The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
This document discusses brand management and provides an overview of key concepts and a model. It defines a brand as a rational and emotional connection between people and a firm/product. Brand equity is a measure of customer attachment to a brand. A simulation model is presented to help understand the complex system of brand management and identify leverage points to reduce decision-making uncertainty. The model depicts how brand awareness, loyalty, investment, competition and other factors interact over time in a brand management sector.
The document summarizes key findings from IBM's 2012 survey of marketers. It finds that marketers at high-performing companies take a more expansive role in leading the customer experience across the entire purchasing cycle. These marketers have greater ownership of products, pricing, place, and promotion. They also integrate marketing messages across channels and use analytics to measure performance. However, many marketers still struggle with data integration and leveraging online visitor data. The document advocates for marketers to remove silos, expand their strategic role, and better integrate technology and data to optimize the customer experience.
The document describes a retail media, trade and shopper marketing resource business called Brandsintrade. It provides the following services:
- Consumer and shopper insights along with trade marketing strategy development.
- In-trade communication strategy, creative design and my retail brand development.
- Marketing and trade process mapping, roles development and people development.
- Route to market strategy and distribution/supply chain strategy.
- Integrated marketing planning and retailer/supplier collaboration frameworks.
- Trade activation, promotions, sales force automation, point of sale, fixtures and signage.
- Aggregated in-trade media planning and buying across all channels.
Forthgear is an integrated marketing and communications firm that has been in business since 1995. They help companies attract and engage customers through branding initiatives, advertising, creative development, and digital and traditional media solutions. Forthgear's services include marketing strategy, campaign development, graphic design, web development, photography, video production and more. Their goal is to understand clients' business objectives and develop strategies to convey and reinforce their brand promise.
Segmentation is a key challenge for marketers that can increase commercial effectiveness and efficiency. While many companies primarily use basic segmentation methods like firmographics, segmentation aims to identify and quantify customer segments with similar profiles, needs, behaviors and expectations to develop tailored value propositions and go-to-market strategies. There are four main segmentation methods - firmographic, needs-based, usage-based, and value-based - that can be used together based on specific business objectives like sales, marketing, finance, and organization. Benefits of segmentation include higher efficiency and effectiveness of initiatives, enhanced marketing focus and optimal budget allocation.
UniGraphic is a provider of graphic communication products and services. Their mission is to achieve total customer satisfaction through technical excellence and integrity. They offer MarcomCentral, a system that allows clients to streamline ordering, execution, and distribution of marketing collateral through a centralized online portal. MarcomCentral offers features like on-demand ordering, centralized processing, leverage of customer data, and reporting capabilities.
The document discusses using customer data and loyalty programs to increase retail footfalls and sales. It outlines how collecting customer data through loyalty signups and transactions allows retailers to better segment, target, and personalize marketing. This helps strengthen customer relationships and drives higher acquisition, activation, engagement, and retention. Loyalty programs combined with data analytics form the foundation for relevant rewards, recognition, and experiences that change customer behavior and convert footfalls into financial gains for retailers.
This document discusses real-time analytics and attribution in marketing. It covers topics like marketing mix modeling and optimization to understand the impact of different marketing activities on sales. Marketing mix modeling helps allocate resources appropriately, understand which activities provide the best ROI, and evaluate different marketing spending plans. The document also discusses how the marketing landscape has become more fragmented with many new digital channels, and how marketing mix optimization can help address challenges around justifying budgets, measuring performance of spending, and optimizing across channels. Case studies show how marketing mix modeling has provided benefits like increased revenues and profits as well as savings from reducing ineffective activities.
This document discusses brand management and provides an overview of key concepts and a model. It defines a brand as a rational and emotional connection between people and a firm/product. Brand equity is a measure of customer attachment to a brand. A simulation model is presented to help understand the complex system of brand management and identify leverage points to reduce decision-making uncertainty. The model depicts how brand awareness, loyalty, investment, competition and other factors interact over time in a brand management sector.
The document summarizes key findings from IBM's 2012 survey of marketers. It finds that marketers at high-performing companies take a more expansive role in leading the customer experience across the entire purchasing cycle. These marketers have greater ownership of products, pricing, place, and promotion. They also integrate marketing messages across channels and use analytics to measure performance. However, many marketers still struggle with data integration and leveraging online visitor data. The document advocates for marketers to remove silos, expand their strategic role, and better integrate technology and data to optimize the customer experience.
The document describes a retail media, trade and shopper marketing resource business called Brandsintrade. It provides the following services:
- Consumer and shopper insights along with trade marketing strategy development.
