This document summarizes the results of a survey of 398 German marketing managers on trends and strategies in personal communication. Some key findings include:
1. Regular customers make up two-thirds of customer structures on average but most marketing focuses on new customers. Greater focus on regular customers is needed.
2. Tools must be used more strategically depending on the relationship phase, with live communication best for building trust and loyalty.
3. Trade fairs are seen as a universal tool across the relationship cycle but need new concepts to remain competitive on a global scale.
Live Communication as value added factor in marketingDagobert Hartmann
Uniplan Live Trends 2008, German marketing managers on the trends and strategies of personal communication — results of a survey of 405 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Uniplan Live Trends 2007, German marketing managers on the trends and strategies of personal communication — results of a survey of 422 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
MARKETING COMMUNICATION PLAN
Case DNA Finland Ltd: How to Gain More Russian Prepaid
Subscription Customers?
Lahti University of Applied Sciences
Degree Programme in International Business
JENNI-MARI LAITINEN: Marketing Communication Plan
Case DNA Finland Ltd: How to Gain
More Russian Prepaid Subscription
Customers?
Thesis for International Business 61 pages, 5 appendixes
Spring 2009
ABSTRACT
This thesis is about marketing communications. The objective is to define the
parts, which especially need to be considered in the functional and cost-effective
promotion planning process, and then apply these features to the case company’s
plan. The research question tries to solve the problem on what the case company
must observe in their promotion process when trying to gain more Russian
prepaid subscription customers.
The study is divided into theoretical and empirical parts. The theory part
introduces marketing on a general level; marketing planning, the marketing mix,
the 4P model and the basics of the marketing communication. Promotion planning
is handled stage-by-stage by using the MCPF theory. The empirical part applies
theory to practice by developing a marketing communication plan for the case
company.
The research offers feasible ideas to accomplish promotion towards the target
segment. Therefore it is not to be a precise and detailed plan. Only prepaid
subscriptions and consumers are handled.
The qualitative study consists of multiple methods. The information is gathered
widely from different marketing and marketing communication textbooks,
magazine articles, web pages and by interviewing representatives of the case
company.
Marketing communication planning process is a versatile process, which requires
many resources from the company in order to be executed successfully. This study
offers the theoretical framework and an empirical paradigm for the person who
operates with marketing communication process. The result of the study is the
marketing communication plan for the case company. It helps the implementation
of the planning process and offers comprehensive information about the subject.
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Live Communication as value added factor in marketingDagobert Hartmann
Uniplan Live Trends 2008, German marketing managers on the trends and strategies of personal communication — results of a survey of 405 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Uniplan Live Trends 2007, German marketing managers on the trends and strategies of personal communication — results of a survey of 422 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
MARKETING COMMUNICATION PLAN
Case DNA Finland Ltd: How to Gain More Russian Prepaid
Subscription Customers?
Lahti University of Applied Sciences
Degree Programme in International Business
JENNI-MARI LAITINEN: Marketing Communication Plan
Case DNA Finland Ltd: How to Gain
More Russian Prepaid Subscription
Customers?
Thesis for International Business 61 pages, 5 appendixes
Spring 2009
ABSTRACT
This thesis is about marketing communications. The objective is to define the
parts, which especially need to be considered in the functional and cost-effective
promotion planning process, and then apply these features to the case company’s
plan. The research question tries to solve the problem on what the case company
must observe in their promotion process when trying to gain more Russian
prepaid subscription customers.
The study is divided into theoretical and empirical parts. The theory part
introduces marketing on a general level; marketing planning, the marketing mix,
the 4P model and the basics of the marketing communication. Promotion planning
is handled stage-by-stage by using the MCPF theory. The empirical part applies
theory to practice by developing a marketing communication plan for the case
company.
The research offers feasible ideas to accomplish promotion towards the target
segment. Therefore it is not to be a precise and detailed plan. Only prepaid
subscriptions and consumers are handled.
The qualitative study consists of multiple methods. The information is gathered
widely from different marketing and marketing communication textbooks,
magazine articles, web pages and by interviewing representatives of the case
company.
Marketing communication planning process is a versatile process, which requires
many resources from the company in order to be executed successfully. This study
offers the theoretical framework and an empirical paradigm for the person who
operates with marketing communication process. The result of the study is the
marketing communication plan for the case company. It helps the implementation
of the planning process and offers comprehensive information about the subject.
