Marketing involves fulfilling customer needs by creating and delivering relevant products and services. Successful marketing requires understanding consumers and the market environment. The marketing process includes innovation to create new brands, managing existing brands, and consolidating and diversifying brands over time. Developing new concepts involves screening ideas, testing concepts with consumers, and developing the optimal marketing mix of product, price, place, and promotion. Communication and sales promotion are also essential to attract customers and push brands into the market. Overall marketing aims to deliver a consistent brand identity that resonates with target audiences.
The document discusses various aspects of creative planning and strategy development for advertising. It covers the importance of creativity in advertising, how to plan creative strategies by considering different perspectives, the creative process models, inputs that fuel creativity, developing major selling ideas, and using techniques like unique selling propositions and positioning to craft advertising campaigns. It also provides examples of famous advertising slogans and discusses finding inherent drama and creating brand images through creative strategies.
How To Structure Your Innovation Process, SunIdee 2012Martin Klitsie
This document provides an overview of how to structure an effective innovation process in 3 parts:
1. It explains that an innovation strategy helps companies outsmart competitors by defining a vision, mission, and goals and innovating the business model and product portfolio.
2. It outlines the steps to develop great products and services, including interacting with customers, formulating insights, generating ideas, developing propositions, and creating a roadmap.
3. It discusses marketing and sales innovation, such as innovating communication approaches based on customer emotions and reinventing sales tools to focus on value instead of costs.
How to structure_your_innovation_process_sun_idee_2012_2loesvanderputten
This document provides guidance on structuring an effective innovation process in 3 parts. Part 1 explains how to set up the process with clear innovation strategy, developing great products/services, and innovative marketing. It outlines steps like defining vision/mission, generating customer insights, developing propositions, and creating an innovation roadmap. Part 2 notes benefits like using resources effectively, shortening time to market, and strong market positioning. Part 3 provides contact information to learn more.
How to structure_your_innovation_process_sun_idee_2012Isabelle Val
This document provides guidance on structuring an effective innovation process in 3 parts. Part 1 explains how to set up the process with clear innovation strategy, developing great products/services, and innovative marketing. It outlines steps like defining vision/mission, generating customer insights, developing propositions, and creating an innovation roadmap. Part 2 notes benefits like using resources effectively, shortening time to market, and strong market positioning. Part 3 provides contact information to learn more.
How to structure your innovation process. By SunIdeeellydoek
This document provides an overview of how to structure an effective innovation process in 3 stages:
1. Develop an innovation strategy to guide long-term innovation efforts by defining a vision, mission, and ambitious goals. This helps outsmart competitors by innovating the business model and product portfolio.
2. Bring the strategy to life by developing great products and services through a process of interacting with customers, formulating insights, generating ideas, and creating product roadmaps.
3. Boost commercial success through innovative marketing, sales, and communication by applying a similar innovation process and reinventing how products are sold based on customer value.
Structuring the innovation process in this way provides clear benefits to businesses.
Driving successful brand strategy through customer driven innovationMerlien Institute
Driving successful brand strategy through customer driven innovation
Presented by Niki Schroeder at Merlien Institute's International conference on Qualitative Consumer Research & Insights 2011
6-8 April 2011, Malta
Customer Innovation management platform by The innovation minder companyInnovation Minder
from the 1st stage of development where the ideation begins.
The CIM platform will manage your customers' expertise that is potentially valuable for product and service development. It will give your company the leverage to anticipate future market demand.
Customers' participation through the CIM platform will not interfere with the efficiency of
http://t.co/chGddXGJ &http://t.co/DCAdmO8Y
The document discusses various aspects of creative planning and strategy development for advertising. It covers the importance of creativity in advertising, how to plan creative strategies by considering different perspectives, the creative process models, inputs that fuel creativity, developing major selling ideas, and using techniques like unique selling propositions and positioning to craft advertising campaigns. It also provides examples of famous advertising slogans and discusses finding inherent drama and creating brand images through creative strategies.
How To Structure Your Innovation Process, SunIdee 2012Martin Klitsie
This document provides an overview of how to structure an effective innovation process in 3 parts:
1. It explains that an innovation strategy helps companies outsmart competitors by defining a vision, mission, and goals and innovating the business model and product portfolio.
2. It outlines the steps to develop great products and services, including interacting with customers, formulating insights, generating ideas, developing propositions, and creating a roadmap.
3. It discusses marketing and sales innovation, such as innovating communication approaches based on customer emotions and reinventing sales tools to focus on value instead of costs.
How to structure_your_innovation_process_sun_idee_2012_2loesvanderputten
This document provides guidance on structuring an effective innovation process in 3 parts. Part 1 explains how to set up the process with clear innovation strategy, developing great products/services, and innovative marketing. It outlines steps like defining vision/mission, generating customer insights, developing propositions, and creating an innovation roadmap. Part 2 notes benefits like using resources effectively, shortening time to market, and strong market positioning. Part 3 provides contact information to learn more.
How to structure_your_innovation_process_sun_idee_2012Isabelle Val
This document provides guidance on structuring an effective innovation process in 3 parts. Part 1 explains how to set up the process with clear innovation strategy, developing great products/services, and innovative marketing. It outlines steps like defining vision/mission, generating customer insights, developing propositions, and creating an innovation roadmap. Part 2 notes benefits like using resources effectively, shortening time to market, and strong market positioning. Part 3 provides contact information to learn more.
How to structure your innovation process. By SunIdeeellydoek
This document provides an overview of how to structure an effective innovation process in 3 stages:
1. Develop an innovation strategy to guide long-term innovation efforts by defining a vision, mission, and ambitious goals. This helps outsmart competitors by innovating the business model and product portfolio.
2. Bring the strategy to life by developing great products and services through a process of interacting with customers, formulating insights, generating ideas, and creating product roadmaps.
3. Boost commercial success through innovative marketing, sales, and communication by applying a similar innovation process and reinventing how products are sold based on customer value.
Structuring the innovation process in this way provides clear benefits to businesses.
Driving successful brand strategy through customer driven innovationMerlien Institute
Driving successful brand strategy through customer driven innovation
Presented by Niki Schroeder at Merlien Institute's International conference on Qualitative Consumer Research & Insights 2011
6-8 April 2011, Malta
Customer Innovation management platform by The innovation minder companyInnovation Minder
from the 1st stage of development where the ideation begins.
The CIM platform will manage your customers' expertise that is potentially valuable for product and service development. It will give your company the leverage to anticipate future market demand.
Customers' participation through the CIM platform will not interfere with the efficiency of
http://t.co/chGddXGJ &http://t.co/DCAdmO8Y
The newsletter provides updates on events, management insights, product features, and new hires at Company Software. It announces that Company Software will be a gold sponsor at an upcoming wireless summit. It also discusses product positioning strategies, summarizes new features for various products, and provides a refresher section with a quote, word of the month, tips, and movie reviews. New employees who recently joined the company across various departments are also introduced.
Today's marketing is about connecting with the customers, creating innovative relationships and providing unique experience locally and globally. Methods are numerous; the most innovative and customer &culture sensitive companies win the customers, i.e. the business.
The document discusses lean startup methodology for entrepreneurs. It explains that lean startup aims to eliminate waste in discovering customer value and needs through continuous experimentation and validated learning. The key aspects of lean startup covered are customer interaction and segmentation to identify minimum viable products and measure metrics like validated learning and activation to guide product development. The overall approach is to build something customers need through iterative customer feedback rather than upfront planning.
