The document discusses information flows within market systems and value chains. It recognizes that leveraging multiple formal and informal points of information transfer is important for market actors and smallholder farmers. Private sector promotions and education-based events are seen as central mechanisms for sharing market information. Strengthening media is also viewed as a way to leverage change in markets by improving information flows. The document provides examples of how market actors can use various communication channels and strategies to better share information with smallholder farmers.
Integrated marketing communications (IMC) coordinates various promotional tools from the perspective of the customer. During the 1980s, companies began strategically integrating tools like advertising, direct marketing, sales promotions, public relations, and personal selling. The growth of IMC was driven by factors like shifts in power from manufacturers to retailers and the rise of the internet. IMC allows for better synergy between promotional functions while avoiding duplication to maximize return on investment. It manages the promotional mix of various communication tools.
The document summarizes key points from a presentation on getting more customers. It discusses finding a balance between new and repeat customers, and how best customers can help build business. Simple yet powerful customer acquisition methods are outlined, like learning what customers want through low-cost research. Web tools can also be used to build the customer base.
1) Journalism is growing closer to marketing as media firms rely more on the marketplace and advertising revenue makes up 60-80% of total revenue for many outlets.
2) There are tensions between the market theory of news production, which prioritizes factors like advertiser interests, and the journalistic theory, which prioritizes newsworthiness and audience importance.
3) As news becomes more of a commodity, journalistic integrity can be compromised by the need to maximize profits, leading to potential issues like bias towards advertisers.
Differences in Applied Marketing Communications for FMCG, Goods and ServicesGuna Ozolina
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Differences exist in how marketing communications are applied for different product classes. FMCG products tend to use moral appeals more than goods or services to differentiate themselves. Services rely more on testimonials than other classes to build credibility given their intangible nature. The AIDA model and communicating a unique selling proposition are applied more successfully for FMCG, as their features are easier to communicate compared to goods and services. Durable goods use less above-the-line advertising activities.
Mass media refers to various communication methods used to interact with large audiences. It includes traditional print media like newspapers, magazines, brochures and books as well as electronic media like television, radio and new technologies like the internet, mobile phones and computers. The document discusses the different types of traditional print media and how electronic and digital media have increasingly replaced print media over time due to advantages like lower costs, interactivity and ability to update information constantly. It outlines key internet technologies that have transformed mass communication like emails, websites, social media and video platforms like YouTube.
The Learning Lab is researching how digitalization affects the business case for smallholder finance, specifically: what role do digital tools play in successful business models for lending to smallholders? Here we provide early findings from the research, in the form of a presentation from a Sep. 2016 workshop where Dalberg and the Lab discussed the results of organization surveys and expert interviews with selected MasterCard Foundation partners, and financial and digital service providers. In addition to the presentation file, the blog below summarizes some of the key takeaways from the study to date.
The document discusses traditional media channels used for advertising campaigns. It provides details on television, radio, outdoor, print magazines and newspapers. It describes the advantages and disadvantages of each channel and notes who is involved in the media selection process such as media planners, buyers and clients. The document also briefly discusses developing logical media combinations and shifts toward non-business media for B2B advertising.
160831 webinar on customer satisfaction (public)Malia Bachesta
Â
On August 31 the Learning Lab team hosted a private partner-only webinar where we shared key learnings on measuring customer satisfaction in the rural and agricultural finance industry. The presentation from this webinar, alongside a short summary of its learnings, are now available online for public viewing.
Integrated marketing communications (IMC) coordinates various promotional tools from the perspective of the customer. During the 1980s, companies began strategically integrating tools like advertising, direct marketing, sales promotions, public relations, and personal selling. The growth of IMC was driven by factors like shifts in power from manufacturers to retailers and the rise of the internet. IMC allows for better synergy between promotional functions while avoiding duplication to maximize return on investment. It manages the promotional mix of various communication tools.
The document summarizes key points from a presentation on getting more customers. It discusses finding a balance between new and repeat customers, and how best customers can help build business. Simple yet powerful customer acquisition methods are outlined, like learning what customers want through low-cost research. Web tools can also be used to build the customer base.
1) Journalism is growing closer to marketing as media firms rely more on the marketplace and advertising revenue makes up 60-80% of total revenue for many outlets.
2) There are tensions between the market theory of news production, which prioritizes factors like advertiser interests, and the journalistic theory, which prioritizes newsworthiness and audience importance.
3) As news becomes more of a commodity, journalistic integrity can be compromised by the need to maximize profits, leading to potential issues like bias towards advertisers.
Differences in Applied Marketing Communications for FMCG, Goods and ServicesGuna Ozolina
Â
Differences exist in how marketing communications are applied for different product classes. FMCG products tend to use moral appeals more than goods or services to differentiate themselves. Services rely more on testimonials than other classes to build credibility given their intangible nature. The AIDA model and communicating a unique selling proposition are applied more successfully for FMCG, as their features are easier to communicate compared to goods and services. Durable goods use less above-the-line advertising activities.
Mass media refers to various communication methods used to interact with large audiences. It includes traditional print media like newspapers, magazines, brochures and books as well as electronic media like television, radio and new technologies like the internet, mobile phones and computers. The document discusses the different types of traditional print media and how electronic and digital media have increasingly replaced print media over time due to advantages like lower costs, interactivity and ability to update information constantly. It outlines key internet technologies that have transformed mass communication like emails, websites, social media and video platforms like YouTube.
The Learning Lab is researching how digitalization affects the business case for smallholder finance, specifically: what role do digital tools play in successful business models for lending to smallholders? Here we provide early findings from the research, in the form of a presentation from a Sep. 2016 workshop where Dalberg and the Lab discussed the results of organization surveys and expert interviews with selected MasterCard Foundation partners, and financial and digital service providers. In addition to the presentation file, the blog below summarizes some of the key takeaways from the study to date.
The document discusses traditional media channels used for advertising campaigns. It provides details on television, radio, outdoor, print magazines and newspapers. It describes the advantages and disadvantages of each channel and notes who is involved in the media selection process such as media planners, buyers and clients. The document also briefly discusses developing logical media combinations and shifts toward non-business media for B2B advertising.
160831 webinar on customer satisfaction (public)Malia Bachesta
Â
On August 31 the Learning Lab team hosted a private partner-only webinar where we shared key learnings on measuring customer satisfaction in the rural and agricultural finance industry. The presentation from this webinar, alongside a short summary of its learnings, are now available online for public viewing.
Marketing communication is the means by which firms attempt to inform, persuade, and remind consumers, directly or indirectly, about the products and brands they sell.
Onboarding First Million Seller in e-RetailVodafone
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The document discusses strategies for an e-retail company to onboard the first million sellers online in India. It recommends focusing on tier 2 and 3 cities and unorganized sectors like food, apparel and consumer electronics. The company should treat sellers as partners, offer competitive pricing and faster delivery. It should use multiple strategies like outcalling, digital marketing and partnerships to onboard 30,000 sellers per month. Key metrics like resolution rates and resource utilization should be tracked.
The document discusses business markets and buying behavior. It defines business markets as consisting of individuals, organizations, or groups that purchase products for resale, direct use in production, or operations. Marketing to businesses employs the same concepts as consumer marketing but there are important structural and behavioral differences in business markets like smaller customer populations and different buying methods and quantities purchased. The key categories of business markets are producer markets, reseller markets, government markets, and institutional markets. It also outlines the characteristics of transactions, attributes of customers, primary customer concerns, methods of business buying, types of purchases, factors influencing demand, the business buying decision process, and influences on those decisions.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
This document discusses practical interventions in radio as a market development strategy. It compares development communications, which are supply-driven and donor-funded, to media development which focuses on audience-led programming funded through advertising. The document outlines examples of audience-led radio programs in Uganda and Kenya that provided farmers information, linked them to services, and established local business partnerships. It argues radio stations should value their audience, produce quality independent content to attract advertisers, and act as a voice and watchdog for communities.
This document outlines seven principles for monitoring and evaluating inclusive market development programs. It discusses the principles of indirect impact, depth of impact, network-driven change, unpredictability, sensitivity to external signals, information deficit, and the need for frameworks to embrace complexity and flexibility. The principles emphasize looking beyond superficial changes to deeper structural shifts, understanding network dynamics, adapting to unexpected outcomes, managing external perceptions, and acknowledging information gaps.