- In-trade communication strategy, creative design and my retail brand development.
- Marketing and trade process mapping, roles development and people development.
- Route to market strategy and distribution/supply chain strategy.
- Integrated marketing planning and retailer/supplier collaboration frameworks.
- Trade activation, promotions, sales force automation, point of sale, fixtures and signage.
- Aggregated in-trade media planning and buying across all channels.
Forthgear is an integrated marketing and communications firm that has been in business since 1995. They help companies attract and engage customers through branding initiatives, advertising, creative development, and digital and traditional media solutions. Forthgear's services include marketing strategy, campaign development, graphic design, web development, photography, video production and more. Their goal is to understand clients' business objectives and develop strategies to convey and reinforce their brand promise.
Segmentation is a key challenge for marketers that can increase commercial effectiveness and efficiency. While many companies primarily use basic segmentation methods like firmographics, segmentation aims to identify and quantify customer segments with similar profiles, needs, behaviors and expectations to develop tailored value propositions and go-to-market strategies. There are four main segmentation methods - firmographic, needs-based, usage-based, and value-based - that can be used together based on specific business objectives like sales, marketing, finance, and organization. Benefits of segmentation include higher efficiency and effectiveness of initiatives, enhanced marketing focus and optimal budget allocation.
UniGraphic is a provider of graphic communication products and services. Their mission is to achieve total customer satisfaction through technical excellence and integrity. They offer MarcomCentral, a system that allows clients to streamline ordering, execution, and distribution of marketing collateral through a centralized online portal. MarcomCentral offers features like on-demand ordering, centralized processing, leverage of customer data, and reporting capabilities.
The document discusses using customer data and loyalty programs to increase retail footfalls and sales. It outlines how collecting customer data through loyalty signups and transactions allows retailers to better segment, target, and personalize marketing. This helps strengthen customer relationships and drives higher acquisition, activation, engagement, and retention. Loyalty programs combined with data analytics form the foundation for relevant rewards, recognition, and experiences that change customer behavior and convert footfalls into financial gains for retailers.
This document discusses real-time analytics and attribution in marketing. It covers topics like marketing mix modeling and optimization to understand the impact of different marketing activities on sales. Marketing mix modeling helps allocate resources appropriately, understand which activities provide the best ROI, and evaluate different marketing spending plans. The document also discusses how the marketing landscape has become more fragmented with many new digital channels, and how marketing mix optimization can help address challenges around justifying budgets, measuring performance of spending, and optimizing across channels. Case studies show how marketing mix modeling has provided benefits like increased revenues and profits as well as savings from reducing ineffective activities.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
This document discusses integrated marketing communications (IMC) and the customer relationship management (CRM) process. It provides an overview of key aspects of developing an IMC strategy including segmenting customers, designing communications and pricing strategies, implementing the strategies, and evaluating results. The document outlines the continuous IMC planning process and tools that can be used, such as advertising, direct marketing, public relations, and personal selling. It also discusses how to allocate marketing communication budgets.
Segmentation involves dividing a market into distinct groups based on characteristics like customer needs, geography, demographics, or behaviors in order to more effectively target products and marketing. It allows companies to better understand who to target, what to say to them, why, when, and how in order to improve sales, loyalty, and marketing effectiveness. The document provides several examples of how segmentation has been used to analyze customer savings amounts, satisfaction levels, spending propensities by industry, and major accounts by industry to guide business decisions.
The document is a diagram showing the key elements of an internal and external branding style. Internally, it focuses on living the brand through product/service design, systems/procedures, and maintaining brand culture. Externally, it focuses on developing a marketing plan through various touchpoints like websites, collateral, packaging, advertising, and media. The diagram is fully editable in PowerPoint to allow customization of icons, colors, sizes, and orientations.
The document discusses the evolution of marketing from Marketing 1.0 to Marketing 3.0. Marketing 1.0 was product-centric, while Marketing 2.0 became more consumer-centric. Now in Marketing 3.0, marketing must be value-centric and meet consumers' emotional and rational needs. It emphasizes engaging with consumers, building trust and credibility through authenticity, transparency, and responsiveness. Mass connectors and social media influencers are important to target. To succeed in Marketing 3.0, companies must adapt to this new collaborative environment and be sensitive to changes in consumer behavior.
Chap002 the character of business marketingHee Young Shin
The document discusses key aspects of business-to-business relationships and supply chain management. It describes how Cessna Aircraft integrated new product development, strategic sourcing, and production processes into its turnaround strategy. Effective supply chain management involves information sharing, joint planning, and coordination to eliminate waste, encourage innovation, improve quality, and provide flexibility. The types of business relationships that can form are transactional relationships and strategic partnerships, depending on the motivation level of both the buyer and seller to maintain an ongoing relationship. High-performance relationships require more than just financial considerations and depend on factors like integrity, fairness, loyalty, flexibility, and commitment.
