Partnerships
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The document discusses different types of partnerships that companies can form, including common resource partnerships, purchasing partnerships, marketing partnerships, consortiums, joint ventures, and strategic alliances. These partnerships allow companies to reduce costs, utilize resources more efficiently, attain better prices through bulk purchasing, strengthen marketing efforts at lower costs, present more attractive supplier packages through collaboration, create new opportunities by combining skills and technologies, and gain competitive advantages over other competitors. However, companies should consider whether partnerships provide mutual benefits and what capabilities they may give up when partnering with others.
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This presentation covers everything you need to know about Partnership Marketing - when two or more companies partner up to market each other to their customers.
Business are starting to realise that teaming-up with like-minded brands is one the finest ways of attracting new customers. Spotify, Paypal, Airbnb and American Express are all getting in on the act and taking advantage of Partnership Marketing techniques.
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This document provides a summary of the leading UK educational resource tutor2u. It states that tutor2u is the leading UK resource for Business, Economics, ICT and Politics and provides both free and subscription-based resources that can be accessed on their website at http://www.tutor2u.net.
Marketing Glossary
tutor2uTM is a leading UK educational resource website for subjects including Business, Economics, ICT and Politics. Visitors can access both free and subscription-based learning materials on a wide range of topics at tutor2u.net.
Promotion mix
The promotional mix refers to the combination of marketing communication tools used to promote a product. It typically includes advertising, sales promotions, public relations, personal selling, and direct marketing. Each tool has its own strengths and weaknesses in terms of cost, reach, ability to personalize a message, and impact on long-term brand awareness versus short-term sales. Companies must strategically select and integrate the appropriate mix of tools to promote their products effectively.
A collaboration strategies
This document discusses various strategies for collaboration and innovation, including bounded innovation approaches, technology-enabled collaboration, and reasons for collaboration versus solo development. Some key points discussed are:
1. Bounded innovation approaches focus innovation efforts on customer needs, future trends, or disrupting existing markets.
2. Technology can enable collaboration by allowing people to discover common interests, exchange information, and build relationships.
3. Challenges of collaboration include different objectives between groups and lack of experience working together.
4. A significant portion of innovation comes from collaborative efforts between multiple individuals and organizations.
Partnering for success
The document discusses partnerships, defining them as collaborative agreements where parties work together towards a common goal and share risks, responsibilities, and benefits. It outlines reasons for partnering like gaining new resources, capabilities, and access to markets. Success depends on complementary strengths and clear goals/expectations. Risks include low commitment, diverging strategies, and lack of trust. When considering partnerships, companies should evaluate if they can benefit from new resources and fill gaps. Due diligence includes understanding a potential partner's finances, operations, market presence, and customer service values.
Entrepreneurial Marketing
Entrepreneurial marketing focuses on developing relationships with customers, innovating new product concepts, and leveraging limited resources. It involves taking a proactive, opportunity-driven, and customer-focused approach while tolerating some risk. Various entrepreneurial marketing strategies are discussed, including relationship marketing, viral marketing, digital marketing, and buzz marketing. Pricing strategies like skimming, penetration pricing, and assessing price sensitivity are also covered.
Advanced advertising marketing
Marketing consists of strategies and tactics to identify, create, and maintain satisfying relationships with customers in a way that provides value for both customers and the marketer. The marketing mix comprises the controllable elements of the marketing plan, including product, price, place, and promotion. Product involves the goods and services, along with supporting elements. Price considers costs and strategies like premium, penetration, economy, and price skimming pricing. Place refers to distribution channels that move products from manufacturers to consumers. Promotion covers advertising, personal selling, sales promotion, public relations, direct marketing, and sponsorship activities used to promote products to target audiences.
Co-branding
Co-branding involves associating two or more brands together on a single product or service. There are several types of co-branding arrangements, including ingredient co-branding where one brand provides a component to another brand's product, promotional co-branding through endorsements, and value chain co-branding through partnerships along the product development process. Co-branding can benefit both brands by reducing costs, enhancing consumer loyalty, and reaching new audiences, but it also carries the risk of potential issues with one brand negatively impacting the other. Examples of successful co-branding partnerships include Adidas with Polar Electro, Apple with Nike, and MasterCard with Virgin.
4604431
Advertising is a form of non-personal promotion used by businesses, non-profits, and professionals to build brand awareness and demand. Major decisions in advertising include setting objectives, budgets, messages, and evaluating effectiveness. The document also discusses sales promotion techniques like coupons, premiums, and contests used to incentivize purchases, and public relations which involves building goodwill through favorable publicity and managing corporate image.
MARKETING-CH10
The document discusses various marketing communication tools including advertising, sales promotion, public relations, personal selling, and direct marketing. It emphasizes the importance of integrating these different communication channels to deliver a clear and consistent message. It also covers topics like developing effective communication strategies, setting advertising objectives and budgets, and selecting appropriate advertising media and timing.