Prove Your Advantage: TCO Sales and Marketing ToolsAlinean, Inc.
B2B Total Cost of Ownership (TCO) Sales Enablement Tools and Marketing Calculators are required to prove value, best competition and Fight Frugalnomics™.
This document discusses various components of promotion mix including advertising, public relations, personal selling, and sales promotion. It then covers key concepts related to each component such as the communication process, target audience, and effectiveness of different promotional tools. Finally, it provides information on objectives, budget, and evaluation of promotional campaigns. The document provides an overview of promotional strategies and tools used by marketers.
The document outlines J&J Brasil's vision for transformation to become a more consumer-driven and trusted organization through a 3C Plan focusing on Champions, Clients, and Consumers. It describes identifying Champions to guide the change, empowering employees, and restructuring sales. It also details using ERP and CRM systems to better serve local retailers and consumers by sharing information and improving relationships and responsiveness. The overall goal is to transform J&J Brasil from a reactive to proactive organization focused on customer needs.
The consumer decision journey. McKinsey. Consumers are moving outside the purchasing funnel, changing the way they research and buy your products. If your marketing hasn’t changed in response, it should. https://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
Selling Innovation in a Risk Averse EnvironmentRevelation Next
Presentation that focuses on selling new and innovative solutions more effectively. Topics include:
* The latest research on what clients really want and what stands in their way of getting it
* Leveraging the value of innovation in today's economic climate
* Sales principles and practices to identify client needs, and effectively position creative solutions
* Successfully addressing the internal sales challenges in market research firms with fresh solutions.
This document discusses customer segments. It begins by asking who customers are and why they would buy a product. It then discusses identifying customer jobs that need to be done, problems or needs, and ranking their significance. It also discusses identifying customer pains like costs and issues, as well as gains like benefits and desired outcomes. The document provides examples of defining customer personas and archetypes. It discusses different types of markets and how that impacts factors like customers, needs, risks, and examples. Finally, it discusses concepts like identifying different customer roles, running experiments to test interest, and dealing with multi-sided markets.
The document describes Moskowitz Jacobs Inc., a research and consulting firm that uses IdeaMap and other quantitative marketing tools to help clients optimize their branding, product development, and messaging strategies. It outlines Moskowitz Jacobs' approach of using conjoint analysis and experimental design to test combinations of marketing elements and uncover what most appeals to different customer segments. The results are used to identify optimal marketing concepts and messages tailored to each segment's mindset to maximize customer interest and sales.
Before launching your next advertising campaign, learn how to evaluate advertisers and increase the chances of a successful campaign. This class will cover the basic terms used by advertisers to present and sell advertising space, and how you can use the information to compare advertising opportunities.
W1 Marketing The Art And Science Of Satisfying Customersuniv
This document provides an overview of marketing concepts. It defines marketing as the process of identifying and satisfying customer needs profitably. The marketing concept holds that the key to achieving organizational goals is determining the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors. The document also discusses the importance of customer value, satisfaction, and relationships to the marketing concept. It presents a simple five-step model of the marketing process and different marketing orientations like production, product, selling, and societal concepts.
This document summarizes a lecture on customer segments, discussing the importance of understanding which customers and users are being served and their key jobs or problems to solve. It covers different types of business customers like B2B, B2C, and B2B2C, and provides heuristics for talking to customers, understanding their decision making processes, and testing products with customers.
The document discusses various aspects of the communication process, including factors related to the source, message, and channel. It covers topics such as source credibility, the use of celebrities in endorsements, fear appeals in messages, and the use of humor. It also discusses how messages are encoded, interpreted, retained, and recalled by receivers of the communication.
This document discusses marketing your wisdom and maturity for career development. It outlines learning objectives such as taking a look at yourself, enhancing your ability to understand market demands, and learning how to present yourself as a viable candidate. The first step is to know yourself by reevaluating your skills, interests, values, talents, focus and what you have to offer. The second step is to know the job market by understanding desired skills, competencies, terminology, technology, and business trends. The document rates and describes competitive skills for today's job market such as decision making, communication, initiative and flexibility.
The document summarizes Kaizen Research and Marketing's philosophy, team, services, differentiators, and offices. It also provides details on two case studies: an FMCG marketing model testing project and a healthcare new product launch and sales project. For the FMCG project, Kaizen tested a new marketing concept involving door-to-door promotion and in-store demos. For the healthcare project, Kaizen launched a new product line through housing society events to position the brand as health-oriented.
Super valu dr pepper customer segmentationbksigler
This document discusses strategies for developing customer relationships by understanding shopper behavior. It recommends segmenting customers based on demographics, shopping habits, and brand preferences. Key strategies include developing customized marketing plans for each segment, focusing on both short-term sales initiatives and long-term initiatives to build customer loyalty over time. The goal is to work closely with customers to better meet shopper needs and drive profitable volume.
Performance Branding: Making Branding Accountable[x+1]
Digitally Centric Performance Marketing outlines how performance marketing optimizes campaigns based on measurable consumer responses and behaviors. It discusses how search marketing has changed consumers' purchase funnels and how all marketing can now be response marketing. The document provides an example of how Kraft implemented a performance branding campaign around recipe downloading that was optimized for return on behavior and led to measurable sales increases. It emphasizes integrating direct marketing, brand marketing, and digital skills; using new technologies like online ad exchanges; and creating simple, trackable metrics to continuously optimize campaigns.
The document discusses using experience mapping to improve marketing and revenue at healthcare organizations. It provides an overview of experience mapping, including a case study of MD Anderson Cancer Center. Experience mapping involves interviewing patients, families, and physicians to understand their entire healthcare journey and identify opportunities to improve the patient experience at different touchpoints. This helps marketing differentiate the organization, illustrate how activities improve ROI, and advocate for patients to achieve marketing goals in a cost-effective way.
This document discusses using insights to drive business ideas. It provides examples of insights and explains that insights go deeper than just observations or data. Insights should induce meaning and further understanding. The document also discusses using hybrid research techniques, like combining qualitative and quantitative methods, to develop a holistic understanding of the market. It provides examples of segmentation approaches that can align with retailers or brands to better target shopper segments.
The newsletter provides updates on events, management insights, product features, and new hires at Company Software. It announces that Company Software will be a gold sponsor at an upcoming wireless summit. It also discusses product positioning strategies, summarizes new features for various products, and provides a refresher section with a quote, word of the month, tips, and movie reviews. New employees who recently joined the company across various departments are also introduced.
Today's marketing is about connecting with the customers, creating innovative relationships and providing unique experience locally and globally. Methods are numerous; the most innovative and customer &culture sensitive companies win the customers, i.e. the business.
The document discusses lean startup methodology for entrepreneurs. It explains that lean startup aims to eliminate waste in discovering customer value and needs through continuous experimentation and validated learning. The key aspects of lean startup covered are customer interaction and segmentation to identify minimum viable products and measure metrics like validated learning and activation to guide product development. The overall approach is to build something customers need through iterative customer feedback rather than upfront planning.
Prove Your Advantage: TCO Sales and Marketing ToolsAlinean, Inc.