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
- Bangkok Hospital focuses on medical tourism in Southeast Asia, offering healthcare that is much cheaper than in places like Singapore, Hong Kong, and Europe. It has expanded to 12 hospitals and other facilities across Thailand and neighboring countries.
- It positions itself as offering convenient and integrated healthcare solutions through its wide network of facilities and services. It differentiates based on its brand integrity and wide reach.
- The document discusses various global marketing strategies companies can take, including standardizing products/marketing, adapting products/marketing to local markets, or innovating new products/strategies in different markets. It also outlines factors to consider for market segmentation, targeting, and positioning.
vCustomer was established in 1999 to capitalize on business process outsourcing opportunities through IT-enabled services. It grew rapidly, opening multiple processing centers in India. By 2005, vCustomer employed over 3,500 people globally and was considering acquiring another company or focusing on a new healthcare vertical. The case study analyzed vCustomer's history, industry environment, and internal/external factors to address questions about its strategic choices.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
SMART-Drop is a targeted direct marketing technique that involves distributing promotional advertising leaflets through letterboxes to specific household types near priority retail outlets. It has three main benefits: 1) it strengthens media plans with targeted mass marketing, 2) it connects trade and consumer marketing by driving retail traffic and brand sales, and 3) it drives digital connections by encouraging website visits and social media engagement. The document provides details on how SMART-Drop targeting works and case studies demonstrating its effectiveness in increasing sales.
The document is a presentation from BFM movimiento LLC, an experiential marketing agency. It outlines their services for creating proprietary live events and promotions that increase brand exposure and sales. Their approach involves extensive research to understand the brand value and target audiences, then developing strategic experiential marketing initiatives to build the brand and attract new users while reinforcing core users. They aim to directly connect consumers emotionally to the brand through their events and campaigns.
The document outlines a branding style that includes:
1) Analyzing corporate objectives, opportunities, and existing/proposed brands.
2) Developing brand propositions, names, and mission statements through a creative brief and process.
3) Testing brands with consumers and analyzing the competitive environment.
The goal is to create profitable and sustainable wine brands.
This document discusses marketing and the challenges of achieving success. It notes that 83% of marketing efforts fail, 95% of new products fail in their first year, and only 17% of new products are perceived as different. However, aligning marketing goals with business goals and tying marketing to financial outcomes are most important to chief marketing officers. The document advocates taking seven key steps together to succeed, including targeting profitable customers and developing a strong brand identity. It also emphasizes starting with a client's business strategy and goals before creative execution to drive measurable results and sales growth. Finally, it promotes an integrated approach using seven marketing disciplines and keeping the brand as the central focus.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed liquid, name, design positioning and price. Consumer testing of the brand and/or liquid is conducted. Creative brand and liquid concepts are then developed from a creative brief. Finally, the brand proposition and name are created to be unique, along with developing the liquid proposition by sourcing quality, style and blending. The liquid and brand propositions aim to be profitable and sustainable wine brands. Competitive environment analysis and consumer insights help identify the target audience's needs and wants throughout the process.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed brand positioning. Consumer testing of the brand and liquid is then conducted. Creative development involves creating a brand proposition, name, and mission statement as well as developing the liquid profile through sourcing, quality, style, and blending. A profitable and sustainable brand is the goal. Competitive analysis and consumer insights help identify the target audience's needs and wants.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
Energypac is one of the leading power engineering companies in Bangladesh, established in 1982. It has 1200 employees including 150 graduate engineers. Energypac provides total power solutions and has established distribution networks throughout Bangladesh and offices in India and China to serve international customers. Energypac is ISO 9001:2008 and 14000:2004 certified. The company's vision is to be the most preferred business partner of customers, and its mission is to provide total power solutions to enhance customer business while creating better technologies. Energypac focuses on research and development to create reliable and efficient products that minimize environmental impacts.
Cisco Systems is the worldwide leader in networking for the Internet. Founded in 1984 by two computer scientists from Stanford University, Cisco shipped its first product in 1986 and is now a multi-national corporation with over 35,000 employees in 115 countries. Cisco's networking solutions connect people, computing devices, and computer networks, allowing access to information without regard to differences in location, time, or type of computer system.