This document discusses the importance of knowledge in religion. It provides an overview of different types of knowledge, including explicit knowledge that can be articulated and tacit knowledge that is personal. Knowledge is valued for the power and control it provides. Both Islam and Hinduism place great importance on seeking knowledge. In Islam, seeking knowledge is an obligation and knowledge leads to God. In Hinduism, knowledge is the subject of the Upanishads and the purpose is to destroy ignorance. Both religions emphasize spreading knowledge to others.
This document summarizes a case study on applying seven principles for monitoring and evaluating systemic change to the Market Assistance Program (MAP) in Kenya. MAP aims to improve incomes of poor people through market facilitation and catalytic interventions. The case study evaluates how well each of the seven principles- indirectness of impact, depth of impact, network-driven change, unpredictability, sensitivity to external signals, information deficit, and sustainability as adaptability- fit with MAP's work. It finds that MAP staff widely accept the principles and they inform strategies, but some tensions remain between measuring systemic vs. superficial impacts, and between information needs of management vs. donors. The study provides insights into each principle and suggests MAP could strengthen its ability to measure network
This document discusses the differences between explicit and tacit knowledge. Explicit knowledge is objective, quantifiable information that can be easily transmitted, stored, aggregated and summarized. Tacit knowledge refers to qualitative information stored in people's minds and cultures that is gained through experience and difficult to articulate or explain to others. It is especially important for organizations to capture the tacit knowledge held by field staff to help guide project management in complex environments.
The document outlines the importance of having a clear strategic framework for M4P (Market for the Poor) programs. The strategic framework should link the overall goal of reducing poverty through sustainable changes to market systems that benefit the poor. It provides direction for interventions and establishes objectives and indicators to monitor impact and sustainability. The framework follows a logical flow from the final poverty reduction goal, to intermediate objectives of improved access and growth, to the direct objective of stimulating market system change through facilitative interventions. It should define the key objectives and approach at a strategic level without operational details, and allow refinement as understanding develops.
A set of slides that can be used alongside the Facilitator Guide to train practitioners in engaging key actors.
The Facilitator Guide can be found at http://www.slideshare.net/pmsd-map/step5training-guide
Beyond Scaling Up: Key concepts from the working paperIDS
Â
This presentation was given at the 'Beyond Scaling Up: Pathways to Universal Access' workshop which was held at the Institute of Development Studies, Brighton on the 24-25 May, 2010. This event was co-sponsored by the Future Health Systems Research Programme Consortium and the STEPS Centre. Bloom presented on key concepts from the background paper that accompanied the meeting.
This handout describes the diagnostic process to allow programs to move from broad awareness to a sharper understanding of specific systems constraints to be address by their interventions. It should be used to distinguish symptoms of under-performance from their root causes.
This document summarizes the process of field-testing guidelines on integrating Women's Economic Empowerment (WEE) into Market Systems Development programs. It discusses the draft and revised guidelines, the objectives and process of the field test with two organizations in Tanzania and Bangladesh, and the results and feedback. Key findings include that the guidelines were found useful for integrating gender considerations. The most useful sections addressed goals for women, risks, and impact on women. Prioritizing gender from the start and understanding gender roles were identified as most important factors for success. Suggestions included restructuring the guidelines around key success factors and questions.
This is one of the learning documents produced by USAID's Leveraging Economic Opportunities (LEO) Programme. MaFI members will use this document to share knowledge about theories and practices related to market systems.
The Market Systems Framework initiative aims to align the VC framework with systems concepts, make the very poor more visible, and better express the fact that VCs are adaptive, multi-layered, non-linear, and relationship based. The initiative seeks to define inclusive market systems and propose recommendations for project design and implementation.
The framework will be used to develop a detailed learning agenda to address how we (i) analyse market systems, (ii) use the analysis to design inclusive interventions that achieve systemic change, and (iii) measure the results.
You can learn more about LEO at: http://www.acdivoca.org/LEO
Market systems development in fragile contexts 13 may djtobiassommer2013
Â
This document discusses applying a market systems development framework in fragile contexts. It notes that while the strategic principles are the same as in other contexts, the application requires adaptation due to factors like fewer partners, limited sectors, and pressure for quick wins. A key part of effective programs is conducting an in-depth context analysis to understand power dynamics and drivers of fragility and stability. The goal is to minimize market distortions, connect people through inclusive growth, and ultimately transition from relief to development in a sustainable manner.
Facilitation Training Materials - Market Facilitation: Good, Bad and UglyPMSD Roadmap
Â
A handout to be used with the Step 0 Facilitation Skills Training Materials, which can be found here: http://www.slideshare.net/pmsd-map/step0training-guide
The handout discusses effective facilitation and communication techniques. It should be used in the âHow good is our communication?â session.
Print 1 copy of pages 4-7 per participant
Produced by EWB Canada
Marketing communication is the means by which firms attempt to inform, persuade, and remind consumers, directly or indirectly, about the products and brands they sell.
Onboarding First Million Seller in e-RetailVodafone
Â
The document discusses strategies for an e-retail company to onboard the first million sellers online in India. It recommends focusing on tier 2 and 3 cities and unorganized sectors like food, apparel and consumer electronics. The company should treat sellers as partners, offer competitive pricing and faster delivery. It should use multiple strategies like outcalling, digital marketing and partnerships to onboard 30,000 sellers per month. Key metrics like resolution rates and resource utilization should be tracked.
The document discusses business markets and buying behavior. It defines business markets as consisting of individuals, organizations, or groups that purchase products for resale, direct use in production, or operations. Marketing to businesses employs the same concepts as consumer marketing but there are important structural and behavioral differences in business markets like smaller customer populations and different buying methods and quantities purchased. The key categories of business markets are producer markets, reseller markets, government markets, and institutional markets. It also outlines the characteristics of transactions, attributes of customers, primary customer concerns, methods of business buying, types of purchases, factors influencing demand, the business buying decision process, and influences on those decisions.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
This document discusses practical interventions in radio as a market development strategy. It compares development communications, which are supply-driven and donor-funded, to media development which focuses on audience-led programming funded through advertising. The document outlines examples of audience-led radio programs in Uganda and Kenya that provided farmers information, linked them to services, and established local business partnerships. It argues radio stations should value their audience, produce quality independent content to attract advertisers, and act as a voice and watchdog for communities.
This document outlines seven principles for monitoring and evaluating inclusive market development programs. It discusses the principles of indirect impact, depth of impact, network-driven change, unpredictability, sensitivity to external signals, information deficit, and the need for frameworks to embrace complexity and flexibility. The principles emphasize looking beyond superficial changes to deeper structural shifts, understanding network dynamics, adapting to unexpected outcomes, managing external perceptions, and acknowledging information gaps.
This document discusses the importance of knowledge in religion. It provides an overview of different types of knowledge, including explicit knowledge that can be articulated and tacit knowledge that is personal. Knowledge is valued for the power and control it provides. Both Islam and Hinduism place great importance on seeking knowledge. In Islam, seeking knowledge is an obligation and knowledge leads to God. In Hinduism, knowledge is the subject of the Upanishads and the purpose is to destroy ignorance. Both religions emphasize spreading knowledge to others.
This document summarizes a case study on applying seven principles for monitoring and evaluating systemic change to the Market Assistance Program (MAP) in Kenya. MAP aims to improve incomes of poor people through market facilitation and catalytic interventions. The case study evaluates how well each of the seven principles- indirectness of impact, depth of impact, network-driven change, unpredictability, sensitivity to external signals, information deficit, and sustainability as adaptability- fit with MAP's work. It finds that MAP staff widely accept the principles and they inform strategies, but some tensions remain between measuring systemic vs. superficial impacts, and between information needs of management vs. donors. The study provides insights into each principle and suggests MAP could strengthen its ability to measure network
This document discusses the differences between explicit and tacit knowledge. Explicit knowledge is objective, quantifiable information that can be easily transmitted, stored, aggregated and summarized. Tacit knowledge refers to qualitative information stored in people's minds and cultures that is gained through experience and difficult to articulate or explain to others. It is especially important for organizations to capture the tacit knowledge held by field staff to help guide project management in complex environments.
The document outlines the importance of having a clear strategic framework for M4P (Market for the Poor) programs. The strategic framework should link the overall goal of reducing poverty through sustainable changes to market systems that benefit the poor. It provides direction for interventions and establishes objectives and indicators to monitor impact and sustainability. The framework follows a logical flow from the final poverty reduction goal, to intermediate objectives of improved access and growth, to the direct objective of stimulating market system change through facilitative interventions. It should define the key objectives and approach at a strategic level without operational details, and allow refinement as understanding develops.