B2B Total Cost of Ownership (TCO) Sales Enablement Tools and Marketing Calculators are required to prove value, best competition and Fight Frugalnomics™.
This document discusses various components of promotion mix including advertising, public relations, personal selling, and sales promotion. It then covers key concepts related to each component such as the communication process, target audience, and effectiveness of different promotional tools. Finally, it provides information on objectives, budget, and evaluation of promotional campaigns. The document provides an overview of promotional strategies and tools used by marketers.
The document outlines J&J Brasil's vision for transformation to become a more consumer-driven and trusted organization through a 3C Plan focusing on Champions, Clients, and Consumers. It describes identifying Champions to guide the change, empowering employees, and restructuring sales. It also details using ERP and CRM systems to better serve local retailers and consumers by sharing information and improving relationships and responsiveness. The overall goal is to transform J&J Brasil from a reactive to proactive organization focused on customer needs.
The consumer decision journey. McKinsey. Consumers are moving outside the purchasing funnel, changing the way they research and buy your products. If your marketing hasn’t changed in response, it should. https://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
Selling Innovation in a Risk Averse EnvironmentRevelation Next
Presentation that focuses on selling new and innovative solutions more effectively. Topics include:
* The latest research on what clients really want and what stands in their way of getting it
* Leveraging the value of innovation in today's economic climate
* Sales principles and practices to identify client needs, and effectively position creative solutions
* Successfully addressing the internal sales challenges in market research firms with fresh solutions.
This document discusses customer segments. It begins by asking who customers are and why they would buy a product. It then discusses identifying customer jobs that need to be done, problems or needs, and ranking their significance. It also discusses identifying customer pains like costs and issues, as well as gains like benefits and desired outcomes. The document provides examples of defining customer personas and archetypes. It discusses different types of markets and how that impacts factors like customers, needs, risks, and examples. Finally, it discusses concepts like identifying different customer roles, running experiments to test interest, and dealing with multi-sided markets.
The document describes Moskowitz Jacobs Inc., a research and consulting firm that uses IdeaMap and other quantitative marketing tools to help clients optimize their branding, product development, and messaging strategies. It outlines Moskowitz Jacobs' approach of using conjoint analysis and experimental design to test combinations of marketing elements and uncover what most appeals to different customer segments. The results are used to identify optimal marketing concepts and messages tailored to each segment's mindset to maximize customer interest and sales.
Before launching your next advertising campaign, learn how to evaluate advertisers and increase the chances of a successful campaign. This class will cover the basic terms used by advertisers to present and sell advertising space, and how you can use the information to compare advertising opportunities.
W1 Marketing The Art And Science Of Satisfying Customersuniv
This document provides an overview of marketing concepts. It defines marketing as the process of identifying and satisfying customer needs profitably. The marketing concept holds that the key to achieving organizational goals is determining the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors. The document also discusses the importance of customer value, satisfaction, and relationships to the marketing concept. It presents a simple five-step model of the marketing process and different marketing orientations like production, product, selling, and societal concepts.
This document summarizes a lecture on customer segments, discussing the importance of understanding which customers and users are being served and their key jobs or problems to solve. It covers different types of business customers like B2B, B2C, and B2B2C, and provides heuristics for talking to customers, understanding their decision making processes, and testing products with customers.
The document discusses various aspects of the communication process, including factors related to the source, message, and channel. It covers topics such as source credibility, the use of celebrities in endorsements, fear appeals in messages, and the use of humor. It also discusses how messages are encoded, interpreted, retained, and recalled by receivers of the communication.
This document discusses marketing your wisdom and maturity for career development. It outlines learning objectives such as taking a look at yourself, enhancing your ability to understand market demands, and learning how to present yourself as a viable candidate. The first step is to know yourself by reevaluating your skills, interests, values, talents, focus and what you have to offer. The second step is to know the job market by understanding desired skills, competencies, terminology, technology, and business trends. The document rates and describes competitive skills for today's job market such as decision making, communication, initiative and flexibility.
The document summarizes Kaizen Research and Marketing's philosophy, team, services, differentiators, and offices. It also provides details on two case studies: an FMCG marketing model testing project and a healthcare new product launch and sales project. For the FMCG project, Kaizen tested a new marketing concept involving door-to-door promotion and in-store demos. For the healthcare project, Kaizen launched a new product line through housing society events to position the brand as health-oriented.
Super valu dr pepper customer segmentationbksigler
This document discusses strategies for developing customer relationships by understanding shopper behavior. It recommends segmenting customers based on demographics, shopping habits, and brand preferences. Key strategies include developing customized marketing plans for each segment, focusing on both short-term sales initiatives and long-term initiatives to build customer loyalty over time. The goal is to work closely with customers to better meet shopper needs and drive profitable volume.
Performance Branding: Making Branding Accountable[x+1]
Digitally Centric Performance Marketing outlines how performance marketing optimizes campaigns based on measurable consumer responses and behaviors. It discusses how search marketing has changed consumers' purchase funnels and how all marketing can now be response marketing. The document provides an example of how Kraft implemented a performance branding campaign around recipe downloading that was optimized for return on behavior and led to measurable sales increases. It emphasizes integrating direct marketing, brand marketing, and digital skills; using new technologies like online ad exchanges; and creating simple, trackable metrics to continuously optimize campaigns.
The document discusses using experience mapping to improve marketing and revenue at healthcare organizations. It provides an overview of experience mapping, including a case study of MD Anderson Cancer Center. Experience mapping involves interviewing patients, families, and physicians to understand their entire healthcare journey and identify opportunities to improve the patient experience at different touchpoints. This helps marketing differentiate the organization, illustrate how activities improve ROI, and advocate for patients to achieve marketing goals in a cost-effective way.
This document discusses using insights to drive business ideas. It provides examples of insights and explains that insights go deeper than just observations or data. Insights should induce meaning and further understanding. The document also discusses using hybrid research techniques, like combining qualitative and quantitative methods, to develop a holistic understanding of the market. It provides examples of segmentation approaches that can align with retailers or brands to better target shopper segments.
Using the Voice of the Customer to Inform Marketing EffortsEndeavor Management
The document provides an overview of using experience mapping to inform marketing efforts at MD Anderson Cancer Center. It discusses marketing's role in focusing on the customer experience and differentiating the institution. It then describes how MD Anderson used experience mapping to gain insights from patients to improve specific clinical areas like the gynecology clinic and pediatric proton therapy center. Experience mapping involved interviewing patients, physicians, and staff to map out the patient journey and identify opportunities. This led to targeted actions plans and measurable results, including increased online traffic, self-referrals, and donations. Tools are also presented for implementing experience mapping, such as developing study materials, recruiting patients, analyzing data, and facilitating action planning workshops.
Using the Voice of the Customer to Inform Marketing EffortsEndeavor Management
The document discusses using experience mapping to inform marketing efforts at healthcare organizations. It provides an overview of experience mapping, including conducting interviews with patients, families, and physicians to understand their entire journey and map out touchpoints. This helps identify insights, opportunities for improvement, and informs the development of marketing messages and strategies. A case study of MD Anderson Cancer Center is also discussed, where experience mapping is used prior to every marketing campaign to position marketing as a strategic partner.