This document provides an overview of social selling and why it is important for businesses to adopt social selling strategies. There are three main reasons why businesses need social selling: 1) Customers are already engaging with companies on social media as they research purchases, so businesses need a social presence to reach customers; 2) Competitors are adopting social selling, so businesses need to as well to keep up; 3) Employees and new hires expect companies to utilize social technologies in their work. The document also notes that with social media, buyers start the purchasing process without sales involvement, so sales teams need to shift from transactional to social, consultative approaches to engage with buyers online.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
This document discusses integrated marketing communications (IMC) and the customer relationship management (CRM) process. It provides an overview of key aspects of developing an IMC strategy including segmenting customers, designing communications and pricing strategies, implementing the strategies, and evaluating results. The document outlines the continuous IMC planning process and tools that can be used, such as advertising, direct marketing, public relations, and personal selling. It also discusses how to allocate marketing communication budgets.
Segmentation involves dividing a market into distinct groups based on characteristics like customer needs, geography, demographics, or behaviors in order to more effectively target products and marketing. It allows companies to better understand who to target, what to say to them, why, when, and how in order to improve sales, loyalty, and marketing effectiveness. The document provides several examples of how segmentation has been used to analyze customer savings amounts, satisfaction levels, spending propensities by industry, and major accounts by industry to guide business decisions.
The document is a diagram showing the key elements of an internal and external branding style. Internally, it focuses on living the brand through product/service design, systems/procedures, and maintaining brand culture. Externally, it focuses on developing a marketing plan through various touchpoints like websites, collateral, packaging, advertising, and media. The diagram is fully editable in PowerPoint to allow customization of icons, colors, sizes, and orientations.
The document discusses the evolution of marketing from Marketing 1.0 to Marketing 3.0. Marketing 1.0 was product-centric, while Marketing 2.0 became more consumer-centric. Now in Marketing 3.0, marketing must be value-centric and meet consumers' emotional and rational needs. It emphasizes engaging with consumers, building trust and credibility through authenticity, transparency, and responsiveness. Mass connectors and social media influencers are important to target. To succeed in Marketing 3.0, companies must adapt to this new collaborative environment and be sensitive to changes in consumer behavior.
Chap002 the character of business marketingHee Young Shin
The document discusses key aspects of business-to-business relationships and supply chain management. It describes how Cessna Aircraft integrated new product development, strategic sourcing, and production processes into its turnaround strategy. Effective supply chain management involves information sharing, joint planning, and coordination to eliminate waste, encourage innovation, improve quality, and provide flexibility. The types of business relationships that can form are transactional relationships and strategic partnerships, depending on the motivation level of both the buyer and seller to maintain an ongoing relationship. High-performance relationships require more than just financial considerations and depend on factors like integrity, fairness, loyalty, flexibility, and commitment.
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
- Bangkok Hospital focuses on medical tourism in Southeast Asia, offering healthcare that is much cheaper than in places like Singapore, Hong Kong, and Europe. It has expanded to 12 hospitals and other facilities across Thailand and neighboring countries.
- It positions itself as offering convenient and integrated healthcare solutions through its wide network of facilities and services. It differentiates based on its brand integrity and wide reach.
- The document discusses various global marketing strategies companies can take, including standardizing products/marketing, adapting products/marketing to local markets, or innovating new products/strategies in different markets. It also outlines factors to consider for market segmentation, targeting, and positioning.
vCustomer was established in 1999 to capitalize on business process outsourcing opportunities through IT-enabled services. It grew rapidly, opening multiple processing centers in India. By 2005, vCustomer employed over 3,500 people globally and was considering acquiring another company or focusing on a new healthcare vertical. The case study analyzed vCustomer's history, industry environment, and internal/external factors to address questions about its strategic choices.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
SMART-Drop is a targeted direct marketing technique that involves distributing promotional advertising leaflets through letterboxes to specific household types near priority retail outlets. It has three main benefits: 1) it strengthens media plans with targeted mass marketing, 2) it connects trade and consumer marketing by driving retail traffic and brand sales, and 3) it drives digital connections by encouraging website visits and social media engagement. The document provides details on how SMART-Drop targeting works and case studies demonstrating its effectiveness in increasing sales.
The document is a presentation from BFM movimiento LLC, an experiential marketing agency. It outlines their services for creating proprietary live events and promotions that increase brand exposure and sales. Their approach involves extensive research to understand the brand value and target audiences, then developing strategic experiential marketing initiatives to build the brand and attract new users while reinforcing core users. They aim to directly connect consumers emotionally to the brand through their events and campaigns.
The document outlines a branding style that includes:
1) Analyzing corporate objectives, opportunities, and existing/proposed brands.