A set of slides that can be used alongside the Facilitator Guide to train practitioners in engaging key actors.
The Facilitator Guide can be found at http://www.slideshare.net/pmsd-map/step5training-guide
Beyond Scaling Up: Key concepts from the working paperIDS
Â
This presentation was given at the 'Beyond Scaling Up: Pathways to Universal Access' workshop which was held at the Institute of Development Studies, Brighton on the 24-25 May, 2010. This event was co-sponsored by the Future Health Systems Research Programme Consortium and the STEPS Centre. Bloom presented on key concepts from the background paper that accompanied the meeting.
This handout describes the diagnostic process to allow programs to move from broad awareness to a sharper understanding of specific systems constraints to be address by their interventions. It should be used to distinguish symptoms of under-performance from their root causes.
This document summarizes the process of field-testing guidelines on integrating Women's Economic Empowerment (WEE) into Market Systems Development programs. It discusses the draft and revised guidelines, the objectives and process of the field test with two organizations in Tanzania and Bangladesh, and the results and feedback. Key findings include that the guidelines were found useful for integrating gender considerations. The most useful sections addressed goals for women, risks, and impact on women. Prioritizing gender from the start and understanding gender roles were identified as most important factors for success. Suggestions included restructuring the guidelines around key success factors and questions.
This is one of the learning documents produced by USAID's Leveraging Economic Opportunities (LEO) Programme. MaFI members will use this document to share knowledge about theories and practices related to market systems.
The Market Systems Framework initiative aims to align the VC framework with systems concepts, make the very poor more visible, and better express the fact that VCs are adaptive, multi-layered, non-linear, and relationship based. The initiative seeks to define inclusive market systems and propose recommendations for project design and implementation.
The framework will be used to develop a detailed learning agenda to address how we (i) analyse market systems, (ii) use the analysis to design inclusive interventions that achieve systemic change, and (iii) measure the results.
You can learn more about LEO at: http://www.acdivoca.org/LEO
Market systems development in fragile contexts 13 may djtobiassommer2013
Â
This document discusses applying a market systems development framework in fragile contexts. It notes that while the strategic principles are the same as in other contexts, the application requires adaptation due to factors like fewer partners, limited sectors, and pressure for quick wins. A key part of effective programs is conducting an in-depth context analysis to understand power dynamics and drivers of fragility and stability. The goal is to minimize market distortions, connect people through inclusive growth, and ultimately transition from relief to development in a sustainable manner.
Facilitation Training Materials - Market Facilitation: Good, Bad and UglyPMSD Roadmap
Â
A handout to be used with the Step 0 Facilitation Skills Training Materials, which can be found here: http://www.slideshare.net/pmsd-map/step0training-guide
The handout discusses effective facilitation and communication techniques. It should be used in the âHow good is our communication?â session.
Print 1 copy of pages 4-7 per participant
Produced by EWB Canada
This working paper provides important background for anyone designing a training on market facilitation. The paper discusses market facilitation and what the implications are for being a facilitator in a market systems development program. It highlights main areas where facilitation intervenes and the roles of different stakeholders. Finally, this paper provides a checklist for donors and implementers to use.
Presentation by Lucho Osorio from Practical Action, at the Sustainable Livelihoods Approaches (SLA) seminar on 26th January 2011 at the Institute of Development Studies, Brighton, UK.
This is a USAID handout that provides examples of the Cooperation and Competition for Upgrading. It is a framework to assess the current picture and frame a future vision for value chain upgrading.
What works where for which farm household: Estimated effects of different int...ILRI
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Presented by Randall Ritzema, Romain Frelat, Sabine Douxchamps, Silvia Silvestri, Mariana Rufino, Mario Herrero, Ken Giller, Santiago Lopez-Ridaura and Mark van Wijk at the international conference on Integrated Systems Research for Sustainable Intensification in Smallholder Agriculture, Ibadan, Nigeria, 3-6 March 2015.
Integrated marketing communications (IMC) coordinates various promotional tools from the perspective of the customer. During the 1980s, companies began strategically integrating tools like advertising, direct marketing, sales promotions, public relations, and personal selling. The growth of IMC was driven by factors like shifts in power from manufacturers to retailers and the rise of the internet. IMC allows for better synergy between promotional functions while avoiding duplication to maximize return on investment. It manages the promotional mix of various communication tools.
Integrated Marketing communication ToolsKuhu Pathak
Â
This document provides an overview of various integrated marketing communication (IMC) tools including advertising, direct marketing, interactive/internet marketing, sales promotion, publicity/public relations, and personal selling. It describes each tool, highlighting their advantages and disadvantages. It also discusses considerations for developing an IMC promotional program such as situation analysis, objectives, strategy, integration, implementation, and evaluation. The goal of IMC is to coordinate these various promotional elements into a controlled, integrated marketing communications program.
The New World Of Digital, Content And Social Media Marketing And The Relevanc...Midas Touch Consultants
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This is an introductory session outlining the reasons manufacturing or B2B services organizations should consider for diving into the digital, content or social world. It identifies some of the popular channels and various content options to consider. There is then, an exploration of how B2B Sales has changed with the influence of social media.
This document provides an overview of key concepts in marketing communications. It discusses marketing communications theory, the marketing communications industry, and ethics in marketing communications. Specifically, it defines marketing communications, outlines models of communication processes, describes the roles of opinion leaders and opinion formers, examines the marketing communications industry structure and agencies, and discusses ethical issues and decision-making models in marketing.
The document provides an overview of integrated marketing communications (IMC). IMC is defined as a planning concept that evaluates the strategic roles of communications disciplines like advertising, direct marketing, sales promotion, and public relations. It aims to provide clarity, consistency and maximum impact through a comprehensive plan that combines these disciplines. The document discusses the marketing mix, promotional mix, IMC tools, and the process for developing an IMC program including situation analysis, objectives, strategies, implementation, and evaluation.
Building Loyalty and Trust Through Continous EngagementYourCareUniverse
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This document discusses how healthcare providers need to shift to a more consumer-centric business model to build loyalty and trust through continuous digital engagement. It outlines the challenges facing the traditional healthcare business model and how consumers are becoming more informed. Providers need to adopt strategies from consumer industries like retail by focusing on branding, content marketing, digital tools, and mobile solutions. Engagement leaders like Williams-Sonoma are used as examples of how continuous online content and communities have driven customer relationships. The document argues that an integrated approach to these areas can help providers succeed by developing loyal, engaged communities.
This document provides an introduction to marketing concepts. It defines key terms like market, product, marketing, exchange, and the marketing mix. It also summarizes frameworks for segmenting markets, understanding consumer behavior, developing promotional strategies, and analyzing competitors. The objective is to give non-marketing practitioners a better understanding of marketing communications and how to support a business.
This PPT waz submitted to IIPM Delhi. Our group i.e. Mehfuz,Manish,Divyank,Shikha,Yuvaraj...
If one needs n e more ppts den contact on mefuz@yahoo.co.in
Innovation Platforms: a new approach to market development and technology upt...ESAP
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Presentation by Andre F. van Rooyen and S. Homann-Kee Tui at the 5th All Africa conference on animal production, Addis Ababa, Ethiopia, 25-28 October 2010.
Introduction to Integrated Marketing CommunicationAcademic EDGE
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This document provides an overview of integrated marketing communications (IMC) tools, including advertising, direct marketing, interactive/internet marketing, sales promotion, publicity/public relations, and personal selling. For each tool, the document discusses advantages and disadvantages. It also outlines the key components of developing an IMC program, including situation analysis, objectives, strategy, implementation, and evaluation. The goal of IMC is to coordinate promotional mix elements to create an effective marketing communications strategy.
Digital marketers face increasing difficulties due to consumers using a variety of automated channels and devices in different ways. The rise of new channels has intensified competition for consumers' attention as digital marketing is now accessible to businesses of any size. Marketers also struggle with the huge volumes of consumer data generated across channels, as it is challenging to analyze all this data and extract the most useful insights to make effective decisions. Understanding customer behavior and trends from their vast digital trails can help marketers create personalized experiences that move customers through the purchase process.
Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large
Services marketing is a sub-field of marketing, The promotion of economic activities offered by a business to its clients. Service marketing might include the process of selling telecommunications, health treatment, financial, hospitality, car rental, air travel, and professional services.