This document provides an introduction to the topic of Marketing Management. It discusses key concepts such as the nature and scope of marketing, marketing orientations like production and product concepts, and the marketing mix of product, price, place, and promotion. It also examines the marketing environment including the microenvironment of suppliers, customers and competitors as well as the macroenvironment factors such as economic, natural, technological, cultural and political environments. The document aims to give an overview of foundational marketing concepts.
Gelb patient experience mapping promotes empathy and revenuesEndeavor Management
The document discusses using experience mapping to understand patient needs, create an ideal patient experience, and improve marketing efforts and revenue. It emphasizes conducting interviews with patients, frontline staff, and physicians to gain insight into the entire patient journey. This insight is then used in experience design workshops to develop a vision for an improved experience and an action plan to monitor progress. The goal is to build empathy, address pain points, and enhance the brand to increase conversions and marketing impact.
This document provides guidelines for developing an effective brand positioning strategy. It discusses how brand positioning needs to evolve over different phases of a product's lifecycle. A strong brand framework is important to ensure consistency across all customer touchpoints. Great brands offer rational, emotional, and personality benefits that create loyal relationships. The approach involves collaborative research to uncover insights, develop ideas and directions. Stimulus like ads and packaging are tested to determine the positioning. The outcome defines the brand differentiators, personality, and executional guidance so the brand strategy can be successfully implemented. An example case study shows how this process helped develop a new consumer brand for a bakery supplying retailers.
Creative strategy: planning and developmentRahul Barwe
The document discusses various aspects of developing creative advertising strategies and tactics. It describes creative strategy as generating unique ideas to solve communication problems. It then outlines several creative processes models, including Young's which involves immersion, digestion, incubation and illumination. Wallas' model includes preparation, incubation, illumination and verification. The document also discusses account planning, the role of the creative brief, positioning and finding a unique selling proposition.
This document summarizes a webinar on proving social media ROI. It introduces four speakers on the topic: the CEO of a social media benchmarking company, a business strategist known for writing the first social media ROI model, a PR manager from Microsoft, and the founder and CEO of a social media agency. The webinar aims to discuss challenges in quantifying social media ROI and providing frameworks for evaluating ROI. Case studies are presented on occasion-based marketing, campaign launches, and issues tracking using social media metrics and insights.
The document describes the ideation process, which involves identifying product or service ideas and developing minimum viable products or services. It discusses that ideation is about exploration and learning rather than defining solutions. The 4-step ideation process involves gathering customer insights, finding opportunity areas, brainstorming ideas grounded in customer insights, and prioritizing ideas based on customer and business criteria. The process aims to discover sustainable solutions to customer problems and needs. Short-term benefits include generating new solutions while long-term benefits involve enhancing networking and employee satisfaction.
This document discusses strategy and strategic planning. It defines strategy as setting choices that position a firm to earn superior long-term returns through uniqueness, value proposition, and sustainable advantage. Common strategic planning involves environmental scans, identifying customer types and needs, developing a value proposition to meet unmet needs, and testing product viability through minimal viable products and metrics like customer acquisition cost. Pivoting based on testing results and repeating the process is emphasized over traditional strategic planning models.
This document provides an overview of a workshop on positioning a business for growth. The workshop will cover defining the ideal customer, developing a positioning statement, and converting leads into sales. It will discuss evolving marketing from the traditional 4Ps to the 4Es and how to develop an effective sales team. The goal is for attendees to leave with a clear understanding of their market positioning and tools to implement for business growth.
Pardot Elevate 2012 - Developing Customer-Centric Nurturing Content: A Better...Pardot
You’ve invested in a killer marketing automation tool. Now give your company the edge with content that attracts and nurtures leads by engaging in a relevant, findable, valuable way. Review real-life nurturing content examples, and look at how to elevate your content effectiveness to get better results.
Learn the different stages in the customer decision making process so you can target each stage of the process and win your customers\' minds and hearts to grow your business.
The document discusses key principles of marketing including creating and capturing customer value. It outlines Galina's value statement to provide superior value products to partners worldwide. The marketing process involves understanding customer needs, designing a customer-driven strategy, constructing an integrated marketing program, and building profitable relationships to capture value from customers. An effective marketing system involves all parties adding value including suppliers, the company, marketing intermediaries, competitors, and consumers. The best concept for Galina to follow is the marketing concept which focuses on knowing customer needs and wants to achieve organizational goals.
The document introduces Career Launch Pad 2.0, a program created by Lets Intern Career Solutions Pvt Ltd to help students embark on corporate careers. It was presented in collaboration with multiple universities and covers topics like entrepreneurship, leadership, human resources, and marketing. The program partners with companies to provide internship opportunities for students in fields such as HR, finance, marketing, and non-profit management. Contact information is provided for those wanting more details on Career Launch Pad and Lets Intern.
Rajiv Laxman faced several failures early in his career including poor exam results in college, dropping out of college, and jobs in startups that failed. After working unsuccessfully in several fields, he found his passion in creative work and became the Creative Head at CRED, where he is credited as the creator of their marketing campaigns. The document tells the story of Rajiv's professional failures and successes to inspire readers that they need to keep trying until they find what they are passionate about.
The document promotes finding and joining a "wolf pack" or group of close friends who support each other through challenges. It emphasizes being true to oneself, living life openly and boldly as an "extrovert", and never giving up in the face of obstacles because a wolf pack will help its members survive any hardship and ensure life is an "awesome party". It also references the movie "The Hangover" trilogy about a group of friends and the crazy adventures they have together.
This document contains information about Arjun Khosla, including that he is a 20-year-old second year BBA student born in 1990 who attended DPS Vasant Kunj school and is currently studying at Maharaja Agrasan Institute of Management Studies. It provides details about his achievements like ranking 7th in his university exams and receiving over 5,400 views on a presentation online. His hobbies include making presentations and photography.
This document discusses three types of leaders: autocratic, democratic/participative, and laissez-faire. An autocratic leader centralizes decision-making power and does not delegate authority. A democratic leader involves subordinates in the decision-making process. A laissez-faire leader provides little guidance or supervision. The document outlines advantages and disadvantages of each leadership style, such as autocratic leadership enabling quick decisions but stifling employee development, while democratic leadership improves employee attitudes but could slow decisions.
Alex faced an obstacle when he was unable to afford university tuition. [1] Rather than blame external factors or listen to those advising him to give up on his dreams, Alex chose to take responsibility for his situation and find a solution. [2] He realized that between the external stimulus and his response lies his greatest strength - the freedom of choice. [3] By exercising his independent will and imagination, Alex embraced being response-able rather than making excuses.
Alfred Weber developed the theory of location which assumed fixed centers of consumption and labor supply. The theory states that transportation costs and labor costs are the primary factors influencing the location of industries. According to Weber, industries will locate near raw material sources if the material index is greater than 1, and near markets if the material index is less than 1. The optimal location is the point where transportation costs and labor costs are minimized.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
High-Quality IPTV Monthly Subscription for $15advik4387
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The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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13. • Why is it easy to identify these logos
even when they
are incorrect?
14. • Why would you purchase
Adidas/Nike running shoes
over Bata?
15. • Why do people ask for a
‘Xerox’ when they want a
photocopy?
16. MARKETING:
defined
Fulfilling a need/want or solving a
problem by creating products
& services for the target
audience AND delivering it in a
manner that is relevant and
accessible….
In other words
25. •It provides insight into consumer needs,
lifestyles and attitudes, to help discover what
they want and how to talk to them. Key to
successful innovation & growing/diversifying
brands.