2) Developing brand propositions, names, and mission statements through a creative brief and process.
3) Testing brands with consumers and analyzing the competitive environment.
The goal is to create profitable and sustainable wine brands.
This document discusses marketing and the challenges of achieving success. It notes that 83% of marketing efforts fail, 95% of new products fail in their first year, and only 17% of new products are perceived as different. However, aligning marketing goals with business goals and tying marketing to financial outcomes are most important to chief marketing officers. The document advocates taking seven key steps together to succeed, including targeting profitable customers and developing a strong brand identity. It also emphasizes starting with a client's business strategy and goals before creative execution to drive measurable results and sales growth. Finally, it promotes an integrated approach using seven marketing disciplines and keeping the brand as the central focus.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed liquid, name, design positioning and price. Consumer testing of the brand and/or liquid is conducted. Creative brand and liquid concepts are then developed from a creative brief. Finally, the brand proposition and name are created to be unique, along with developing the liquid proposition by sourcing quality, style and blending. The liquid and brand propositions aim to be profitable and sustainable wine brands. Competitive environment analysis and consumer insights help identify the target audience's needs and wants throughout the process.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed brand positioning. Consumer testing of the brand and liquid is then conducted. Creative development involves creating a brand proposition, name, and mission statement as well as developing the liquid profile through sourcing, quality, style, and blending. A profitable and sustainable brand is the goal. Competitive analysis and consumer insights help identify the target audience's needs and wants.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
Energypac is one of the leading power engineering companies in Bangladesh, established in 1982. It has 1200 employees including 150 graduate engineers. Energypac provides total power solutions and has established distribution networks throughout Bangladesh and offices in India and China to serve international customers. Energypac is ISO 9001:2008 and 14000:2004 certified. The company's vision is to be the most preferred business partner of customers, and its mission is to provide total power solutions to enhance customer business while creating better technologies. Energypac focuses on research and development to create reliable and efficient products that minimize environmental impacts.
Cisco Systems is the worldwide leader in networking for the Internet. Founded in 1984 by two computer scientists from Stanford University, Cisco shipped its first product in 1986 and is now a multi-national corporation with over 35,000 employees in 115 countries. Cisco's networking solutions connect people, computing devices, and computer networks, allowing access to information without regard to differences in location, time, or type of computer system.
This document provides an overview of social selling and why it is important for businesses to adopt social selling strategies. There are three main reasons why businesses need social selling: 1) Customers are already engaging with companies on social media as they research purchases, so businesses need a social presence to reach customers; 2) Competitors are adopting social selling, so businesses need to as well to keep up; 3) Employees and new hires expect companies to utilize social technologies in their work. The document also notes that with social media, buyers start the purchasing process without sales involvement, so sales teams need to shift from transactional to social, consultative approaches to engage with buyers online.
Este documento presenta información sobre FEMSA, la compañía de bebidas más grande de América Latina. Se discute brevemente la historia de FEMSA desde su fundación en 1890 como Cervecería Cuauhtémoc. También se proporciona un resumen del modelo de negocios de FEMSA, sus unidades de negocio principales y su presencia en 9 países de América Latina. Por último, se muestran datos financieros que demuestran el crecimiento constante de FEMSA en ingresos, utilidad de operación y EBITDA.
Marketing Plan Of Energypac Engineering Limitedsample_m2000
This document provides a strategic marketing plan for a company called Energypac Engineering Limited. It includes sections on objectives, target markets, SWOT analysis, messaging, promotional strategies, sales plans, effectiveness evaluations, and more. The plan outlines strategies for the upcoming year including focusing on ideal customers, defining personal value propositions, and turning clients into a sales force.
Marketing Management Internship under Prof. Sameer Mathur.
INTUIT - develops and sells financial and tax solution software. Revolutionize people’s lives by solving their important business and financial management problems.
Quicken- best-selling finance product.
QuickBooks – a bookkeeping and payroll software.
TurboTax – a tax preparation software program.
Site Visit – learn about working environment of products by individual visits.
- Lab Study – tests new ideas and products by inviting consumers to labs.
- Remote Study – shows new designs to its consumers over internet
-On-going Extensive Research Study with the institute to learn for the future.
Increasing its presence on social networking sites like twitter, Facebook etc.
Blogging to drive business.
Intuit Inc. is a software company that develops financial and tax preparation software. It has over 8,200 employees. Some of its popular products include Quicken, QuickBooks, and TurboTax. Intuit focuses heavily on research and development to ensure its products meet consumer needs. It spends significant time and money on consumer research each year to understand how customers use its products and feel about them. This research helps Intuit keep up with changing customer needs and technology. When Microsoft stopped developing its competing Money software in 2009, Intuit became the clear leader in personal finance software. However, Intuit will need to continue its focus on research and innovation to maintain its leadership position and avoid the same fate as Microsoft Money.