1. The document discusses how the classic economic model of consumer behavior as rational actors seeking to maximize benefits is an oversimplification and does not account for variability and irrationality in consumer decision making.
2. It then outlines the traditional linear consumer purchase process model involving problem recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation.
3. However, it notes that the modern consumer decision journey is non-linear with multiple touchpoints of influence from various sources, requiring marketers to engage consumers throughout the process through two-way conversations to build loyalty.
This document provides an overview of integrated marketing communications (IMC) and the IMC planning process. It discusses how IMC has become increasingly important due to a rapidly changing media environment and the rise of digital technologies. IMC involves coordinating various promotional tools, including advertising, sales promotion, public relations, direct marketing, and personal selling, to effectively reach target audiences. The document also outlines the basic elements of an IMC plan, such as conducting a situation analysis, setting objectives, developing integrated strategies and programs, and evaluating performance.
Team Ramen provides conversational commerce solutions through its platform MyAlice. It focuses on e-commerce customer service, chatbots, ticketing systems and live chat. To address gaps in communication and awareness, it plans to refocus marketing on DTC businesses in Asia Pacific and MENA through community building, partnerships, thought leadership and a campaign highlighting women entrepreneurs. Key actions include redesigning the website funnel, educating through meetups and live sessions, capturing leads through an interactive website, testimonials and a referral program. Progress will be monitored based on metrics like user demographics and engagement.
(1) The consumer decision journey has evolved from a linear to a non-linear process with multiple touchpoints and influences. Consumers are actively seeking information from various sources rather than passively receiving marketing messages.
(2) Marketers must align their efforts across all touchpoints of the consumer journey, including consideration, evaluation, purchase and post-purchase. They need to engage in two-way conversations and build loyalty through the customer experience.
(3) The proliferation of digital channels has created more "noise" that marketers must break through. They need new ways to get their brands considered initially and then systematically manage word-of-mouth.
This document provides an overview of digital marketing best practices. It discusses understanding the customer journey, focusing on various media types including owned, paid and earned media. It also covers best practices for content marketing, marketing automation, information architecture and developing a mobile content strategy. The key recommendations are to understand the customer, focus on compelling content across owned channels, and integrate paid and earned media to drive engagement throughout the customer journey.
Social media is changing how people interact with each other and do business. It allows for broadcast messages to become interactive dialogues. While using social media is inevitable, businesses must decide how effectively to engage with customers on these new channels. An integrated social media strategy can generate revenue, promote products, improve customer service, and foster innovation if businesses listen to customers, consistently engage across multiple platforms, and address any crises rapidly. The most engaged brands on social media saw 18% revenue growth compared to a 6% loss for the least engaged brands.
This seminar introduces the concepts, application, practice and strategies involved in determining the urgent need for business to operate through sustainable practices. In addition, it addresses ethical issues in a way that upholds and enhances the triple bottom line of a company: People, Planet, and Profit.
Addition, this seminar introduces the students to concepts in business ethics and how it influences the topic of sustainability. The seminar teaches practical solutions on how to embed sustainability within the business operations. Students will come away from the course understanding what embedded sustainability is and how to drive proactive solutions that bring social innovation to the forefront of the business as a key strategy for future business success.
In this session, Chloe shared customer insights informed by the pilot studies the organization carries out for partner companies. These insights lead to advice on marketing activities such as the appropriate languages to use and visualization. These pilot studies are purely qualitative at this stage. However, the case study module can be comparatively easily adapted by the companies in their areas of operations.
Similar to Media & information flow in market systens development (20)
This document outlines behaviors that market actors could change to help achieve systemic change in the agribusiness sector. It suggests that actors commit to: 1) better serving smallholder farmers and the agribusiness segment, 2) investing in customers through education, capacity building, and improved products and services, and 3) incentivizing upgrades and improved performance across the supply chain through training and transparency. Examples are given of specific actions that different actors like input firms, buyers, and financial services could take to change their behaviors in supportive ways.
The document discusses competition and cooperation in market systems. It explains that people in market systems relate through both competition and cooperation. There can be both good and bad forms of competition and cooperation. Effective market system performance involves ongoing upgrading, more inclusive benefit flows, and benefits that are mutually reinforcing between social and economic areas. The degree of effectiveness of competition and cooperation depends on factors like relationships, rules, and interconnected systems. Overall, the document advocates for competition that drives improved performance and cooperation that leads to win-win outcomes and addresses systemic constraints.
A case example describes intervention options for an input supply system. The system faced issues with unreliable suppliers that caused production delays. Potential solutions included finding more reliable suppliers, increasing inventory levels to reduce downtime, or redesigning parts to use more standardized components.
The document discusses monitoring and evaluation (M&E) systems for market development programs. Traditional M&E approaches are insufficient for complex market systems as they only measure results at the end of programs, are divorced from management, and rely solely on logical frameworks. Effective M&E for market systems needs to integrate complexity, support ongoing learning and adaptation, and provide credible evidence of systemic change over time. Key elements of an improved approach include theories of change, results chains to map change processes, establishing baselines for each indicator, predicting results at each stage, and using M&E for ongoing management decisions.
The document discusses market facilitation concepts. Market facilitation stimulates market growth but does not become part of the market itself. It aims to increase industry competitiveness over time by fostering systemic shifts towards deeper commercial relationships, ongoing innovation, and benefit flows that drive changes. It also fosters improvements in critical end market factors. Appropriate facilitation intensity is key, as is fostering local relationships and allowing partners to self-select with rolling exits. An example application aims to address low smallholder productivity in rice value chains by assisting relationships on the output and input sides through improved intermediation and input distribution, with the project taking a lower profile role.
The document outlines 7 behaviour change principles and their application to project design. Each principle is presented along with the challenge it addresses and suggested project design principles to overcome that challenge. The principles aim to facilitate commitment, reduce self-control problems, remove barriers to desired behaviors, use incentives, increase reminders and follow through, maximize messaging techniques, and frame messages to match people's mental models.
This document outlines principles for designing behavior change projects. It discusses understanding opportunities for change by looking for existing examples of desired behaviors and community norms around restrictions. It also emphasizes testing interventions through small pilots, and prototyping to allow for tweaking. Sequencing and combining different principles is important to ramp up adoption over time. An example illustrates applying multiple principles at different stages of a project to promote sorghum farming.
The document describes different models for providing agricultural inputs to farmers:
- The typical development model relies on NGOs to distribute inputs and provide training directly.
- The typical input supply model involves agrodealers selling inputs for cash only with no additional services or capacity building.
- The market systems development model aims to strengthen the role of agrodealers by supporting new distribution channels, marketing strategies, financing options, and linkages between input suppliers, producers, and buyers. The goal is to develop more sustainable private sector delivery of inputs and services to farmers.
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Media & information flow in market systens development
1. BUILDING CAPACITY IN
MARKET SYSTEMS DEVELOPMENT
INFORMATION
FLOWS
within Market Systems
& Value Chains
Curriculum developed by:
Mike Field, Adam Smith International
Margie Brand, EcoVentures International
Richelle Matthews
Delivered in Mombasa, Kenya at the Kenya BDS Donor
Coordination Group Pre-Conference Training
December 2012
Trainers:
Mehrdad Ehsani, Kenya Markets Trust
Clement Tulezi, Kenya Markets Trust
2. Key learning:
Recognize and leverage
multiple formal and informal
points of information
transfer within the market
Recognize and encourage
private sector promotions as
central mechanism to
sharing market information
Recognize and strengthen
media as its own value chain
to leverage change in
markets
4. Multiple Information Sources in markets
x
x
x
x
x
x
x
x
x
x
x
x
Want more than just
a single source of
information
x
x
x
x
Want multiple sources of
information that together build
a picture of the message
⢠All the sources do not have to give all the
information
⢠All the sources do not have to be ongoing,
but could act as a stepping stone to change
5. Information flow: Water flowing through healthy rivers is like the
flow of information through healthy market systems / value chains
Good quality:
⢠Clear (transparent, honest)
⢠Readily available
⢠Constantly flowing (not held as ⢠Tried and tested paths
source of power)
(evidence-based)
6. Accessing Multiple Points of
Information
This is Susan. She is a
subsistence maize farmer in
the western part of Kenya.
She is semi-literate. She lives
in a rural area about 50 km
from a large town. She heard
from her neighbour that there
is a new type of input that she
could use on her maize.
7. Accessing Multiple Points of
Information
Where and how
can Susan learn
more about the
inputs?