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Investigating the Influence of Firm Characteristics on Export Marketing Strat...Waqas Tariq
The export performance has been studied to a great extent while fewer researches have focused the export activities of developing countries. Firm characteristics have always been found to impact export performance considerably. Furthermore, the marketing strategy applied by the firm has been an important issue related to performance. In this paper, the relationships among firm characteristics, export marketing strategies as well as export performance were investigated on the export of medical disposable products in Malaysia. Data was gathered from 22 firms by the means of a questionnaire for which the reliability of 0.85 was achieved. The statistical Chi-Square test for independence was applied for testing the hypotheses via SPSS. The results indicated that several internal firm factors namely, market knowledge, commitment, international experience and innovation affected the application of adaptation strategies. Moreover, the use of adaptation strategies and the export performance were significantly related. Finally it was concluded that firm characteristics could influence export performance indirectly and through marketing strategies.
Scandinavian Outdoor Summit 2011 - Official Program and Speaker List
Join Scandinavia’s top brands an business associates at our first B2B Outdoor Summit, for two days of immersive, hands on seminars covering the latest strategies and topics in the outdoor industry. Advance your traditional skills while expanding your knowledge and expertise in all necessary areas of commerce today.
This is your chance to take part in Europe’s largest B2B get-together for the outdoor industry!
Register today:
www.outdoorsummit.se/registration.html
Facebook us and stay connected:
www.facebook.com/scandinavianoutdoorsummit
www.Twitter.com/outdoorsummit
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
DESIGN OF THE NEW INTERNATIONAL SALES & KEY ACCOUNT MANAGEMENT SKILLS TRAININ...inkamsErasmusProject
The "IN.KAMS-International Key Account Management & Sales"
Erasmus + Project aims to realize, pilot, disseminate and systematize a new University-based learning program focused on International Sales & Key Account Management.
This presentation is the task 1 of the Intellectual Output One, concernimg the design of the new training curriculum.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
Recognizing the need for insights into multi-channel use and OCM adoption,
Platt Retail Institute (PRI), in cooperation with the American Marketing
Association (AMA), and with the generous support of hybris software, decided
to undertake a survey of a portion of the AMA audience in January 2013. In
general, the purpose for conducting this research was:
1. To understand current and future marketing channel usage. As most
firms use various methods to reach their customers, we desire to gain
insights into current and future utilization, budget allocation, and
perceived channel ROI.
2. As organizations are being driven to adopt a more integrated marketing
approach, we desire to learn whether OCM strategies are being
implemented, or if there are plans to implement them within the next
three years. Underlying factors that are driving these plans, as well as
budgets allocated to implement these programs, were also considered.
The study also identifies the most significant business challenges faced
when implementing an OCM strategy, as well as who is primarily
responsible for making the decision to implement an OCM solution.
Investigating the Influence of Firm Characteristics on Export Marketing Strat...Waqas Tariq
The export performance has been studied to a great extent while fewer researches have focused the export activities of developing countries. Firm characteristics have always been found to impact export performance considerably. Furthermore, the marketing strategy applied by the firm has been an important issue related to performance. In this paper, the relationships among firm characteristics, export marketing strategies as well as export performance were investigated on the export of medical disposable products in Malaysia. Data was gathered from 22 firms by the means of a questionnaire for which the reliability of 0.85 was achieved. The statistical Chi-Square test for independence was applied for testing the hypotheses via SPSS. The results indicated that several internal firm factors namely, market knowledge, commitment, international experience and innovation affected the application of adaptation strategies. Moreover, the use of adaptation strategies and the export performance were significantly related. Finally it was concluded that firm characteristics could influence export performance indirectly and through marketing strategies.
Scandinavian Outdoor Summit 2011 - Official Program and Speaker List
Join Scandinavia’s top brands an business associates at our first B2B Outdoor Summit, for two days of immersive, hands on seminars covering the latest strategies and topics in the outdoor industry. Advance your traditional skills while expanding your knowledge and expertise in all necessary areas of commerce today.
This is your chance to take part in Europe’s largest B2B get-together for the outdoor industry!
Register today:
www.outdoorsummit.se/registration.html
Facebook us and stay connected:
www.facebook.com/scandinavianoutdoorsummit
www.Twitter.com/outdoorsummit
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
DESIGN OF THE NEW INTERNATIONAL SALES & KEY ACCOUNT MANAGEMENT SKILLS TRAININ...inkamsErasmusProject
The "IN.KAMS-International Key Account Management & Sales"
Erasmus + Project aims to realize, pilot, disseminate and systematize a new University-based learning program focused on International Sales & Key Account Management.