Having a strong personal brand is a great benefit in sales and marketing. This presentation outlines some actionable ways to develop your personal brand.
B2B vs. B2C: 10 Marketing Experts Have Their Say (SlideShare)Babcock Jenkins
In B2B marketing we've got funnels and waterfalls, channels and verticals. But none of that matters until you hook someone with a big idea. So is B2B is the same as B2C? It depends on who you ask. See what 10 leading B2B experts say.
Nike's core "Nike +" marketing strategy involves a partnership with Apple to create a system where Nike shoes are equipped with sensors that connect to an iPad to provide users with feedback on distance, pace, and calories burned during runs. Customers can also design their own shoes on Nike's website. While this strategy provides a unique customer experience, it also results in high advertisement costs that increase product prices. When choosing partners like Tiger Woods, Nike also exposes itself to reputational risks if those partners experience scandals.
1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
2) By 1994, Walmart had over 1,900 discount stores and was expanding aggressively into new markets, with Supercenters and Sam's Clubs becoming major drivers of growth.
3) Walmart's low-cost business model and ability to pressure suppliers on price gave it a strong competitive advantage over rivals in the retail industry.
The marketing landscape has changed: conversations about your brand happen 24/7 on social and you are expected to stay on top of it. The good news is that you have direct access to where these conversations are taking place – through social customer service. Social customer care is no longer just an option but an opportunity to meet your customers where they most need and expect your services. The way you provide social customer service can make or break your brand reputation, and if done consistently and authentically, you could be earning advocates for life.
Join us in this webinar to learn:
how to break down silos and make social customer care a brand-wide way of doing business
how to use social customer service not just to solve customer problems but create and cultivate brand advocates
how to go beyond traditional service tactics to deepen customer relationships
how successful brands deploy social customer service strategies
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
Infographics convey complex information in a simple format. We see that supply chains are getting increasingly complex and want to help you understand the results of our research quickly. We have created a series of infographics to help you better utilize the insights in our research to improve the performance of your supply chain. Click through the presentation below to review all our infographics and reach out to us if you have any questions on how to apply the results.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
The document discusses various aspects of corporate and product branding including:
1) Crystallizing a unifying brand identity across businesses and defining brand architecture to position the brand with stakeholders.
2) Developing differentiation through excellent customer service, new market entry, and brand portfolios.
3) A three step process of diagnosing consumer understanding, designing product/service strategies, and directing initial brand development.
4) Tools to create desired identities, manage creative execution, and facilitate brand sustainability through audits.
5) Key elements in developing a brand including stakeholder understanding, business roadmaps, identities, and realization.
The document discusses various aspects of corporate and product branding including:
1) Defining a unifying brand identity and architecture across businesses.
2) Growing market share through increased trial, consumption, and brand adoption.
3) Aligning individual sub-brands to the larger business and creating brand portfolios.
4) Developing consumer understanding, product/service strategies, and long-term objectives.
5) Differentiating the brand identity and developing marketing strategies.
The document provides tips for marketing on a frugal budget. It recommends (1) thinking narrowly to focus offerings on a specific audience or niche, (2) owning the ecosystem by controlling related areas, and (3) creating your own marketing channels through customized media, awards, and building a customer community. It also suggests prioritizing insights over information to provide thought leadership, and leveraging online channels where target audiences spend time using a hub-and-spoke strategy. The overall message is that marketing can be effective with limited funds by taking a targeted approach and controlling your messaging.
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2. OVERVIEW
Organization mission Divisional Strategy
Corporate Strategy Divisional Planning
Strategic management Image Marketing
We Place High Value
On Customer Service
Strategic Marketing Brand equity
3. Our Strategic Planning
Developing and Maintaining a strategic
fit between the organization's objectives
and resources and its changing market
opportunities.
Org Objectives Strategic Fit Resources
Changing Environment
4. Sun Tze on Strategy
“Know your enemy, know yourself, and your
victory will not be threatened. Know the
terrain, know the weather, and your victory
will be complete.”