She wants to learn more
about this. Her questions are
...
⢠What are these inputs?
⢠How and where can she
access them?
⢠How must she use them?
8. Accessing Multiple Points of
Information
â˘
â˘
â˘
â˘
â˘
â˘
â˘
â˘
â˘
â˘
â˘
Input Shop
Family and friend network
Local leader
Extension worker
NGO
Community training
Posters
Television
Radio
Newspaper
At the market
9. Accessing Multiple Points of
Information
What if Susan has no access to
quality information?
⌠It is not easily and readily
available
⌠It is not a good quality
⌠It is not clear and transparent
(it is dishonest)
⌠It is not constantly flowing (but
is held by some sources as a
show of power or influence)
⌠It is not based on tried-andtested evidence
10. Accessing Multiple Points of
Information
What if Susan has no access to
quality information?
ďŽ
She may purchase the wrong type of
inputs, which would affect her
production
ďŽ
Someone could cheat her
ďŽ
There could be no feedback back to
retailers or others on the inputs
ďŽ
She could negatively impact her
neighboursâ crops and create poor
social capital
ďŽ
She may spend more than she needs
to ⌠and on the wrong inputs
11. Examine Push & Pull of information
PUSH:
Want to identify ways
to PUSH information
through the system
PULL:
Want to identify
incentives to PULL
information through
the system
and provide feedback
back into the system
12. Information
& Influence
Mapping
Map the sources and
flow of information
and influence
between each
market actor in the
market system /
value chain in which
you are operating.
Global Enabling Environment
Global
Retailers
National Enabling Environment
Sector specific
providers
Cross-cutting
providers
National
Retailers
Exporters
Wholesalers
Processors/Traders
Producers
Financial (cross
cutting)
Input Suppliers
⢠Tried and tested paths
⢠Clear (transparent, honest) (evidence-based)
⢠Readily available
⢠Constantly flowing (not
held as source of power)
Good quality:
14. Information flow between producers, buyers & suppliers
Ineffective Information Flow:
Effective Information Flow:
One-off communication
Long-term with repeat communication
Limit upgrading (investments and
improvements)
Promote upgrading (investments and improvements)
Do not guide effective upgrading:
Information provides no clarity to time
and resources investments
Guide effective upgrading: Information provides
guidance for where time and resources should be
invested
Lack open communication and
transparency
Have open lines of communication and transparency
Information retained as source of power
in market
Information shared
Is not mutually beneficial
Is mutually beneficial
Increase cost inefficiencies
Reduce costs
Limit ability to respond to changes in
market
Support greater responsiveness to changing market
Reduce market confidence
Building market confidence (e.g. enhancing access to
better quality or more affordable information can
shift self-perceptions from being price-takers)
16. Multiple Information Sources in markets
⢠What
are sources of information in markets?
All are effective at different times for different purposesâŚ
All have their own interests!
17. Media Self-Interests
ďŽ All
media has its own self-interest
ďŽ Can
you think of examples?
ďŽ Why
is this important for market facilitation
practitioners to recognize?
ďŽ How
could we subtly work with or work to
change this for the benefit of the poor?
18. Leveraging different information channels
INFORMAL
Interpersonal
Communications
FORMAL
Mass Communications
ďŽ
Between two people or smaller
group of people
ďŽ
ďŽ
Generally immediate feedback
ďŽ
ďŽ
Better understanding of recipient
ďŽ
Hard to confirm recipient of
message
â˘
â˘
â˘
â˘
â˘
â˘
Telephone
Face-to-face
Small meetings
Letters
Formal reports
Community
meetings
â˘
â˘
â˘
Television
Radio
Print (e.g.
newspaper)
â˘
Firm-to-firm
feedback &
communication
Addresses large/ diverse group of
people
Feedback not immediate
â˘
â˘
â˘
SMS platforms
Internet
Outdoor media
(e.g. billboard)
Equally powerful for influencing market actors
BUT scale and replication differences
19. Case Study: Shamba
Shape-Up TV Series,
Kenya
â˘
What are the messages that Shamba Shape-Up is trying to
share?
â˘
What behaviour is it trying to change?
â˘
Is it an effective or less effective form of communication
to poor, smallholder farmers by market actors?
â˘
What could even more effective strategies or channels be
that could be used by market actors?
20. Strengthen Push & Pull of information
PUSH:
Want to strengthen
ways to PUSH
information through
the system
PULL:
Want to strengthen
incentives to PULL
information through
the system
and provide feedback
back into the system
21. Case Study: Coffee sector in Uganda
Bulema Coffee Factory
USAIDâs LEAD Uganda project
22. Bulema Coffee Factory
Business as Usual âŚ
â˘
Bulema coffee factory provides hulling
services to farmers at a price; this service
costs more to operate when the coffee is
wet. Bulema also buys coffee from
farmers
â˘
Buying agents travel to the field at harvest
time and buy coffee from farmers; they
bring it back to the factory warehouse
â˘
Buying agents who work for Bulema offer
subjective prices to farmers (e.g. based on
observations, biting the bean)
23. Bulema Coffee Factory
Future âŚ
⢠Use equipment and processes to
transparently assess coffee quality against
standards (i.e. moisture meters, screens
for bean size)
⢠Use various channels (media and radio, inperson outreach events, market days) to
communicate pricing and quality
parameters.
⢠Offers training and public information
services to farmers.
⢠Offers premium pricing for quality coffee â
prices are differentiated based on specific
end-market requirements
⢠Establishes strong trust relationship
between agents and farmers
⢠Provides support, advice, connections to
input services and suppliers - to improve
volume and quality of coffee supplied
24. Bulema Coffee Factory
Future âŚ
⢠Gives farmers feedback on how they
are performing with respect to coffee
quality standards, and specific advice
on how to improve in the following
season
⢠Gives performance incentives â cows,
goats, recognition, and prizes â to
high-performing suppliers
⢠Markets coffee aggressively to buyers,
meets their requirements, and is able
to secure higher prices because
meeting end-market requirements
⢠Expands hulling operation, improves
its management and achieves lower
operating costs for factory
⢠As market requirements change over
the years, Bulema is able to manage
supply chain and meet current market
demands
25. Case Study: Coffee sector
in Uganda
â˘
What is the role information flows
are playing in this firmâs business?
â˘
How can the business use media to
address some of the information
flow issues?
â˘
What are the benefits of using media
this way?
27. Part Two:
Using Market Actors
as key information-sharing
mechanisms
Recognize and incentivize the private sector
as key mechanisms to sharing market
information
28. Using Market Actors
as key information-sharing mechanisms
⢠What are ways that market
actors (public or private) can be
used to share information into
the market system?