26. •It provides an in-depth knowledge of the
marketplace and the shoppers within it. Any
marketing strategy / activity is more likely to be
successful, if it is based on reality of how things
really are, and not on assumptions.
27. •It provides feedback on how consumers &
shoppers react to our new marketing initiatives.
This allows us to refine and fully optimise them
before they are launched/re launched into the
marketplace.
This greatly increases the chances of success.
28. Innovation: Creating New Brands
Innovation Funnel
Opportunity
Identification
Concept Mix Devt & Capability
Idea Phase Screening Testing Launch
Assessment
On average 2 out of 10 innovations succeed i.e. only
20% - Innovation requires patience and
perseverance!!
29. Opportunity Identification:
Opportunity
Identification
• Utilize and Correlate different data points to arrive
at areas that show promise for growth
•Broad Spaces/Areas are identified at this stage.
Idea Generation:
Idea Phase
• Generating broad product ideas based on the
areas of opportunity identified
• A mass of ideas are generated –
NO elimination/sorting is done at this stage
30.
31. >> Qualitative
Exploration, understanding
• Open ended focus
rather than statistical
groups
precision. Small samples;
• Holistic Consumer
specialised interviewers to
Immersion
analyse consumer
responses.
>> Quantitative
•Habits & Attitudes
About facts & figures; large sample –
•Segmentation
representative of given population, to
Studies
Enable statistical analysis. Indicates
•Preference
consumer behaviour at overall level.
Mapping Surveys
34. Examples:-
MID TIER FITNESS MARKET ON THE GO PROJECTION MARKET
• Cheap Gym Equipment • Mini/Pocket Projectors
• Fitness Drinks & • Projector Phones
Supplements
FOREIGN EDUCATION MARKET
• Edu Consultants
• Cheap Student Loans
35. •CONCEPT: defined
• Simple, understandable and appealing
Opportunity Concept
renditions of your ‘broad ideas’ for your target
Areas & Screening audience
Broad Ideas
• Conveys the essence and salient points that
help consumers evaluate your idea
• A tool that helps to assess consumer interest in
the particular idea and whether it deserves to be
developed further or junked
36. •CONCEPT: defined
• Simple, understandable and appealing
Opportunity Concept
renditions of your ‘broad ideas’ for your target
Areas & Screening audience
Broad Ideas
• Conveys the essence and salient points that
help consumers evaluate your idea
• A tool that helps to assess consumer interest in
the particular idea and whether it deserves to be
developed further or junked
Qualitative Fine-tuning
Initial Recycling preferred Winning
Concept with concepts & Consumer
Development Consumers Conducting a Concept
Concept Test
37.
38. Creating the Marketing Mix
• Formally these comprise the Product, Price,
Consumer Mix Devt &
Place and Promotion .
Testing
Validated
Concept • These defines exactly how and in what
manner your brand will interact with the
Customer, Shopper and Consumer .
Product Price Place Promotion
39. Creating the Marketing Mix
• Formally these comprise the Product, Price,
Consumer Mix Devt &
Place and Promotion .
Testing
Validated
Concept • These defines exactly how and in what
manner your brand will interact with the
Customer, Shopper and Consumer .
Product Price Place Promotion
Tangible good or intangible service. Includes the core
product attributes, the proposition, how it will be
differentiated in a burgeoning market and its Packaging
40. Creating the Marketing Mix
• Formally these comprise the Product, Price,
Consumer Mix Devt &
Place and Promotion .
Testing
Validated
Concept • These defines exactly how and in what
manner your brand will interact with the
Customer, Shopper and Consumer .
Product Price Place Promotion
The amount that a consumer pays for the product. Price is
affected by competition/substitutes, market dynamics,
target audience, etc.
A strong brand can charge a Premium!
41. Creating the Marketing Mix
• Formally these comprise the Product, Price,
Consumer Mix Devt &
Place and Promotion .
Testing
Validated
Concept • These defines exactly how and in what
manner your brand will interact with the
Customer, Shopper and Consumer .
Product Price Place Promotion
Location (Distribution Channels) through which the
product is sold. It can be physical (general trade or modern
trade stores) or virtual
42. Creating the Marketing Mix
• Formally these comprise the Product, Price,
Consumer Mix Devt &
Place and Promotion .
Testing
Validated
Concept • These defines exactly how and in what
manner your brand will interact with the
Customer, Shopper and Consumer .
Product Price Place Promotion
Advertising: Paid & Unpaid communication to spread
awareness, drive trial for a product (TV, Radio, PR, Internet, etc.)
Promotion: Sales promos, schemes aimed at lubricating Trade
43.
44.
45. •Issue detailed product brief to
technical/R&D team including
product attributes, competition
benchmarks, cost details and
timelines
•Develop initial prototypes
46. •Recycle/Perform iterations after
(qualitative) consumer feedback
•Test product in blind (unbranded)
form vs. competition benchmark to
see if the core offering is at least at
parity (preferably better)
47. •Create packaging and form that the
product will be accessible to
consumers in – keep in mind their
needs, usage patterns,
environmental concerns, etc. A well
designed pack can attract/detract
shoppers in a crowded store!!
•Test/Recycle and fine-tune
48. •Test the product in branded form with the
concept vs. competition – Acid test of
success. See if product delivers a) vs. the
expectations set by the concept and b) vs.
competition
• A parity/inferior product in blind testing can
often significantly improve/worsen in
branded testing depending on perceived
brand strength
49. A well designed offering will
engage more than one sense in
a compelling manner.
Example:
•iPhone: Visually appealing
design (easily recognizable)
• Touch-friendly/intuitive usage
• Signature
ringtones/sounds/alerts
50. A strong and well liked pack can
be a HUGE asset.
• Tropicana introduced its new
pack in Jan, 09 as part of a $35
million ad campaign.
• Sales fell 20% in <2 months
forcing it to go back to the
classic design!
P.S – the product was
unchanged
51. How much someone needs to pay to buy your
product/service. Setting a price depends on the
following:-
1) Competition & Market Dynamics: How much others
are charging can influence your price specially
where close substitutes are available
52. How much someone needs to pay to buy your
product/service. Setting a price depends on the
following:-
2) Internal Considerations: Do you have other brands in
the portfolio that could be affected? (Eg. Would
Cadbury price Silk and regular dairy milk the
same??). Cost of production is obviously a key
component here.
53. How much someone needs to pay to buy your
product/service. Setting a price depends on the
following:-
3) Brand Strength: How much people are willing to pay
for you given your concept and product.
Loyalty/strength of existing brand (iPad: would it be
as successful if Onida launched instead of Apple??)
54. Head (example) MRP (Rs.)
Consumer Price (MRP) 150
Less: Trade Margin 15
Trade Price 135
Less: Distributor Margin 10
Gross Sales Price 115
Less: Taxes 23
Net Sales Price/ Turnover 92
Less: Costs (direct+indirect) 64.4
Profit 27.6
The final Price
is very different
from the
amount a co.
realizes!
55. Pricing Strategy Definition
Low initial price to gain penetration/trial, sales and market share. Post that price may
Penetration pricing be increased
Initial high price and gradual reduction to make the product available to a wider
Skimming pricing market. Skim profits of the market layer by layer.
Competition pricing Setting a price in comparison with competitors- parity, x% lower or higher.