5. Few Facts : Electricity Generation In
Bangladesh
Maximum generation in 2008 : 3935.1 MW
Maximum Generation In 2007 : 4130 MW
Maximum Generation In History : 4130 MW
6. Development plan Up to 2012
Installed Capacity, MW 9,666
Peak Demand, MW 7,887
Net Generation, MKWh 39,157
Transmission Line, Km 7,180
Capacity of Grid S/S, MVA
(a) 230/132 KV 11,575
(b) 132/33 KV 17,920
Distribution Line, Km 3,45,530
No. of Consumers, million 12.75
No. of Village Electrified 69,571
per Capita Generation, kWh 260
Access to Electricity 65%
Investment Requirement, (billion Tk) 307
7. Road To 2012 & Our Scope
Upcoming New Power plants : 26
Out of 26 – Gas Power : 25 & Hydropower :1
Present Proven Reserve of Natural Gas : 8.40
TCF
First Half of FY08 :
i) Avg. Daily Power generation – 3552 MW
ii) Peak Demand Stood At : 5200 MW
8. SCOPE OF WORKS
DESA APSCL
DESCO EGCB
BPDB NWZPDC
PGCB NWPGC
DPDC PC
PBS SZPDC
BERC WZPDC
REB RPC
9. Our Key Elements of Marketing Strategy
Formulation
The strategic 3 Cs
Customers, Competitors & the Corporation
Strategic Marketing Decisions
Where to compete
How to compete
When to compete
10. A Viable Marketing Strategy
We Must have a clearly defined
market
We Must have a good match between
corporate strengths and market needs
We Must have significant positive
differentiation in the key success
factors of the business
11. Marketing Audit of EEL
Comprehensive
Must cover all marketing areas
Systematic
Sequential diagnostic steps
Independent
Internal & external auditors
Periodic
Performed at regular intervals
12. Charter Value
1. Customer Satisfaction
2. Profitability
3. Warm relationship with others
4. Sense of Accomplishment
5. Self-fulfillment
6. Sense of belonging
7. Respect from others
8. Self-respect
9. Security
13. Sources of Customer Value
Economic:
The economic benefit a customer derives from using a
product
Functional:
Those aspects of a product that provide functional or
utilitarian benefits to customers
Psychological:
The image of the product, including how the product
“feels” and whether that feeling matches the image the
customer wants to project
15. Consumer
Study
Brand Touch-
Attributes Points
EnergypacB
rand
Building
Brand Brand
Benefits Strategy
Brand
Positioning
and Essence
16. Our Brand
PUBLIC
EVENTS RELATIONS
DIGITAL
ASSET
MGMT
OUTDOOR
CORPORATE
IDENTITY
PRINT INTERACTIVE DIRECT
ENVIRON- MENT MKTG
RETAIL E-MAIL
MARKETING
E-COMMERCE
CO-BRANDING
EEL
PACKAGING ONLINE
MEDIA
PLAYING CRM
SURFACE
THEME ART
MARKETING
UNIFORM
BROADCAST GRAPHIC
STANDARDS
GUERRILLA
PROMOS MEDIA
17. How Can We Measure Our Brand
Equity
Awareness:
Being aware of a brand is usually a requirement for its purchase
and tends to lead to more favorable opinions by reducing the risk
associated with a familiar option.
Associations:
Images related to overall quality as well as specific product
attributes and user characteristics affect the reaction to a brand.
3. Attitude:
Overall favorability toward a brand is a critical part of brand
equity.
Attachment:
Loyalty to a brand is the strongest type of equity, and most
beneficial for sellers.
Activity:
The strongest fans of a brand become advocates.
18. How Can We Maintain Brand
Treat the
Loyalty
Customer right
Stay close to the Customer
Measure / Manage
Customer Satisfaction Brand Loyalty
Create a solution for a
Customer Problem /
Reward loyalty
Provide Extras
19. We May Maintain Brand Awareness
Top of
Mind
Brand Recall
Brand Recognition
Unaware of Brand
20. Assessing the Value of the Product
Category
1. Determine the uses of the product
2. Estimate the importance of the uses
3. List competing products for the uses
4. Determine the relative effectiveness of
the product category in each usage
situation
21. Three Minute Drill…
How Can We Improve Our Customer
Analysis for Our Project?
Demographic
Socioeconomic
Personality
Psychographics and values
22. Hierarchy of Objectives
Company Mission/Vision
Level 0
Corporate objectives
Level I Corporate strategies
Divisional objectives
Level II
Divisional strategies
Product/brand objectives
Level III
Brand strategies
Program objectives
Level IV
Tactics
23. Strategic Alternatives
Long-
term
profits
Efficiency,
Growth in sales or
short-run
market share
profits
Market Market Decrease Increase
development penetration inputs outputs
Existing Reduce Increase
New segments
customers costs price
Improve
Convert Competitors’ Improve
asset
nonusers customers sales mix
utilization
New product
development
24. We May Focus On Five Areas For
Differentiation
1. Quality
2. Status and Image
3. Branding
4. Convenience and Service
5. Distribution
25. What: EEL Believes Brands Must
“Win The Heart”
EEL believes in creating motivating
communication solutions that connect brand
assets with consumers on deep emotional levels.