Examples
Marketing
Promotions
Competitions
Discounts
Demonstrations
Embedded technical support
Customer loyalty programs
29. Promotional events that:
Educationbased
⢠Give smallholder farmers an ability in their
village to learn, see demos, and ask questions
Promotional
Events
⢠Targeting solutions (not individual products)
⢠Education-based (contain educational info)
⢠In local communities (such as local open-air
markets)
30. Education-based promotional events
targeting solutions
Why:
â˘
â˘
â˘
Stimulate information
flow in the marketplace
Create higher comfort
level and more trust
with the market actor
Lead to testimonial
information-sharing
(advertising) that is high
effective with
smallholders
31. Buying
Discounts
Discounts that are:
⢠Targeting solutions (not individual
products)
⢠Driving high volume orders and
bulking of orders
⢠In local communities (such as at local
open-air markets)
32. Buying Discounts
Why:
â˘
â˘
â˘
â˘
Stimulate information flow in the marketplace
Discounts lower the financial risks of farmers to try
new products and services
Lead to testimonial information-sharing (advertising)
that is high effective with smallholders
Discounts that incentivize trialing new products create
a higher comfort level and more trust with the market
actor (e.g. with the input provider)
33. Contests that are:
Local
Contests
⢠Targeting solutions (not individual products)
⢠In local communities (such as at local openair markets)
⢠In-person (e.g. planting, picking, or ploughing
contests) or local radio-show contests
34. Local Contests
Why:
â˘
â˘
â˘
â˘
Stimulate information flow in the
marketplace
Lead to testimonial informationsharing (advertising) that is high
effective with smallholders
In-person contests create more
diffused and effective
demonstrations by having multiple
farmers test a product / service
under supervision of input firm
Create a higher comfort level and
more trust with the market actor
(e.g. with the input provider)
35. Engaging with
consumers and
injecting new
information into
interpersonal
networks
Case Study: Private Sector Leveraging Media
Obuoba FM and Golden Stork
ADVANCE project Ghana
Primary implementer: ACDI/VOCA. Donor: USAID
36. Obuoba FM & Golden Stork
Highly successful agricultural competition:
â˘
Partnered with Golden Stork (input
company) to offer a radio contest on
inputs
â˘
Winners answered questions on air
from content that had been discussed
in the program, won product (inputs,
and a backpack sprayer
â˘
To receive the prize all winners needed
to attend a training at the radio station
on how to use the inputs properly
â˘
Gifty had never learned how to use
inputs, and was so happy with
knowledge that she shared this with
the rest of community network
â˘
Gifty established herself as a distributor
of the product within her community
38. Customer Loyalty Programs
Why:
â˘
â˘
â˘
Stimulate information flow in the marketplace
Create a higher comfort level and more trust with the
input provider
Lead to testimonial information-sharing (advertising)
that is high effective with smallholders
40. Market actorsâ marketing & promotions as
information-sharing mechanism
Market systems that function well
have a high degree of marketing and promotional activities
Marketing & Promotional Activities
benefit the flow of information in the system
because they are:
Informational
Cost effective
Help customers have choices
More informed buying decisions
Build relationships & ongoing source of
information
Supports application of information through
decreasing risk of trying new things
41. Private sector marketing & promotions as
information-sharing mechanism
Benefits
Example: Benefit to smallholders
Informational
Provide information to smallholders on what is available in the market
(e.g. what new herbicides or soil testing services are available) and even
how to use it (e.g. when the promotion involves demonstrations)
Cost effective
Are absorbed by the firms as part of their targeted promotional activities
directly to their new or existing customer base, rather than being
separate general information campaigns
Help
customers
have choices
Provide comparisons on different products and services available from
one retailer or even between retailers (e.g. what are different types of
seeds or pesticides that smallholders might choose from)
Informed
buying
decisions
Provide comparisons on characteristics of products/services and which
situations they are most useful for. Helps smallholders make more
informed choices (e.g. which sprays to use when)
Build
relationships
Develops ongoing relationships with smallholders as customers and
therefore an ongoing information source
Supports
application
Promotions could mean that products or services are available at lower
cost through discounts to smallholders, incentivizing them to try out the
new info as there is less financial risk in doing so
42. Marketing & promotions as
information-sharing mechanism
⢠Think about what information
flows might be needed within
the market systems that you are
working in
Benefits
⢠Discuss examples of where a
private (or public sector)
promotion or marketing tactic
by a retailer, buyer or other
market actor may be able to
provide this information and
influence
Informational
Cost effective
Help customers have choices
More informed buying decisions
Build ongoing info source
Supports application of
information
43. Case Study: Input Supply Retailer with Agents
Inputs Sector in Kenya
Dfidâs Market Assistance Program (MAP)
Hand outs: Summary of Magos Input Supply case
44. Magos the Input Retailer
In the beginning:
⢠Had one retail outlet with no
other distribution channels
⢠Accepted cash only
⢠Had no regular promotional
activities
⢠Had links to a small spray team
which did not use much
⢠Had no embedded information as
part of his product and service
offering
⢠Was product not customerfocused
45. Magos the Input Retailer
Expanded retail outlets:
⢠Has multiple retail outlets
Expanded reach to rural areas by setting
up field agent network:
⢠Has field agent teams
⢠Field agents accept orders
⢠Field agents discuss inputs with the
farmers
⢠Farmers can pre-order the inputs
Runs Promotions:
⢠Input stalls (demonstration, ordering
and sales) set-up in different rural
towns on their open-air market days
Makes deliveries:
⢠Has invested in a van to make
deliveries to rural areas
46. Magos the Input Retailer
Expanded Financial Services:
⢠Accepts M-PESA is a form on
payment both in the store, at the
open-air market promotional
stores, and at the delivery van
Links to 3rd-party Suppliers:
⢠Refers farmers to spray services
and directly signs farmers up for
appointments during open-air
market days
⢠Starting to distribute soil testing
kits and collect soil testing
samples on commission basis for
soil testing company
47. Magos the Input Retailer
Setting up management information
system and customer research tool:
⢠Testing cell phone research tool to
keep in contact with customers,
take orders, and research usage
and needs
Provide Technical Assistance through
Embedded Services:
⢠Provides information on how to
use and apply inputs effectively
and safely as part of the sale of
products through sales agents
49. Project Facilitation Role
Agent Model:
â˘
Introduced idea of agent model through
meetings / presentations
â˘
Organized study tour to Zambia to see model at
work (smart subsidy to cover travel costs)
â˘
Will be supporting trainers on how to train
agent network
Promotions:
â˘
Introduced idea of input stalls at open-air
market days
â˘
Covered initial transport costs (smart subsidy
that had a rapidly decreasing cost share model)
3rd-party Supplier Linkages:
â˘
Introduced idea of promoting linkages to spray
service teams to increase customers for his
other inputs
â˘
Introduced to soil testing facility
Management information system and customer
research tool:
â˘
Introduced to SMS research tool
51. Incentives
⢠Understanding and
building on the drivers
(interests and motivations)
of the actors to take on a
new behaviour (take on or
participate in a new
activity)
⢠May be social, personal,
financial, etc.
⢠Agrovet and 3rd-party support
services want to grow their
businesses and make higher
profits, by:
⢠developing better relationships
with customers (for repeat sales
from farmers)
⢠reaching new customers (by
selling to new farmers in rural
areas)
⢠making more sales (by making it
easier to order, access and pay
for their products)
52. Buy-down risk
⢠To demonstrate the benefits of
new market behaviours, a
project might decide to
decrease (âbuy downâ) the risk
of a market actor trying out the
new behaviour - using strategic
âsmartâ subsidies.
⢠It may seem too risky for the
market actor to bear the cost
and time of taking on the
behaviour/activity on their own
for the first time
⢠A cost share was used by the
project to share costs for the
open-air market day
promotional stalls as a
demonstration to agrovet that
this would indeed bring in
more customers and sales.
⢠The project covered a rapidly
decreasing % of the cost of
transport for the first 10 openair market days
53. Demonstration Effect
⢠Effects on the behaviour of
individuals or firms caused by
observation of the actions of
others and their consequences
⢠Uses early behaviour change
adopters as examples / models
⢠Goal: deepen ownership of
behaviour changes in the value
chain actors, and broaden the
change throughout the value
chain so that it becomes a
ânormâ
⢠Other input suppliers
(agrovets) see how successful
the agent network and rural
market day promotions are,
and start setting up services to
reach poorer farmers in rural
areas.
54. Upgrading
Investing time, money or
other resources into
improving the enterprise
⢠Invested in new technology to
improve his business (M-PESA
payments, cell phone
customer research tool)
-
⢠Invested in bringing in new
partners to be able to offer a
more sophisticated range of
products and services
-
-
Process upgrading (new
production techniques or
improved technology)
Product upgrading (improving
the product or other product
lines)
Functional upgrading
(improving skills)
⢠Invested in improving skills
and buying new equipment to
run local promotional events
55. Crowding-in
⢠Interventions catalyze or
bring in other players and
functions into the market
system so that it works
better for the poor.
Can result in:
⢠Expanded breadth (more
transactions in the market)
⢠Expanded depth (supporting
functions)
⢠Expanded reach (new areas or
markets)
⢠Increasing number of agrovets
may see the success of a
business strategy to target
rural farmers, and start
copying or adapting the
activities of the agrovet
⢠Increasing number of support
service providers are seeing
the benefit of partnering with
agrovets to target poorer
producers (spraying, soil
testing, âŚ)
56. Exit Strategy
⢠Stopping investments in a
certain activity once a certain
level of uptake or behaviour
change has been reached.
⢠âRolling exit strategiesâ stop
cost-sharing, using a wait-andsee approach, to see if a market
actor self selects to take on an
activity by themselves, showing
that they have the ownership
and capacity to continue
without the projectâs support.
⢠The project stopped costsharing open-air market day
stalls as the agrovet started
seeing value and demonstrated
the ownership, capacity and
means to take on the activity
⢠The project planted the idea of
an agent network, but waited
to see if the agrovet took the
initial steps to put this in place
before investing more time and
money into strengthening the
network.