Pricing different product variants within the same product range at different prices for
Product Line Pricing a range.
Bundle Pricing Bundled group of products at a reduced price.
Psychological pricing Pricing just below a ‘psychological price band’. Eg. Rs.999 or Rs.990 instead of Rs.1000.
Premium pricing High price to reflect the exclusiveness of the product.
Optional pricing Sell optional extras along with the product to maximise its turnover.
Cost Based/Cost Plus
Cost of production and distribution, plus mark up % for profit
Pricing
DISCUSS: What is iPods Strategy?? Does it work for them?? Why??
56. How your product gets from the factory to the end
shopper/consumer.
Important to reach the right person at the right
place at the right time!
57.
58. • Intensive distribution – Majority of resellers stock the 'product‘ .
• Selective distribution – Selected group of ‘suitable’ resellers
stock the product.
• Exclusive distribution - Only specially selected
resellers/authorized dealers (typically
only one per geographical area) sell the ‘product’
59. • Selling to a distributor is not a FINAL sale for a manufacturer! If the
product doesn’t
reach the end of the chain (shopper/consumer) it will be stranded
at some link! Does not attract repeat purchases by distributors!
• Important to motivate and recognize distribution and trade partners
via incentives,
schemes – ‘marketing’ to customers(trade) as important as
consumers!
60. Inventory management & Warehousing:
How inventory will be stored? When it will
be released from factory to depots to
markets?
Transportation: Mode of transport of
finished goods to ensure they reach on
time and in the right form (one bad
apple really does spoil the rest!!)
Take Back Policies: How are damaged
stocks taken back?
61. (What Aamir Khan is GREAT at )
Communicating your brand offering in a manner that delivers
your brand message holistically and in a manner that attracts
trial for the brand.
62. Attract Heighten Create
Consumer Interest in Desire to Push them into
Attention the Brand Purchase ACTION: BUY
DIVIDED normally into 2 parts
Advertising Sales Promotion
•TV
•Radio •Consumer Based
•Public Relations •Sales Force Based
•Internet •Trade Based
•Print
63. 1) Advertising
So what really is a goooooood piece of communication??
?Discuss?
Insert 2 videos of the fall ads (then show the last
line)
1) Blackberry boys jingle – by vodafone
2) JK Super Cement – the one with the girl dancing
on the beach!
64. ANSWER: Well it depends!! A Good piece of
communication is one which satisfies the objectives
behind its creation!
65. 1) Advertising
Creating Great Communication starts with a great BRIEF
for the Agency
Typical Agency Brief
74. Once the above points are mutually agreed
with the agency, should they start making
campaigns!
75. 1) Advertising
Creating STELLAR communication:
Agency Mutually Create Qual Test
Presents Script Decide 2-3 ‘Anima tic’ with
Options basis options Versions for Consumers
brief Testing
76. Post qual testing, the winning ‘animatics’ are put into
quantitative consumer testing.
A sample result (called PREVIEW) is given below – basis this
a film is shot with improvements:
77. 1) Advertising
MEDIA PLANNING: Communication through the desired
channels is created in line with the overall marketing and media
plan – HOW WHAT WHEN WHERE and WHY each piece of
communication will be deployed to have the desired effect.
Media Channel selection needs to be done carefully to
maximize chances of success with the given budget:
80. 2) Sales Promotion
Sales are generated not only by ‘pulling’ or ‘attracting’
consumers towards your brand but by also ‘pushing’ your brand
towards them
Trade Promotions Consumer Promos Sales Team
81. 2) Sales Promotion
Sales are generated not only by ‘pulling’ or ‘attracting’
consumers towards your brand but by also ‘pushing’ your brand
towards them
Trade Promotions Consumer Promos Sales Team
• POP Display Incentive
• Trade Allowance
• Contests
• Trade Shows
• Trade Schemes & Discounts
82. 2) Sales Promotion
Sales are generated not only by ‘pulling’ or ‘attracting’
consumers towards your brand but by also ‘pushing’ your brand
towards them
Trade Promotions Consumer Promos Sales Team
• Samples
• Coupons
• Freebies
• Refund/Rebate
• Contests
• Price Offs
83. 2) Sales Promotion
Sales are generated not only by ‘pulling’ or ‘attracting’
consumers towards your brand but by also ‘pushing’ your brand
towards them
Trade Promotions Consumer Promos Sales Team
• Target
• Achievement
• Bonuses
• Contests
• Incentives/Gift
84. Consumer
Validated
Mix
Devt &
Testing
Concept
Marketing Mix: Does it work TOGETHER?????
• Once the 4Ps of the mix are defined in this manner a
company wishes to know how much they can sell/earn
if they launch this mix into the market
85. Quantitative Volumetric Testing:
• Done to identify the volume potential of a mix
• Often done at varying prices and market conditions to
find the most suited launch plan
• Gives volume and sales forecast of the mix for 2-3 years
together with key measures like trial and repeat rates
• Done by agencies like
86. A Brand must have a unique identity, character and consistency
that shines through in all aspects of its being.
Discuss: Why do you recognize a Nike, Adidas or Blackberry
product so easily ??
87. Brand Identity Document: a definition of what a brand stands for that
helps it stay consistent and true to itself in future
• Brand Vision and Mission
• Target Audience
• Competitive Environment
• Benefits it Provides – Rational & Emotional
• Its Values, Personality and Tone of Communication
• Brand Essence and Promise
• Scope of the Brand – Categories/Services/Offerings it can and
cannot go into
• Brand Properties – Signature assets that a brand wants to own
(Eg. Vodafone puppy, Nike Swoosh, Nokia hand-shake, etc.)
88. Validated Capability
Marketing Assessment
Mix
Once a mix is ready a company
needs to gear up to be able to
produce it and be ready to
handle all aspects of the mix
92. Validated
Marketing
Capability
Assessment
Mix
Product Supply Chain Legalities Competitor
Readiness Readiness Assessment
• Assessing Competition Readiness to
retaliate
• Drawing up contingency plans
for the same
93. Launch
What the last 12-18 months
was spent waiting for!!
D DAY!!
• PRE Launch Sales Briefing: ESSENTIAL to brief the front
end/sales/execution teams about ALL aspects of the launch so that they
can execute it FLAWLESSLY
• Important to get them MOTIVATED and EXCITED about this – A
demotivated sales team can KILL the Best of mixes in days!!
94. Test Market launch in a restricted
geography to evaluate in market
performance in a given area. Done to
correct chinks before a full launch
96. • The first 12 Months after a launch are CRITICAL to its success.
Important to have first hand feedback on the brand from:
• The Market and Trade
• Consumers & Shoppers
• Early detection can help correct serious/minor flaws that can make
or break a brand
97.
98. A successful launch isn’t always so the first time
round – what makes it so is the BELIEF and
RESILIENCE of the brand owner/manager!!
p.s.- Guess which Pizza brand
you wouldn’t be ordering
from if it withdrew after its
initial unsuccessful entry
99.
100.
101. Consolidation & Evolution
Launch &
Growth
Diversification
• Managing one or a set of existing/new brands
consumes the maximum amount of a brand
manager/marketer’s time.