This presentation is the task 1 of the Intellectual Output One, concernimg the design of the new training curriculum.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
Recognizing the need for insights into multi-channel use and OCM adoption,
Platt Retail Institute (PRI), in cooperation with the American Marketing
Association (AMA), and with the generous support of hybris software, decided
to undertake a survey of a portion of the AMA audience in January 2013. In
general, the purpose for conducting this research was:
1. To understand current and future marketing channel usage. As most
firms use various methods to reach their customers, we desire to gain
insights into current and future utilization, budget allocation, and
perceived channel ROI.
2. As organizations are being driven to adopt a more integrated marketing
approach, we desire to learn whether OCM strategies are being
implemented, or if there are plans to implement them within the next
three years. Underlying factors that are driving these plans, as well as
budgets allocated to implement these programs, were also considered.
The study also identifies the most significant business challenges faced
when implementing an OCM strategy, as well as who is primarily
responsible for making the decision to implement an OCM solution.
MBA Dissertation: "Investigation into Programmatic Marketing as a More Effici...Isman Tanuri
This is my 15k-word MBA dissertation entitled "An Investigation into Programmatic Marketing as a More Efficient, Responsible and Financially Prudent Digital Marketing Practice of the Future"
Do contact me if you want a summary overview in person. I can be paid in excellent coffee.
Completed in Oct 2014
Nordic CMOs are keen users of contextual marketing, but fi nding the requisite technical skills is challenging their ability to derive greater understanding.
Marketing communicatios plan, case DNA Finland LtdJenni-Mari Karén
Tämä opinnäytetyö käsittelee markkinointiviestintäsuunnittelua. Tavoitteena on
selvittää, mitä osa-alueita suunnittelussa tulee huomioida ja mihin seikkoihin
käytännönläheinen suunnitelma keskittyy. Tutkimuskysymys pyrkii selvittämään
osa-alueet, joihin kohdeyrityksen tulee markkinointiviestinnässään panostaa
hankkiakseen lisää venäläisiä prepaid-matkapuhelinasiakkaita.
Työ jakaantuu teoreettiseen ja empiiriseen jaksoon. Teoriaosa lähestyy aihetta
laaja-alaisesti, alkaen markkinoinnin käsitteestä hyvin yleisellä tasolla, esitellen
markkinoinnin suunnitteluprosessin sekä markkinoinnin kilpailukeinot (ns. 4Pmallin) ja lopulta keskittyen markkinointiviestintään. Suunnitteluprosessin vaiheet
ja usein käytetty MCPF-suunnittelurunkomalli on esitelty omassa kappaleessaan.
Empiirisessä osassa teoriaa sovelletaan käytäntöön niin, että
markkinointiviestinnän teorian pohjalta luodaan kohdeyritykselle
markkinointiviestintäsuunnitelma. Tutkimuksen ei ole tarkoitus olla tarkka ja
yksityiskohtainen viestintäsuunnitelma, vaan tarjota käyttäjäystävällinen
markkinointiviestintäkehys lukijalle.
Kyseessä on kvalitatiivinen tutkimus, jonka menetelminä on käytetty erilaisten
markkinointiin ja markkinointiviestintään keskittyvien kirjojen, lehtiartikkeleiden
ja Internet-sivujen lisäksi kohdeyrityksen edustajien haastattelua. Tietoa on
hankittu laaja-alaisesti aihetta eri näkökulmista käsittelevistä teoksista.
Markkinointisuunnitelma on laaja ja monipuolinen prosessi, jonka toteutus vaatii
yritykseltä paljon resursseja. Tämä tutkimus tarjoaa teoreettisen pohjan ja
empiirisen esimerkin markkinointiviestintäsuunnitelman parissa toimivalle.
Tutkimuksen tuloksena syntynyt markkinointiviestintäsuunnitelma tarjoaa tietoa
aiheesta laaja-alaisesti ja helpottaa lukijan omaa suunnitteluprosessia.
Study “Digital Business Transformation” shows varying perspectives among Germ...Connected-Blog
Dexperty and the market research firm INNOFACT AG surveyed more than 600 decision-makers within a representative panel in June 2015 for the study. 50 per cent of those surveyed were responsible for marketing and 50 per cent for IT in their companies.