57. Part Three:
Media market system
as a leverage for change
Recognize and strengthen media as
its own value chain to leverage
change in markets
59. Potential of rural radio to impact
poverty through behaviour change in
market systems
Why the focus on radio?
ďŽ Among three
main categories of mass media tools - radio,
television and print media - influence of rural radio at a
local level cannot be denied
ďŽ Improving the content,
listener orientation, and proactive
advocacy of radio on behalf of its listenership is a critical
piece to achieving sustainable poverty reduction
ďŽ Interventions in
rural radio and media can provide
attributable gains to income in select market systems /
value chains
60. Media ⌠traditional role for media providers
in rural areas
ď§
Content driven by advertizers paying for advertizing space
(e.g. Radioâs Pay-to-Air Model)
â˘
â˘
â˘
â˘
CONTENT: Limited ownership
over content
AUDIENCE: Limited value
placed on audience
ADVERTIZERS / SPONSORS:
Limited understanding of needs
of clients
ADVOCACY: Limited advocating
on behalf of their audience
61. Media ⌠new Influence-Advocacy
model to strengthen market systems
⢠Educator /
Information
Provider
⢠Investigator
â˘Value placed
on audience
⢠Ownership over
content
Content
Clients
(Advertizers /
Sponsors)
Audience
Advocacy
⢠Market
Connector
⢠Advocate /
Watchdog
⢠Understand
needs of clients
⢠Advocate on
behalf of
audience
62. Media ⌠new Influence-Advocacy
model to strengthen market systems
Understanding characteristics of their Audience:
What media needs to sell:
⢠Audience segment
⢠Ability to influence that audience!
Audience
Clients
What media needs to do:
⢠Gain an in-depth understanding of the
characteristics of audience through market
research and strategic interaction
⢠to understand who precisely is listening
and what they want to hear (interests,
demographics, needs)
⢠Become more responsive to needs of the
audience, in sectors that are working
Content
Advocacy
63. Media ⌠new Influence-Advocacy
model to strengthen market systems
Understanding their Clients:
Content
What media needs to do:
⢠View sponsorship and advertising
relationships as core to their business
model and sustainability
⢠Understand range of client segments in
order to have tailored pitches / proposals
⢠Create client relationships and
mechanism to track on-going clientsâ
perceptions, expectations, and
satisfaction
Audience
Clients
Advocacy
64. Media ⌠new Influence-Advocacy
model to strengthen market systems
Content Ownership and Quality Control:
Advertizers respond to content, therefore âŚ
What media needs to do:
⢠Building quality and credible content that will
promote strong relationships with their audience
Content
Audience
Clients
Advocacy
⢠Actively take on information provider/educator,
watchdog/advocate, and market connector roles, by
owning their content, as opposed to
sponsors/advertisers directing it
⢠Generating content that is demanded by audience
segment to increase number of listeners, build trust,
loyalty, and ultimately influence
65. Media ⌠new Influence-Advocacy
model to strengthen market systems
Advocacy:
Content
Audience
What rural media (eg radio) has potential for:
⢠Shape public dialogues that form community
rules / standards
Clients
Advocacy
⢠Influence masses and act as advocate or
watchdog on behalf of audience
⢠Give poor people a voice to make their opinions, grievances
and ideas known
⢠Reveal hidden public or private sector wrongdoing or
incompetence, point out important, but ignored, community
issue that require resolution, or highlight unfair or unjust
treatment of particular groups or individuals
⢠Deepen trust levels and increase ability to influence audience
66. Media in the role of Advocator for itâs
audience
Listeners are engaging with the
identity of the station
An influential station becomes a
part of the listeners community
68. Media market system value chain map
Sources of
Information
Government
Legislation Lobbying
Journalist
Associations/Free lance
Quality
Info
Service
$
Services
ICT companies
$
$
Skill Centre: Universities
/institutes
News Agencies
$
Media Houses
Services
Private sector eg. input
suppliers, banks
Services
Advertising
Agencies
Readers
Statistics
Advertising Agencies
$
Services
$
Consumer
Associations
Time/ Attention
Information/Advocacy/market linkages
$
Info on Media Habit
Media Research
Companies
Advertisers
Media Consumption
Data
Audience
Improved
Programming
69. Engaging with
Consumers and
Injecting New
Information into
Interpersonal
Networks
Case Study: Strengthening Radio sector in Kenya
Radio Nam lolwe, Nyanza
Dfidâs Market Assistance Project (MAP)
Kenya Markets Trust
70. Radio Nam lolwe
In the beginning âŚ
Audience:
â˘
Had minimal understanding of audience.
â˘
No focused effort to begin to engage with audience
â˘
No data on audience based on reputable research
Relationships with Advertisers / Sponsors:
â˘
Not developing tailored marketing proposals for clients
â˘
Not actively seeking out advertisers
â˘
Proposals were lengthy and convoluted
â˘
Focused on Pay-to-Play - so did not focus on building
long-term relationships with advertisers
â˘
No strong revenues from program â believed that no
high interest amongst sponsors to advertise
Content:
â˘
Content generated mostly from the internet - read by a
presenter
â˘
Existing agricultural radio show
â˘
Focus on a Pay-to-Play business model, so did not have
control or ownership over their content, unsustainable
â˘
Used SMS technology to interact with audience
â˘
Not actively developing content that put them in role
of educator/ information provider,
advocate/investigative or market linker
71. Radio Nam lolwe
Now / near future âŚ
Audience
⢠Starting to realize that donât have very
much information about audience
⢠Beginning to understand that need that
information to develop tailored marketing
proposals to clients
⢠Expressed interest in buying listenership
data from Synovate
⢠Presenting offers to advertizers that add
value and offer multiple touch-points with
audience
⢠Have piloted Frontline Radio SMS platform
to engage audience through polling and
feedback
⢠Engaging with audience to maintain and
increase listenership e.g. voting process for
attending Equity Bank promotional event
72. Radio Nam lolwe
Now / near future âŚ
Content / Advocacy
⢠Engaging audience through offering diversified
content
⢠Education on pesticide control (by chemical
company)
⢠Weekly financial tips (by bank)
⢠Farming tips (by seed company)
⢠Educational campaigns on entrepreneurship
targeting fishermen, sugarcane, rice and cotton
farmers
⢠Weather and soil fertility tips
⢠Trying out new strategies for content
⢠Radio contest (with chemicals company)
⢠Drama (with ag radio)
⢠Talk show (with MOA)
⢠Radio contest (with agro vet)
⢠Campaign to nominate farmer representatives
live-on-air for a forum sponsored by a bank
⢠Trying out promotional events as a new information
source for program ie. live coverage and gathering
interviews
⢠Outdoor promotions on good farming practices
73. Radio Nam lolwe
Now / near future âŚ
Relationships with Advertisers/
Sponsors
⢠Redesigning offers to be more
concise and visually focused to
clearly and effectively communicate
the pitch
⢠Developing
offers that are tailored
to align with business objectives of
advertisers/ sponsors
⢠Understand value
and opportunity
for increased revenue by proactively
seeking out advertiser relationships
75. Project Facilitation Role
Relationships with Advertisers:
⢠Linked to market actors to approach for
advertising/sponsorship and content involvement
⢠Technical support (Staff subsidy)
⢠Helped refine commercial (marketing) offers to be
tailored to business objectives of clients
⢠Reformatted offers/proposals to be simplified and
visually focused so that pitches are clear and concise
Content:
⢠Technical Support: Built capacity on how to take
ownership of content, and new program formatting
⢠Provided technical resources on developing radio
dramas
⢠Linked to technical experts for interviews
⢠Technical Support: Supported integration of
promotional events into product offering to improve
content and to take on role of market linker,
information provider/ educator
Advocacy:
⢠Introduced idea of investigative reporting that would
support a stronger advocacy role
76.