Branding ppt 1
The document discusses ways that brands can leverage secondary associations to build brand equity. It describes how brands can form secondary associations through company branding strategies, country of origin, distribution channels, co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and other third-party sources. Developing these secondary associations can increase brand awareness and strengthen the favorability and meaningfulness of brand associations. The document also discusses tools for measuring sources of brand equity, including qualitative research techniques like free associations and projective techniques, and quantitative measures like awareness, image, brand responses, and brand relationships.
Ch10 Discussion Light
The document discusses various topics relating to cooperative strategy. It introduces strategic alliances as a type of cooperative strategy where firms combine resources to create value. There are four main types of strategic alliances: joint ventures, equity alliances, non-equity alliances, and strategic cooperative networks. A strategic network differs from a single alliance in that it involves multiple partnerships between firms. The document also discusses reasons for forming alliances based on market type and risks associated with cooperative strategies.
Competitive advantage and competency
this presentation deals about how a competitive advantage can be achieved by an organization and importance of competency.
Branding
The document discusses branding strategies and considerations for developing a brand identity. It defines what a brand is, explains different levels of brand meaning, and discusses factors like brand name, logo, colors, taglines, and symbols that contribute to brand identity. The document also covers evaluating brand equity, choosing a brand name, different branding tools, and managing brand assets over time.
Go to Market 101
This is a presentation on go-to-market fundamentals that I did for Nasscom member companies in India.
Co branding
Co-branding is a marketing strategy that involves two or more brands collaborating on a product or service. Each brand contributes its own identity and reputation to create a new co-branded product. The goal is to leverage the strengths of both brands to increase sales, market share, and customer loyalty. There are four main co-branding strategies: market penetration, global brand, brand reinforcement, and brand extension. Co-branding is commonly used by retailers, restaurants, and manufacturers to gain synergies from partnering brands.
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Budgets
The document discusses different types of budgets that are important for startups, including:
1) An establishing budget that outlines the costs to get a startup launched.
2) An operating budget/income statement that projects revenues, costs, and profits on a monthly or annual basis to understand when a profit may be achieved.
3) A cash flow budget to determine funding needs by projecting cash inflows and outflows over time.
Budgets are seen as important planning tools for startups to test assumptions, set goals, and demonstrate viability to investors, but should be viewed as flexible financial simulations rather than rigid predictions since startups involve uncertainty.
Presenting your startup budget
This document provides an example budget for a small retail startup presented across multiple sections, including an establishing budget, operating budget, funding budget, sensitivity analysis, and notes. The establishing budget outlines initial costs such as rent, interior work, equipment, and stock. The operating budget forecasts revenue, costs, and profits. The funding budget shows the capital needs and proposed sources of funding. The sensitivity analysis illustrates the budget under different scenarios. The notes provide additional details on assumptions around contribution margins, wages, and costs.
Budgeting basics iii cashflow
The document discusses cashflow budgets for startups. It provides an example of transforming an operating budget into a cashflow budget by transferring revenue and cost items to show monthly cash inflows and outflows. However, the cashflow budget must also account for additional payments like withdrawals, deposits, and large purchases not captured in the operating budget. Delayed customer payments and supplier payment terms further complicate the cashflow projections. The cashflow budget is necessary to determine if and when additional financing may be required beyond initial startup funding.
Budgets when will i make profit
To calculate necessary turnover to reach profitability, you need to know fixed costs, desired profit, and contribution margin ratio. The necessary turnover is equal to the sum of fixed costs and desired profit divided by the contribution margin percentage. You should estimate contribution margin, decide on a desired profit level, and run simulations adjusting variables like contribution margin, salary, hiring, and premises costs to determine necessary turnover under different scenarios.
Budgets 2012
The document provides guidance on creating budgets for a new business. It discusses the importance of budgets for obtaining funding from investors and banks, and how budgets can help turn a business vision into measurable goals. It recommends establishing budgets for startup costs, operating costs, sales prices, cash flow, and funding needs. Sample budgets are provided, including operating budgets showing income statements and cash flow over multiple years. The document stresses that budgets should be used as a financial simulation and management tool rather than an attempt to precisely predict the future, as startups involve experimentation.
The language of financial planning
This document provides an introduction to key financial planning concepts for entrepreneurs through the example of budgeting for a holiday cottage business. It defines important terms like establishing budget, operating budget, turnover, variable costs, contribution margin, contribution margin ratio, fixed costs, depreciation, and net profit. The example operating budget calculates that the holiday cottage business could earn a net profit of 22,000 Danish kroner per year based on assumptions for revenue, variable costs, fixed costs, depreciation, and interest payments.
Budgeting basics ii the gearwheels of your budget
The document discusses budgeting for new businesses. It argues that budgets should not be seen as predictions, but as simulations or goals. The rest of the document provides examples of how to build budgets through establishing formulas based on key assumptions and variables, such as hourly rates, marketing efforts, sales targets, production capacity, and seasonal fluctuations. Formulas are provided for a web shop, consulting business, innovative product, and car wash as examples. The goal is to break budgets down into logical steps and components to make the process more manageable.