The survey was intended to investigate the understanding, practical relevance, state of development and possible hurdles in the implementation of digital business transformation in German companies. In addition to this, the survey sought to shed light on the impact of digital transformation on marketing and, more specifically, the development of digital trade fair marketing.
You will find more information at our web-special at: http://m-es.se/Mc8b
How can you develop your intelligence activities in the most efficient way, so decisions are never delayed? 45 % of companies say a lack of information delays decisions, according to the 2013 Global Market Intelligence Survey.
These slides are excerpts from the GIA Webinar: Essential Tips for Increasing Efficiency of Intelligence which showed participants:
- How to manage variables in your intelligence: scope, process, stakeholders, relevancy, priorities and culture
- How to disseminate and communicate intelligence finding in the best possible way
GfM Research Series: Successful Marketing in a Digital WorldChristoph Spengler
How can we control and target our marketing
during the digital transformation based on a firm
foundation for planning and decision-making?
Traditional methods and measurement tools run up
against their limits when trying to create a comprehensive
picture of customer behavior in a multichannel
world. At most they only show a small slice
of reality – and they are unable to capture very much
of new developments. Questions like: “What touchpoints
do customers really use?” and “How important
are these?”, remain unanswered.
Measurable and comparable touchpoint
management helps managers maintain an
overview and take decisions faster.
Successful Marketing in a Digital World - GfM Research SeriesChristoph Spengler
GfM Research Series: Successful Marketing in a Digital World
If they want to offer customers a consistent, brandtypical experience and excellent service in future, successful companies will have to restructure every area of market development: marketing, sales and communication.
Why and how-programmatic-is-emerging hi-media__study_2014HiMedia Group
This study, published by HiMedia in partnership with AppNexus, Warc and IAB Europe, explores for the first time programmaticbuying within its larger environment that is real-time marketing and the convergence between owned, earned, and paid-media.
Similar to Profitable customers through live communication (20)
Beitrag in der Werben und Verkaufen vom 02.11.2012 über die neue Uniplan Live Trends Studie zur Integration von digitalen Technologien in die Live Communication
Uniplan Live Trends 2009/10, Deutschlands Marketingmanager über die Trends und Entwicklungen in der Live Communication – Ergebnisse einer Umfrage bei 404 Unternehmen, durchgeführt von Uniplan und dem Lehrstuhl Marketingmanagement der Handelshochschule Leipzig
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
3. Uniplan LiveTrends 2006
Profitable customers through live communication
German marketing managers on the trends and strategies of personal
communication — results of a survey of 398 companies conducted by
Uniplan and the HHL-Leipzig Graduate School of Management
4.
5. Contents 3
Foreword ................................................................................ 5
Facts and figures of the study ....................................................... 6
1. Customer structure as a planning base ......................................... 7
Regular customers require more attention
2. Potential in the relationship cycle ............................................... 8
Tools must be used in a more targeted manner
3. Marketing mix in the relationship cycle ....................................... 9
Live communication builds up trust and
promotes customer loyalty
4. Importance of participation in trade fairs ..................................... 10
Trade fairs are a universal tool in customer management
5. Uniqueness of trade fair presentations ......................................... 11
“People” and “brand” are the most important differentiation factors
6. Requirements for trade fairs ..................................................... 12
Exhibitors demand new trade concepts
7. Monitoring communication success ............................................. 13
Success monitoring must become widely established
8. Statement: World Cup 2006 ....................................................... 14
Raising profiles through live communication
9. LiveTrends ........................................................................... 15
Profitable customers through live communication
1 0. Contact and imprint ............................................................. 17
6. The authors
Prof. Manfred Kirchgeorg (47) studied business and management economics at the Westfälische Wilhelms-
Universität Münster and had an academic position at the Institute for Marketing in Münster from 1985
to 1989. After he was conferred a doctorate he became a senior lecturer and a habilitation candidate in
Münster. He took up numerous teaching posts and research assignments at different universities in Ger-
many and abroad, before he joined the HHL-Leipzig Graduate School of Management in 1998. As holder
of the marketing management chair, the focus of his research is on integrated brand development, market
research and media and trade fair management. Professor Kirchgeorg is a member of several managerial
associations and federations.
Christiane Springer (28) studied business and management economics at the University of Magdeburg.
During her degree she gained extensive professional experience at Microsoft, the German television
broadcaster ZDF, the Fraunhofer Institute and the Leipziger Messe (Leipzig Trade Fair), to name but a few.