• A successful launch is just half the battle won
104. OBSESS over Consumer Understanding:
Understand them completely because you will often need to
make judgement calls without referring to research always
• Meet your Consumers OFTEN: Read what they do, visit the
places they visit for leisure, watch the movies they would – get
under their skin. Make sure your you understanding is based
on reality and is CURRENT/UP TO DATE
• Watch how shoppers make their category choices.
105. INTERNALIZE your Brand:
Know it like the back of your hand
• Know what users, non users think about you – why they
like/love/hate you
• Track every detail about your brand – sales, shares, distribution,
imagery, trends
• Monitor your finances REGULARLY!
106. ENVIRONMENT Understanding:
This is constantly changing.
• Visit the markets often – see what trade and competition is
doing
• Keep track of competitive actions, reactions and new
launches
• How can you stand out in an ever increasing clutter of
brands/products?
107. Have a good overview of the different data sources for consumer,
market and shopper Understanding.
How to interpret it and how to use it in your everyday work.
114. Evolving to stay continually relevant with changing
consumer needs
115. Well defined 4Ps keep your brand moving smoothly.
But need regular maintenance!!
4Ps: Impact Al key Attributes
SALES
How many people buy How much they buy
Purchase Purchase
Penetration frequency Size
PRODUCT PRICE PLACE PROMOTION
117. Reducing price, advertising more, following competition is not
always the answer though – what’s important is that you adapt to
stay consistent with your strategy in changing times
PRODUCT PRICE
PLACE PROMOTION
118. PRODUCT
•MSG becomes issue in foods –
continued use would’ve reduced
Lays sales
• Plasma to LCD/LED TVs – Could
SONY afford to fall behind??
• 1MP Camera to 5MP in 14 months – PRICE
change or lose out
PLACE PROMOTION
119. PRICE
• Raw Material Prices up 45% -
Increase price (ST/LT) or get wiped
out
• DVD prices fall sharply – Can
VCDs afford to be priced the
same?
PRODUCT
PLACE PROMOTION
120. PRODUCT PRICE
PLACE
PROMOTION
• Small (Tier 2, 3) towns sharply
increasing luxury car purchases
ahead of larger towns – can BMW
neglect this?
• Rural banking exploding – Private
banks rush to smaller geographies
121. PRODUCT PRICE
PROMOTION
PLACE
• HP, Compaq, others offer MASSIVE
discounts during Diwali – if Lenovo
stays out it mite lose up to 25% of its
sales .
• Luxury travel brands: what are the
risks of not advertising on TLC if your
competitor suddenly decides to
sponsor 5 shows on it?
122. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN RESULT QUATERLY
AUDIT LOCK-IN
PLAN STORM ANALYSIS REVIEW
123. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN QUATERLY RESULT
AUDIT LOCK-IN
PLAN STORM REVIEW ANALYSIS
1. Take Stock of all Key Brand Metrics over
last year (and before. Evaluate each P.
2. Evaluate Environment Changes
FIND KEY Issues & Opportunities
124. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN QUATERLY RESULT
AUDIT PLAN LOCK-IN
STORM REVIEW ANALYSIS
1. Identify Goals for the brand to achieve
over next year
2. Define key success metrics &
sales/profit/growth objectives
Create SMART GOALS basis Audit
125. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN QUATERLY RESULT
AUDIT LOCK-IN
PLAN STORM REVIEW ANALYSIS
1. Think of multiple ways to achieve
these goals – be innovative!
2. Cut down and hone into the ideas
that the team agrees on
126. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN QUATERLY RESULT
AUDIT LOCK-IN
PLAN STORM REVIEW ANALYSIS
1. Sign-off plans with larger
category/company plans
2. Sign-off resource Requirements
3. Identify detailed targets by month
127. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN QUATERLY
QUATERLY RESULT
AUDIT LOCK-IN
PLAN STORM REVIEW
REVIEW ANALYSIS
1. Monitor Progress at Quarterly Intervals
2. Course Correct as required
Ensure YEARLY Plan is on Target
128. Planning Success: Annual Brand Marketing Plans
ANNUAL BRAIN RESULT QUATERLY RESULT
AUDIT LOCK-IN
PLAN STORM ANALYSIS REVIEW ANALYSIS
1. Year End Result Tabulation
2. Identify key sources of success and failure
3. Team Meetings to discuss and plan for the
following year
129. A strong financial position provides the fuel to propel a brand further
Managing a Brand P&L
Brand P&L:
• P & L: Profit & loss. Statement of
Affected
financial performance for a
by
particular time
Marketing
Team
• Managing this is essential to a
brands survival
130. A strong financial position provides the fuel to propel a brand further
Managing a Brand P&L
Key Terms
1. Gross Sales Value - Sales at the ‘max
trade price’ before any trade
Brand P&L: reductions/discounts
Affected 2. TM Inv: Discounts/Promo for Trade
by 3. Supply Chain Costs - Costs incurred
Marketing in producing and supplying
Team products to customers (materials,
production, buying, planning,
distribution)
4. Advertising and Promotion - All costs
of supporting the product in the
market place through A&P.
5. Indirect Costs - Costs of running
business (except Supply Chain and
Advertising and Promotion Eg.
selling, admin, R & D,accounting,
etc.
131. A brand team controls part of the total P&L – but the critical part.
To ensure a healthy trading contribution (margin)/end result, a
brand must deliver on its part of the P&L i.e. Gross Profit and PBI.
HOW??
By Managing Costs
A P&L should be used as an important tool to assess the financial
impact of all key brand decisions like increasing Advertising by 20%,
price reductions by Rs.5/unit, etc.
Each Brand should define a target margin that it should aim to attain in
a given period
132. A Brand Owner should continually ask the right questions to his team
to ensure all the Ps are delivered as cost effectively as possible
PRICE
PRODUCT
• Price Elasticity – A Rs.xx
•Raw Material Costs increase in price will cause
• Packaging Costs overall sales growth or fall?
• Increase Shelf Life • Can my brand charge a greater
premium
PLACE PROMOTION
•Is TV the most cost effective
•Reducing Transport Cost medium?
• Reducing Inventory • Can PR work harder?
• Reduce Damages • Is price off better or sampling
133. A Brand Owner should continually ask the right questions to his team
to ensure all the Ps are delivered as cost effectively as possible
PRICE
PRODUCT
• Price Elasticity – A Rs.xx
•Raw Material Costs increase in price will cause
• Packaging Costs overall sales growth or fall?
• Increase Shelf Life • Can my brand charge a greater
premium
PLACE PROMOTION
•Is TV the most cost effective
•Reducing Transport Cost medium?
• Reducing Inventory • Can PR work harder?
• Reduce Damages • Is price off better or sampling
134. A Brand Owner should continually ask the right questions to his team
to ensure all the Ps are delivered as cost effectively as possible
PRICE
PRODUCT
• Price Elasticity – A Rs.xx
•Raw Material Costs increase in price will cause
• Packaging Costs overall sales growth or fall?
• Increase Shelf Life • Can my brand charge a greater
premium
PLACE PROMOTION
•Is TV the most cost effective
•Reducing Transport Cost medium?
• Reducing Inventory • Can PR work harder?
• Reduce Damages • Is price off better or sampling
135. A Brand Owner should continually ask the right questions to his team
to ensure all the Ps are delivered as cost effectively as possible
PRICE
PRODUCT
• Price Elasticity – A Rs.xx
•Raw Material Costs increase in price will cause
• Packaging Costs overall sales growth or fall?