This fusion drives activation, increases brand
awareness and builds brand equity - positioning
client brands for maximum success.
26. We Value Different Types of Objectives
Profitability R&D
Growth Diversification
Market share Efficiency
Social responsibility Financial stability
Employee welfare Resource conservation
Product Quality Mgt & labor development
Service
27. RECENT STRATEGIC DEVELOPMENT
Changes in external
environment
2000 Upcoming Years
New corporate
Existing Strategies
strategy
Strategy phase 1
Key themes: Strategy phase 2
Making the case for change Our approach: Corporate strategy
Products & services Vision
Restructuring to enable change
Discipline reviews Mission
Market focus
Property strategy Strategic priorities
Modernizing our services
Managing collection as single entity
E-strategy
28. OVERALL CHANGE PROGRAMME TIMELINE
2008 2008 2008 Remaining 2009 2012
After Dec
JUNE Decembe Expected Signing 2008 Demand Demand
r Contract
Total : 370 Total : 2820 MW About 6000 MW
MW
Public : 1470 MW For Reliable Supply :
Public : 60 7300 MW
MW Public-Private
Partnership : 1350 MW Per capita
Private- Consumption : 170 KWh
Total : 570 MW Total : 2310 MW
Public
Partnership : About 9,300 MW
Public : 240 MW Public : 1410 MW
310 MW
Public-Private Partnership : Public-Private Partnership
330 MW : 900 MW
29. STRATEGY PHASE - PROGRESS TO DATE
More externally focused and market facing
More effective and efficient management of
core functions
More integrated view of collections and their
management
But still much to do to
Faced up to endemic HR issues; modernised REACH and EMBED
our people strategy
Catching up with our technology
infrastructure
30. STRATEGY PHASE – OUR APPROACH
Focus for
Analyse strategic context (both
Corporate
internal and external)
Strategy review
Perform-
Mission Strategic Business Implem- ance &
Vision Strategies Budgets
statement priorities Plans entation impact
review
Organisational values
APPROACH
•First conduct in-depth analysis of EEL’s strategic context (internal and external)
•Then focus efforts on developing long-term Vision
•Ultimately develop Strategic Priorities as first stage of Business Planning cycle
31. STRATEGIC FOCUS FOR THE NEXT 3 YEARS
Transforming search and navigation
Building the digital research environment
Growing and managing the collection
Developing our people
32. Concerns of EEL’s competitive analysis
How can our competitors be grouped meaningfully?
Figure 20.8
Source: Adapted from Wilson et al. (1992).
33. Function Process
Market Research Direct Mail, Print
Direct Marketing Seminars
Online Marketing Digital
Trade Shows Email, Web site, Banner
Public Relations Ads, Links
Collateral Material Case Studies, White
Advertising Papers
Lead Management Speaking
Measurement Database Management
34. Tactical Marketing
Define USP Forecast financial analysis
Identify market Create a corporate ID
Generate marketing ideas Prepare market
Plan concept entry strategy
development
35. Make Marketing Decisions That:
Satisfy target customers’ needs
Help them achieve their organizational
goals and objectives
36. Strategic Marketing
Understand emerging business trends
Define value-based market
Create a focus
Plot organizational development
DO competitive analysis
Develop communication & collateral materials
Talk to the decision maker
37. Strategic Planning
Be aware of industry and economic
changes
Understand buyer’s pain
Know your client’s buy cycle
Analyze business problems to better
formulate marketing strategy
Research client’s needs
38. Reasons People Buy
What to look for What they want
Need Security
Desire Integrity
Emotion Quality
Service
Value
Price
39. Image Marketing
Know key differentiators
Stick to Position Statement
Create perceived value in marketing
Project problem solving features
Stay focused
Build value over time
40. Our Approach of Narrowing Target
Markets
Selecting
target
marketing
approach
Segmenting Single
Narrowing down to into possible target
specific product-market target markets market
approach
All Some One Multiple
broad Homogeneous target
customer generic product
(narrow) product market
needs needs markets approach
market
Combined
target
market
approach
This gives an overview of what I’ll cover in this talk – journey in terms of strategy and structural change since I started at the BL in 2000 I’ll come on to this in more detail later. First I would like to talk about some of the challenges I faced when I joined the library in terms of cultural / structural change –and how we addressed these.