After completing her degree she spent more than three years working as a consultant at the Ogilvy direct
marketing agency in Frankfurt am Main. Since May 2004 she has held an academic position at the
Marketing Management faculty chaired by Prof. Manfred Kirchgeorg at the HHL-Leipzig Graduate School
of Management.
Christian Brühe (44) studied business and management economics at the University of Cologne. After gra-
duation he began his professional career as a consultant at Roland Berger Strategy Consultants in Düssel-
dorf. In August 1990 he joined the Uniplan executive board. Together with Prof. Manfred Kirchgeorg, he
founded the first research centre for live communication in Germany in 2004. Today, Uniplan has 500
employees and locations in Europe and Asia and is one of the leading agencies for live communication.
Dagobert Hartmann (41) studied business and management economics at the University of Cologne. After
completing his degree he worked for seven years as the Strategic Planning Director at Grey Worldwide.
He is now the Director of Consulting and Research at Uniplan. The strategy consultant and brand expert
advises customers of the Uniplan Group on all matters concerning strategic brand management, integrated
communication and live communication management. He has so far supported more than 70 brands from
different industries in consulting projects. Hartmann is a member of numerous professional associations.
7. Foreword
Dear readers,
Growth euphoria is sweeping the Asian markets. Conducting business in our domestic markets is thus
becoming more difficult. The task of meeting turnover and yield expectations is a hard one. Differenti-
ation potential seems to be largely exhausted, an increasing number of brand manufacturers are being
gripped by the spiral of price competition and competitors are experiencing more and more pressure —
a development which American strategy expert Tom Peters warned would happen. According to Peters,
a very important factor could fall between the cracks in this situation: efforts to make customers loyal.
At the same time, the trend towards moving away from traditional communication towards customer
communication aimed at target groups continues. This development is particularly beneficial for live
communication tools such as events, roadshows and showrooms. After all, this personal encounter
between people and brands achieves goals in areas where traditional communication tools have already
reached their limits — the initiation of a trusting dialogue with customers and sustained strengthening
of customer loyalty.
The current study “Uniplan LiveTrends 2006” outlines the superior role that live communication plays
in the targeted establishment and strengthening of valuable customer relationships. The study has been
conducted for the third time in succession by Uniplan, the Live Communication agency, in conjunction
with the Marketing Management faculty of the HHL-Leipzig Graduate School of Management. Almost
400 decision-makers were questioned in this representative survey, which was carried out by TNS
Infratest.
One of the most important findings was that Peters was justified in his criticism of customer neglect.
According to the results of our survey, regular customers in Germany are decisive for determining the
success or failure of a company. It is therefore essential for business to pay them as much attention as
possible. One thing is certain — only those marketing officers who attract customers and gain customer
loyalty by using marketing tools in a targeted manner and combining them efficiently will be successful
in future.
Enjoy reading!
Regards,
Prof. Manfred Kirchgeorg
Christiane Springer
Christian Brühe
Dagobert Hartmann
8. Survey design
Facts and figures of the study
This is the third time that Uniplan has carried out the “Uniplan LiveTrends” study in conjunction with
the Marketing Management faculty of the HHL-Leipzig Graduate School of Management.
Information was provided by a total of 398 leading companies and their Marketing and Communication
managers from nine key sectors. These include:
•Automotive •Supplier
•Finances •Health & Lifestyle
•Food •Fashion
•Tourism •Industry
•High-tech/telecommunications
In autumn 2005 TNS Infratest Holding conducted 30-minute telephone interviews for the study.
Marketing decision-makers from the 2,000 best performing companies were asked if they would like
to take part. Around a fifth of them agreed, 59.2 % of whom are divisional heads.
There is above-average representation of large-scale enterprises in the survey. A total of 36.6 % of all
companies surveyed post turnover of more than one billion euros. Medium-sized businesses with turnover
of up to 50 million euros account for 17 % of the companies surveyed.
With regard to the line of business, 22.6 % can be clearly assigned to the consumer goods industry and
40.5 % to the capital goods industry (the rest have mixed forms). A total of 67.8 % of the companies
surveyed are based in Germany.
In view of the comprehensive survey sample, the study provides important benchmark information for
key industries as well as for large and medium-sized businesses.
9. 1. Customer structure as a planning base
Regular customers require more attention 7
The customer structure comprises two thirds regular customers over all sectors. Nevertheless, the majority of
German companies gear their marketing activities primarily towards new customers. The enormous potential
of regular customers is largely underestimated.