77. Engaging with
consumers and
injecting new
information into
interpersonal
networks
Case Study: Private Sector Leveraging Media
Obuoba FM and Golden Stork
ADVANCE project Ghana
Primary implementer: ACDI/VOCA. Donor: USAID
78. Obuoba FM & Golden Stork
Highly successful agricultural competition:
â˘
Partnered with Golden Stork (input
company) to offer a radio contest on
inputs
â˘
Winners answered questions on air
from content that had been discussed
in the program, won product (inputs,
and a backpack sprayer
â˘
To receive the prize all winners needed
to attend a training at the radio station
on how to use the inputs properly
â˘
Gifty had never learned how to use
inputs, and was so happy with
knowledge that she shared this with
the rest of community network
â˘
Gifty established herself as a distributor
of the product within her community
79. Obuoba FM & Golden Stork
In the beginning âŚ
Content:
⢠Program content always presented in same format
⢠No support from management to do field interviews
⢠No tactics to actively engage listeners except call-ins
Relationships with Advertisers/Sponsors:
⢠Despite popularity, had trouble securing advertisers
⢠Advertisers only wanted ad spots during sports programs
⢠Did not develop proposals tailored to clients
⢠Not proactive in identifying prospective advertisers
⢠No value placed on developing relationships with clients
Audience:
⢠No strategy to build trust and loyalty with audience
⢠No strategy to focus on demand-driven content
⢠Content was one dimensional / studio driven
⢠Single touch-points with client call-ins
Advocacy
⢠Management unsupportive of host investigating issues
⢠Management did not understand opportunity to leverage
passion of presenter to investigate issues and continue to
build trust, loyalty and influence
80. Obuoba FM & Golden Stork
Now / near future âŚ
Relationships with Advertisers/
Sponsors
⢠Developed tailored pitch to add
value to Golden Storkâs strategy
⢠Developed content that offered
multiple client touch-points
⢠Developed pitch for radio contest, ad
spots and educational event
⢠Focused on developing long-term
relationship
⢠Collected data on number of phoneinâs/ inquires for client
⢠Prepared second offer to client prior
to completion of first to leverage
momentum and success of current
promotion
81. Obuoba FM & Golden Stork
Now / near future âŚ
Audience
⢠Engaged with clients through phone-in and
SMS for contest, and interpersonal
interaction at education and training event opportunity for planned and casual
communication
⢠Leveraged word-of-mouth networks to build
brand of radio station and their client
(Golden Stork)
⢠Educated audience on proper use of inputs
throughout radio contest, and training on
how to use products. Embedded
information through providing information
and creating a feedback channel through
phone-ins, SMS and interpersonal
communication
⢠Took on role of market linker and
educator/information provider
⢠Built trust with Gifty who has shared
information. Contest was able to leverage
word-of-mouth promotion
82. Obuoba FM & Golden Stork
Now / near future âŚ
Content
⢠Golden Stork was expert panelist on
program. Sales rep interviewed and
audience could ask questions, in order to
engage with audience - provided market
relevant information on the use and
purchase of inputs
⢠Station still "ownedâ content by
interviewing Golden Stork as opposed to
Golden Stork directing content
⢠Contest improved content through
multiple touch-points, and increased
incentives to listen
⢠Generated content through interviews at
education event
84. Project Facilitation Role
Relationships with Private Sector Advertisers:
â˘
Linked to private sector actors
â˘
Technical support:
â˘
Developed tailored marketing proposals (showing
insights into clients marketing objectives)
â˘
Gathered data and information to provide to client
for feedback on success of promotion
â˘
Coached on strategies to develop and add value to
client relationship
Content:
â˘
Helped develop idea for contest and promotion e.g.
having input demonstration as part of prize
â˘
Supported setting up promotional event
â˘
Smart subsidy:
â˘
â˘
Paid for cost of participants to attend input training
(Golden Stork paid for prize, Obuoba FM hosted
promotional event at their facility)
Project field staff attended training to support Golden
Stork staff
85. Project Facilitation Role
Audience:
â˘
Technical support:
â˘
â˘
Gathered information about callers and number of
callers for contest to provide to client
Audience engagement:
â˘
â˘
â˘
Attempted to introduce SMS platform management didn't want to pay for the platform
despite cost share offer - host increased use of SMS
on personal mobile phone
Built trust/ loyalty with audience through providing
them with valuable knowledge
Program Design:
â˘
Supported on how to create more engaging and
relevant content, opportunities to gather content
and link in market actors and experts
â˘
Created opportunity to engage with audience in
meaningful way e.g. input training, and as a result
tapped into family and friend network. Gifty took
on role of star and brought new information into
her network
86. Constraints in media market systems
that market facilitators can support
ďŽ Market
facilitators (practitioners) can
strengthen media market systems by
recognizing key constraints to overcome
ďŽ In
this way media can become an active
leverage point to support market and
value chain development activities
â˘
Example of constraint: Lack of listenership
profile and numbers required by private firms
prevents quick buy-in to local radio stations
that are closer to smallholder listeners
87. Dealing with constraints in media
market systems
Bayer Crop Sciences
ďŽ
Western region field representative
from Bayer Crop Sciences identified
local radio station as primary
communication medium for
agricultural information to people in
his sales territory
howeverâŚ
ďŽ
Bayerâs marketing department
preferred to advertise with Nation
Media Group
why might this have been?
88. Dealing with constraints in media
market systems
Bayer Crop Sciences
ďŽ
Bayerâs marketing department utilizes
Media Buyers whose research focus
on listener demographics and number
of listeners
ďŽ
Media Buyers do not have research
on the local radioâs listenership
ďŽ
Media Buyers place greater emphasis
on number of listeners compared to
how listeners may absorb information
differently
89. Dealing with constraints in media
market systems
ďŽ
Local radio station has not been
able to generate marketable data
on its listener demographics or its
total listener base
ďŽ
Local radio station does not have
relationships with Media Buyers
used by firms like Bayer
ďŽ
Local radio station has not been
able to generate a marketable
pitch on why its listeners are more
likely to absorb information
compared to national stations
Local Radio Station
90. Case Study: Radio Mangelete
Dfidâs Market Assistance Program (MAP)
91. Radio Mangelete
â˘
â˘
â˘
â˘
â˘
â˘
â˘
Only truly community-owned radio
station in Kenya
Owned by a network of 33 womenâs
groups (837 women)
Not managed by radio or media
professionals
Content generated by women with
emphasis on empowerment issues
Content driven by listener needs and
interests
Nature of programming creates
personal and trusted relationship
with listeners
BUT ⌠struggle to generate revenue
through advertising or outside
content
92. Radio Mangelete
Audience:
⢠Highly dedicated, regular listeners
⢠Deep trust of Radio Mangelete
content
⢠Likely to amplify Radio Mangelete
messages through interpersonal
communication
93. Radio Mangelete
Relationship with Clients
(Advertisers/Sponsors):
⢠Limited capacity to quantify
listenership
⢠Limited capacity to market airtime
to advertisers or content
generators
⢠Disconnected from formal media
system
94. Radio Mangelete
Content:
⢠Well-targeted to listener needs
and interests
⢠Focused on issues of particular
interest to women
⢠Often deals with highly personal
issues
⢠Limited in the breadth of issues
covered
97. West FM
â˘
â˘
â˘
â˘
â˘
â˘
â˘
â˘
Family-owned and privately
financed station
One of only two stations that
broadcasts programming in
KiSwahili and English
Listener base is not limited by local
language dialects
National and international
following
Technologically advanced with
professional website and
streaming content
Active social media presence
Global audience interests not
always connection to needs of
local constituents
Limited advertising revenue
98. West FM
Audience:
⢠Not geographically limited by
local language dialects
⢠National and international
following as a result of
professional website and social
media presence
⢠Not always well-connected to
local listenership
Ownership:
⢠Family-owned and privately
financed
99. West FM
Relationship with
Advertisers/Sponsors:
⢠Limited capacity to describe the
characteristics of listenership
and followers
⢠Quantitative measures of social
media followers, but limited
capacity to quantify local
listenership
⢠Limited capacity to segment
followers into distinct groups by
geography, demographics, or
media platform followed
⢠Has not successfully marketed to
Media Buyers
100. West FM
Content:
⢠Does not always meet the needs
of local listenership
⢠Emphasis on national and
international issues driven by
wide network of followers
⢠Brings national and international
issues to local listeners
⢠Local issues for local listeners
underrepresented among
content programming
⢠Little emphasis on pushing local
issues out to national and
international audiences
101. West FM
â˘
â˘
How might the project work
with this type of media firm?
What are the key areas that
they might address?
102. Prepare a roleplay showing
how you will make your offer
Selling the Offer to
Media Buyers
Selling the Offer to
Media Stations
â˘
â˘
You work for a
development project
You want to make the case
to a radio station that they
could take on an advocacy
and information-giving
role which would be better
for their business and their
audience
â˘
You work for a radio show
â˘
You want to make the case
to media buyers
(companies or other
stakeholders who could
sponsor programs or buy
advertising space) to be
involved in your advocacy
and information-giving
strategy