• Increase Shelf Life • Can my brand charge a greater
premium
PLACE PROMOTION
•Is TV the most cost effective
•Reducing Transport Cost medium?
• Reducing Inventory • Can PR work harder?
• Reduce Damages • Is price off better or sampling
136. A brand in many companies is part of a larger portfolio of offerings
each with its own role to perform. It must recognize and stick to
that role.
Eg. Category Architecture: Hyundai India
Luxury While the mid tier segment is
booming, would SONATA be the
(10%)
brand to cut prices and target
Sonata it? Or would an accent or verna
Mid Tier do the job better??
(25% buyers)
Offering: Verna, A brand must stay in the
Accent segment defined for it.
Mass Segment: 60% of Buyers
Offering: Santro, Getz
137. Even after a segment is defined (generally done a for a pd. Of 3-5
years) there is enough room within to decide what a brand
should/should not do
Created for a period of 2-4 years this defines what the brand
seeks to do and a strategy for how it will do so over the said
period. This defines the boundary for a brand
138. What it includes:
• Brand Identity Document
• Key Thrust/Focus Areas
• Key Innovations Planned
• Target Consumers
• Target Geographies
• Brand Scope (in & out)
• Range Architecture of a Brand
• Key Properties of a Brand
• A&P Spending Guidelines
• Communication Guides
140. • When each brand stays in its defined segment and
the category strategy is well defined there can
often be a positive rub-off of the mother brand on
each individual brand (called a ‘halo’)
141. •The iPhone 5/iPad 3 have barely been
announced yet!! Why are people
DYING to get their hands on it??
•Because APPLE has worked hard to
ensure that all its sub brands (iPod,
MacBook, iPhone, etc.) benefit from
the positive image it has built for itself.
p.s. – iPhone 5 should be out by mid
november
142. A brand, however successful cannot survive unchanged,
for a long time.
WHY? A few have been listed below:
CATEGORY CULTURE, BELIEFS
EVOLUTION & TRENDS
ENVIRONMENTAL
OTHER REASONS
CHANGES
143. CATEGORY EVOLUTION
Categories changes over time acc. to evolving
customer needs. Brands must deliver these to
avoid falling out of their consideration set. Eg.
Demand for communication/e-mail/ internet on
the go has led to a convergence in PCs and
Phones with devices like the iPad.
Cars with more fuel efficient engines. (Euro CULTURE, BELIEFS
I/II/III/IV) . & TRENDS
ENVIRONMENTAL
OTHER REASONS
CHANGES
144. CULTURE, BELIEFS & TRENDS
Each geography has a unique set of
cultures, beliefs and traditions. These evolve
over time. A number of short and long term
trends also accompany these. (Eg. Trend
towards westernization). Eg. Cadbury
chocolate reinventing itself to leverage
‘gifting’ as a tradition and play in the much
CATEGORY larger traditional ‘mithai’ space during
festivals. Fair & Lovely has its core benefit built
EVOLUTION
from cultural beliefs.
ENVIRONMENTAL OTHER
CHANGES REASONS
145. CULTURE,
CATEGORY
BELIEFS &
EVOLUTION
TRENDS
ENVIRONMENTAL CHANGES
OTHER
Sometimes changes occur in the external REASONS
environment that necessitate a change in a given
category and brand to better serve consumer
needs. Certain laws/legalities may also come in
place that require a brand to change its ways. Eg.
Ban on alcohol advertising led to avatars in
sodas/music, etc.
146. CULTURE,
CATEGORY
BELIEFS &
EVOLUTION
TRENDS
OTHER REASONS
ENVIRONMENTAL
CHANGES • Exposure to external/international offerings
(& imports) put pressure on local brands to
be more competitive
• Stage of product life cycle
• Negative/Adverse consumer or market
feedback (Eg. Indica launched V2 after
several complaints with their first version)
147. Predicting and accounting for these and other
changes help a brand stay ahead of the curve
and remain RELEVANT to its consumer base
148. Means of Change:
INNOVATION: Creating an altogether new product to satisfy
new/evolving consumer needs with a new marketing mix (4Ps). (Eg. Fuel
Cell Cars)
RENOVATION/REFRESH: Where there is change in one or more Ps but the
fundamental brand remains similar i.e. it is a relaunch of an existing brand
with some ‘new news’ to stay relevant. Typically done every 2-3 years.
(Eg. Coke launching its slimmer cans that are easier to hold/carry or
Mineral Water companies adding additional vitamins/minerals to water to
tap the rising concerns on health)
149. Ever think that the Kindle revolutionized the
way we read?? Think Again!
http://www.youtube.com/watch?v=ISxgVmRnF
q8
(play this link)
150.
151. Help to give shape the marketing mix with an accent on
development of communicationKey Functions:
• Planning: Provide strategic direction to a brand from concept
development to post
launch (Brand Identity, tone/manner of communication, etc.)
• Creative Team: Develop communication, scripts, advertising,
etc.
• Client Servicing: Bridge between the client and the agency to
translate client
requirements to into creative communication
152. Similar to Advertising agencies but focus on PR for a campaign
or brand
• Bridge between the client/brand and the external
environment
• Build positive associations about a brand with the public,
media and other key influencers in the external environment
via press conferences, pr campaigns, viral campaigns, etc.
• Help mitigate risks, manage negative PR on a brand (eg.
Coke & pesticides)
• Help generate word of mouth
153. Specialized agencies ensure that brands get the most relevant media
in their budgets to achieve their desired goals/objectives.
Key Functions:
• Client Servicing & Planning (Can be separate too): Understanding
client needs (% awareness required, audience to be reached,
media budget, etc.) and devising a detailed media plan
• Media Buying: Interacts & Negotiates with media channels (TV,
Radio, Outdoor, Online, etc.) and buys spots (Airtime for a 30 sec
ad) to fulfill the client’s media plan
154. Performing research with consumers, shoppers and trade to help
marketeers better understand their audience and the appeal
of their marketing mixes. Two key forms:
Qualitative and Quantitative (explained earlier )
Key Functions:
• Client Servicing: Liaison to understand clients needs and
translate it to research studies
• Researcher: People who conduct research/studies/surveys
in the field with consumers
• Analytics/Analysis Wing: Analyze raw data (qual/quant),
create hypothesis and draw conclusions and
recommendations for the clients.
155. Key Qualities/Skills Needed:
• Great interpersonal skills. I repeat Great
Interpersonal Skills
• Attention to detail
• Ability to multi-task
• Creativity and imagination
• Ability to handle pressure and competition
• Ability to deal with ambiguity
• Adaptability
156. Work Hours:
• 9 - 5 for much of the year
• 24*7 at critical points like a
launch/relaunch!
• Travel overseas/domestic
157. Career Progression:
• Progression from Assistant Brand Manager
to Brand Manager. Higher Levels include a
Marketing Manager (group o f brands)
followed by a Category Marketing Head
and then a VP, Marketing.
• Some companies may also like cross
functional sales roles in the above
progression
158. Career Progression:
• Executives within the Sales, Advertising, PR
or Product Design industries with
managerial experience could be
considered for a Brand Management role.
• Fresh Graduates are often considered for
trainee marketing roles (bring new
perspective – very important) and are
then put into either of sales or marketing
depending on caliber, performance and
interests