They are the focal point of companies’ interest and efforts — new customers. Since regular customers are
considered to have been won over, all attention is turned towards new customers. The mobile communica-
tions sector is partly responsible for this widespread way of thinking and acting, since new customers still
get better deals than existing customers. Furthermore, there is extensive media coverage of the neck-and-
neck race for new customers, and the duration and quality of a longer business relationship very rarely
gets mentioned at all.
The advantages of maintaining existing customer relationships are obvious: there are no acquisition costs
and the existing potential can be easily and effectively increased through communication and cross-selling
activities. And this can be proven, as F. Reichheld postulated back in the 1990s. With an improvement in
rates of just five per cent, the “loyalty effect” will yield a 25 to 125 % increase in profits, depending on the
industry. However, in the age of saturated markets and growing international competition, the acquisition
of new customers has reached its limits.
A fatal cycle thus begins. The high costs of acquiring new customers come at the expense of maintaining
relationships with profitable regular customers. Neglected customers look elsewhere. Almost half of the
newly acquired customers are needed to make up for these severe losses alone. The only way out of this
situation is to concentrate the marketing resources on the most effective tools and the customer group
that not only has the greatest potential but also offers the greatest added value —regular customers.
10. 2. Potential in the relationship cycle
Tools must be used in a more targeted manner
Customers remain loyal to strong brands for a long time. Strong brands turn potential new customers
into loyal regular customers. To ensure an optimum “customer transfer”, the marketing resources must
be used as needed along the customer-relationship cycle.
Successful marketing accompanies a customer in all phases of buying a brand. When making contact
with potential new customers for the first time, it is important to grab their attention and gain their trust.
If this is done successfully, the customers will shortlist the brand, buy it and then try it out. If they are
pleased with their choice of brand, they will opt for it again when making their next purchase. This is
how loyal “regular customers” are gained.
It sounds easy, but the reality is somewhat different. There are risks in all phases that could threaten
the relationship between brand and customer. A particularly high number of customers are lost in the
transition period from brand awareness to trust and from purchasing to loyalty. However, by using the
right tools, the loss of customers can be reduced. Anyone wishing to bypass the critical problem zones
without suffering damage needs to know which tools can be used most effectively at which time.
But how much do companies actually know about the tools? Which are the right tools in marketing
practice? How can they be combined effectively? The results are sobering. Companies often focus on
past values or competition standards. Here, a lack of understanding about role allocation and the in-
terplay between the tools is replaced by operating by rule of thumb. The results of such behaviour are
serious misallocations of marketing resources and considerable losses with regard to communication
efficiency.
11. 3. Marketing mix in the relationship cycle
Live communication builds trust and promotes customer loyalty 9
Individual tools must be used according to their role in the relationship cycle. Classical advertising is used
to raise awareness of the brand and thus becomes less important. Live communication bypasses the critical
problem zones — building trust and gaining customer loyalty.
Which tool is the best to use at which point of gaining brand/customer loyalty and which tool is regarded
as being “best in class”? “Uniplan LiveTrends” also addressed this question.
The following picture can be drawn from the results. In phase one — raising awareness of the brand,
two thirds of the companies surveyed rely on classical advertising. For the next phase, building trust in
the brand, a great deal of confidence is placed in events for higher achievement of objectives. Events are
also the preferred choice when it comes to strengthening customer relations. With regard to increasing
sales, more than half of the companies rely on promotional activities. Trade fair participations are used
as a “universal tool” at all times and in all phases of customer relationships.
Live communication is used to bypass the critical problem zones — establishing trust and gaining customer
loyalty — since no classical advertising medium can make products and brand worlds so accessible and
turn them into experiences in the same way that an event can.
Conclusion: each tool has its advantages and limits. Synergies can only be used to their full effect if the
“orchestration” and coordination is right. In addition to integration in form and content, the time aspect is
becoming increasingly important, which means that those who use the tools along the purchasing process
will make higher turnover and returns.
12. 4. Importance of participation in trade fairs
Trade fairs are a universal tool in customer management
Once again, more than two thirds of marketing decision-makers rate trade fairs as being very important
in the communications mix. Trade fairs are an all-round tool in the customer relationship cycle. No other tool
is as effective when it comes to acquiring new customers and gaining the loyalty of existing customers.
