics approach does three things - It is consumer focused transformation A DATA AGNOSTIC & BLENDER Provide and utilize over 1,700 external data variables for consumers, 37 for businesses AN INSIGHT GENERATOR & REALIZER We provide a logical and sequential series of software tools, balanced with conventional consumer research processes A BUSINESS ENABLER & TRANSFORMER Provide and embed actionable outcomes that enable enhanced service delivery ( better service delivery for customers at greater efficiency) Managed Analytics delivers rock solid insights that enable actionable outcomes, that generate energy, activation, and leadership decisiveness within the client organization. It drives change from the point of customer interaction A total solution to customer transformation
18. AND IMPORTANTLY WHAT IT IS NOT An Analytics methodology does not seek to sell a prescriptive “black box” (technology product) to the client on a limited understanding of the business issue. Instead it works with the client to define and understand the business issue and then to bring the appropriate bespoke technology to its complete solution. Use of External Data The approach does deploy external (commercially traded) data variables. At present, there are some 17,000 data variables available from a range of suppliers (utilization subject to limitation in accordance with the Data Protection Act). MA is data (supplier) agnostic: it works with the client to determine which external data sets are most important for the client’s business need. Once this is determined it can advise and support through negotiations on data purchase (ensuring value) and supply. Differentiation versus other suppliers We don’t consider ourselves to be a technology company – that would be too narrow. We consider ourselves unique both in the holistic nature of the disciplines employed and the compelling outcomes we can deliver. The extension of the application into delivery and display of outcomes at the point of need, and the integration of a communications platform further differentiate the “end to end” solution that Managed Analytics offers.
19. MA Framework …..3 Stages…… The Analytics proposition works with the client to provide, demonstrate and deliver strategic business solutions DETERMINE the Business Case DRIVE delivery of Opportunity EMBED T he Strategic Solution THE MANAGED ANALYTICS PROCESS PROVIDE DEMONSTRATE DELIVER This the Proof of Concept Preliminary Phase which provides the Business case for implementation. It establishes a “working” scorecard, prototype application and workflow This demonstrator secondary phase actively engages with the front end of the organization. By going live and delivering tangible results it facilitates calibration of the application Having proven the case and established credentials, the business is now in a position to “roll out” a scalable solution. The three-step methodology enables fast realization of benefits within minimal disruption to existing systems architecture and ongoing operational processes and workflows. Fit for purpose solutions are realized and delivered as web based applications to the front end of the organization. Results and outcomes are delivered in an easy to understand easy to act on manner that supports and enables change in working practise.
20. DATA BLENDING (combining) Functional Tasks PROVIDE DEMONSTRATE DELIVER MA Frame work … It involves 5 core and interrelated tasks – the focus is always on quality and applicability of the intelligence DATA MATCHING (External Data Variables) Functional Tasks CAPTURE CLEANSE SUPPRESS CONSULTING SKILLS Organizational Development Financial Analysis (ABC) Competitive Frameworks Strategy Development Operational Improvement