Legal issues 2011
This document discusses various legal structures for startups including sole proprietorships, partnerships, limited liability companies (LLCs), and corporations. It notes the pros and cons of each in terms of personal risk, costs, formalities, and ease of setup and sale. The document also briefly discusses holding company structures, registration requirements in Denmark which only requires filling out a simple form, authorization requirements for certain businesses, the importance of founders agreements to define roles and prevent future conflicts, and some key Danish employment laws and paperwork requirements for employers.
Intellectual property rights
Intellectual property rights are regulated by national laws and include patents, utility models, trademarks, industrial design rights, and copyright. Patents protect technical inventions for 20 years, utility models protect new practical inventions for 10 years, trademarks protect distinctive figures, words, slogans for 10 years through renewal, industrial design rights protect non-utilitarian visual object designs for 25 years through renewal, and copyright automatically protects original creative works for 70 years. Confidentiality agreements can be used to keep ideas secret while pursuing intellectual property protection.
The business plan
The business plan outlines the key sections needed to successfully communicate an idea for a new business venture. It includes an executive summary, product description, market analysis, organizational details, financial projections, and appendices. The executive summary provides a 1-2 page overview of the full business plan. The core sections then describe the problem and solution, product or service details, target customer and market size, competitive landscape, sales and marketing strategies, management team, milestones, and associated budgets and assumptions.
Budgets
The documents provide information about establishing budgets for startups and new businesses. It discusses the importance of budgets, different types of budgets including establishing budgets, operating budgets, cash flow budgets, and financing budgets. It provides examples of budgets with numbers and financial projections. It also discusses estimating sales, costs, and profits. Budgets help understand the financial needs and viability of a business idea.
Searching for the entrepreneur dna
A European study identified seven types of entrepreneurs: the mountaineer who takes risks and seeks challenges; the playing child who finds work pleasurable and combines work and hobbies; the successor who inherits a company and feels a duty to customers and networks; the idealist who wants to make a positive impact on society; the businessman focused on profit above all else; the globalist who seeks international opportunities; and the survivor who was driven to entrepreneurship by need rather than desire for challenges.
Product portfolio & sales funnel
The document outlines strategies for building a product portfolio and sales funnel. It discusses introducing prospects to products through reduced and trial versions to turn them into users. The core discusses core products that are the basis of the business. Add-ons enhance core products to allow for additional sales. Packages bundle core and add-on products at a discount to encourage purchasing multiple items. Premium products showcase top offerings and status but may not sell in large volumes. The overall strategies aim to progress customers through the sales funnel from prospects to lasting relationships.
Sales prospect pitch
The document outlines a 10 slide sales pitch that describes the customer pain being alleviated, explains how the solution alleviates this pain without being too technical, ensures the audience understands the sales model, describes the technology in a non-technical way, includes a demo to show not just tell, provides a competitive analysis addressing problems with competitors' solutions, describes the management team and board, and ends with a call to action for the next step.
Legal issues
This document discusses different legal structures for company ownership including sole proprietorships, partnerships, and limited liability companies. It notes the personal risks, capital requirements, regulations, and other factors to consider with each structure. It also covers setting up a holding structure, registering a business, authorization requirements, drafting founders/partnership agreements, and key rights and regulations regarding employees.
Financing your business
There are several sources of financing available for businesses at different stages of growth, including equity financing through sources like seed funds, business angels, and venture capital funds, as well as loan financing from banks. Equity financing provides ownership in exchange for risk, while loans require interest payments and repayment but provide no ownership. Public sector financing through grants can also be an option. The type of financing needed depends on the business lifecycle stage, from R&D funding through seed capital and grants, to startup financing from angels and venture capital seeking high growth potential, to exploitation and growth funding from banks, angels, and venture capital.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
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Partnerships
- 1. Partnerships
- 2. Types of partnerships Common resources Purchasing Marketing Consortium Joint venture Strategic alliance
- 3. Common resources Sharing resources like office, stock, machines, staff etc. Purpose: reducing costs and utilize resources
- 4. Purchasing Making major purchases together Purpose: To attain better prices and discounts.
- 5. Marketing Common marketing and distribution of products and services. Purpose: Stronger marketing at lower costs with better product packages
- 6. Consotium Joint offer on a delivery Purpose: Becoming a more attractive supplier
- 7. Joint venture Putting resouces (money etc.) into a common seperate company. Purpose: Create synergy by uniting skills and technologies from different companies.
- 8. Strategic alliance Agreement with a competitor to cooperate on technology, marketing or distribution Purpose: Gain a competitive advantage compared to other competitors
- 9. Examples R&D Trust Outsourcing Co-branding Bundled Co-marketing products/services Distribution Franchise After-sales
- 10. Concerns Is it a Win-Win What do I get? What do they get? What do I give? What do they give? What does it prevent me from doing? What can go wrong?