With around 170 international trade fairs and exhibitions and more than 160,000 exhibitors, Germany
is the number one trade fair country. According to the Association of the German Trade Fair Industry
(AUMA), two-thirds of the world’s leading trade fairs are held in Germany. Visitor figures lie between
nine and ten million.
These figures clearly show that, despite all the criticism, trade fairs remain one of the most important
tools for companies in the marketing mix. In terms of budget they rank second after classical advertising.
Trade fairs are often even the key strategic tool for medium-sized and B2B companies. Their popularity
is primarily due to their multifunctionality with regard to customer acquisition, care and loyalty. They
are therefore promoted as being an “all-round tool” for the management of customer relationships.
If the preparation and follow-up work are good, the advantages of trade fair participations are obvious.
However, trade fairs cost money. Due to their relatively high portion of costs and budget, a lot of com-
panies are putting them to the test. Over the next few years, the question will increasingly be raised as
to how the efficiency of trade fair participations can be significantly improved.
13. 5. Uniqueness of trade fair presentations
“People” and “brand” are the most important
differentiation factors
The majority of trade fair presentations are interchangeable. It is not the hard factors such as architecture or
product presentation that create a unique atmosphere, but the soft factors. However, the opportunities for
emotional differentiation through qualified personnel and brand message are by no means exploited to the full.
Trade fairs are the scene of “hyper-competition”. Nowhere else does demand meet supply in such a concen-
trated form and area and in such a short timespan. Differentiation is a top priority for anyone wishing to stand
out among the mass of trade fair stands. At least, that’s the theory. But in practice the situation is somewhat
different: According to last year’s “LiveTrends” study, almost 65 % of the companies surveyed claimed that
trade fair presentations are interchangeable.
What is the explanation behind this? Uniplan also addressed this question in “LiveTrends 2006”. The question
as to which criteria are most suitable for standing out from competitors’ trade fair presentations was asked.
The result was surprising. It is not the hardware, in other words the architecture of product presentation that is
responsible for success, but rather the factors “people” and “brand”. Or to put it another way, those companies
that create a special atmosphere at their booths will turn their trade fair presentation into an unforgettable
experience.
This realisation is slowly becoming accepted. Forward-looking companies are no longer investing in increasingly
homogeneous products, but instead in training their staff and in trade fair communication that supports the key
messages. Effective brand promotion is thus the result of the product presentation.
14. 6. Requirements for trade fairs
Exhibitors demand new trade concepts
The trade fair business seems to have come out of the trough. Trade fairs will continue to play an important
role in the future communications mix. However, a rethink of conventional concepts is a priority. In times
of globalisation, new concepts are needed in order to further develop Germany as a trade fair location.
The trade fair business is currently undergoing a structural change. A large number of new trade fair
centres are being set up all over the world, established trade fairs are expanding their exhibition space
and infrastructure, and trade fairs are changing their venues both nationally and internationally. Trade
fair organisers are trying to outstrip one another in terms of topics, visitors and exhibitors.
What do today’s exhibitors expect from tomorrow’s trade fairs? Once again “Uniplan LiveTrends” provides
the answer. The majority of people surveyed believe that an improvement of the trade fairs is necessary: they
need to move away from being simple renters of space to becoming a permanent “partner of the customer”.
In concrete terms, a modernisation of the infrastructure, an improvement in the service quality and a reduc-
tion in the participation fees are expected. The bottom line is, trade fair centres need to be more appealing
and of a higher quality.
But is that enough? The companies surveyed regard raising the profile in competition as the most important
challenge. Three points are of particular importance to them: the focused address of the target audience,
the offer of experience-based event formats and a higher degree of professionalism in trade fair adver-
tising and marketing. In short, the greater the success of turning a trade fair into a “trade fair brand” with
a clear position, the greater the future prospects.
15. 7. Monitoring communication success
Success monitoring must become widely established 3
Companies invest high budgets in live communication but only spend a negligibly small amount on monito-
ring success. And this has serious consequences, as it becomes increasingly difficult to justify investments in
live communication to top management without sufficient proof of success.
It seems strange that companies invest huge sums of money in live communication, but have reservations
when it comes to monitoring the success of the money spent. At present, 6.6 % of the marketing budget
is spent on monitoring all communication measures. However, by taking a look at the measures individu-
ally, it becomes clear how serious the “controlling deficit” is. Only half of companies measure success at
all (see LiveTrends 2005). If a company measures the ROI of a leading fair, it invests just 10,000 euro in
the monitoring, which is a mere fraction of what the entire brand promotion costs.
Monitoring success is considered to be a superfluous cost factor. This way of thinking and acting often
has drastic consequences. In times of limited resources, live communication activities increasingly have
to compete with the other marketing tools. Anyone wishing to score points for live communication within
the company’s budget allocation process, needs solid arguments. Without proof of success, it becomes
even more difficult for the marketing officer to argue in its favour.
Live communication is rightly regarded as a promising discipline. If it is to prevail over other disciplines
in future, professional controlling is indispensable. This involves introducing suitable test procedures,
motivating all those involved and determining appropriate budget funds.
16. 8. Statement: World Cup 2006
Raising profiles through live communication
by Prof. Manfred Kirchgeorg
Out of the large number of applicants to hold the World Cup 2006, the FIFA Executive Committee accepted
Germany’s bid on 6th July 2000. The World Cup is one of the most outstanding sporting events in the world
and provides the host country, Germany, with rare opportunities to present itself to the general public all
over the world.
Germany will assume its role as host with the World Cup slogan “A time to make friends”. Hospitality and
friendliness are not exactly the primary dimensions that are associated with Germany. The World Cup can
significantly spruce up Germany’s image. However, the motto can only achieve the desired effect if all of
the cities staging the event as well as the German citizens and public institutions focus their activities on
the motto.
A total of 83 % of the companies surveyed see good prospects here, and rate the importance of the World
Cup for boosting Germany’s image as high to very high. For this reason, important marketing plans were
planned in 2005 to take place in 2006. The most important of these include events, followed by promotions
and traditional advertising. This means that live communication tools will prevail over classical
communication tools here.
However, to ensure a successful relationship with the sponsors, it is important that the companies not
only concentrate on the events during the World Cup, but are also present in the run-up to this major
event as well as after it is over. Only a well thought-out communications concept can ensure that the
numerous sponsors focus their attention as much as possible on the target groups.
17. 9. LiveTrends
Profitable customers through live communication —
superior role in the customer relationship cycle
An increasing number of German companies are operating in saturated markets. In such markets, the
potential for new customers is limited and the cost of acquiring new customers is high. The maintenance of
regular customers thus becomes the key factor for success. Live communication is an important tool here
for building trust in the brand and strengthening customer loyalty. Seven LiveTrends from the representative
study carried out in 2006 reflect the most important results.
LiveTrend 1
Regular customers require more attention
Two-thirds of all customers are regular customers. However, this extensive growth field lies idle. Instead of
focusing on this area, the majority of companies continue to gear a substantial amount of their activities
towards the new customer business, which is becoming increasingly difficult. Those companies wishing to
grow in the saturated markets should develop their relationships with regular customers and increase their
customer value.
LiveTrend 2
Tools must be used in a more targeted manner
A strong brand can gain the loyalty of a regular customer for a long time and turn a new customer into
a regular customer. This is provided that each phase of the customer relationship cycle is supported by
precisely those marketing tools that are tailored directly to the respective needs. An optimal combination
of communication tools helps prevent customer losses in critical phases.
LiveTrend 3
Live communication builds trust and promotes customer loyalty
From the initial contact to repeat purchases — the right communication channel is decisive for success.
Classical advertising is used to raise the awareness of the brand, live communication bypasses the problem
zones of building trust and gaining customer loyalty.
LiveTrend 4
Trade fairs are a universal tool in customer management
Marketing decision-makers rate trade fairs as being very important in the communications mix. Trade fairs
are an all-round tool in the customer relationship cycle. No other tool is as effective when it comes to
acquiring new customers and gaining the loyalty of existing customers.
18. LiveTrend 5
“People” and “brand” are the most important differentiation factors
The majority of trade fair presentations are interchangeable. It is not the architecture or the product pre-
sentation that makes a trade fair presentation unique, but the atmosphere at the stand. The opportunities
for emotional differentiation through qualified personnel and brand message are by no means exploited
to the full.
LiveTrend 6
Exhibitors demand new trade concepts
Trade fairs need to change. In times of globalisation, new concepts for developing Germany as a trade fair
destination are called for. Tomorrow’s trade fairs need to move away from being local renters of space to
become full-service providers with a strong “trade fair brand”.
LiveTrend 7
Success monitoring must be established
Companies invest large budgets in live communication but only spend a negligibly small amount on mo-
nitoring success. And this has serious consequences, as it becomes increasingly difficult to justify invest-
ments in live communication to top management without sufficient proof of success.
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