MARKETiNG

wroten by Selimtuncer

“Modern partiler TV ve gazetelere reklam verir, halk arasına karışıp bir çocuğun başını okşamaz.”

Türkiye onu, 1800’lerin İstanbul’unda geçen bir dedektiflik romanı ile tanıyor bugünlerde... Boston Üniversitesi’nde antropoloji profesörü olan Jenny White’la Türkiye’de yaptığı antropoloji çalışmalarıyla ilgili bir söyleşi yapılmış. Belki pazarlama ve pazarlama iletişimiyle ilgisi olanların da işine yarar düşüncesiyle söyleşiden bir paragrafı aşağıda aktarıyorum:


“Bir gün CHP’nin ofisine gidip politikacıları beklemeye başladım. Ofisteki insanlara, neden Refah’ın yaptığı gibi, insanlara, komşularıymış gibi gitmediklerini, onları ziyaret etmediklerini sorduğumda aldığım cevap ilginçti: Biz modern bir partiyiz, böyle şeyler yapmayız, dediler. Çünkü modern partiler televizyonlarda, gazetelerde, billboardlarda, web sitelerinde reklâm vermeyi düşünür, halkın arasına karışıp bir bebeği öpmeyi ya da bir çocuğun basını okşamayı düşünemezdi.”

by 12Manage

What is a SWOT analysis? Description

A SWOT analysis is a tool, used in management and strategy formulation. It can help to identify the Strengths, Weaknesses, Opportunities and Threats of a particular company. 

Strengths and weaknesses are internal factors that create value or destroy value. They can include assets, skills, or resources that a company has at its disposal, compared to its competitors. They can be measured using internal assessments or external benchmarking.

Opportunities and threats are external factors that create value or destroy value. A company cannot control them. But they emerge from either the competitive dynamics of the industry/market or from demographic, economic, political, technical, social, legal or cultural factors (PEST).

What is a SWOT analysis?

A SWOT analysis is a tool, used in management and strategy formulation. It can help to identify the Strengths, Weaknesses, Opportunities and Threats of a particular company. 

Strengths and weaknesses are internal factors that create value or destroy value. They can include assets, skills, or resources that a company has at its disposal, compared to its competitors. They can be measured using internal assessments or external benchmarking.

Opportunities and threats are external factors that create value or destroy value. A company cannot control them. But they emerge from either the competitive dynamics of the industry/market or from demographic, economic, political, technical, social, legal or cultural factors (PEST).

Strengths

• Specialist marketing expertise
• Exclusive access to natural resources
• Patents
• New, innovative product or service
• Location of your business
• Cost advantage through proprietary know-how
• Quality processes and procedures
• Strong brand or reputation

Weaknesses

• Lack of marketing expertise
• Undifferentiated products and service (i.e. in relation to your competitors)
• Location of your company
• Competitors have superior access to distribution channels
• Poor quality of goods or services
• Damaged reputation
• 
  
• 
  
• 
  
•  

Opportunities

• Developing market (China, the Internet)
• Mergers, joint ventures or strategic alliances
• Moving into new attractive market segments
• A new international market
• Loosening of regulations
• Removal of international trade barriers
• A market that is led by a weak competitor

Threats

• A new competitor in your own home market
• Price war
• Competitor has a new, innovative substitute product or service
• New regulations
• Increased trade barriers
• A potential new taxation on your product or service

These are internal factors close to the company that have a direct impact on the organisations strategy. These factors include:

Customers
Organisations survive on the basis of meeting the needs,  wants and providing benefits for their customers. Failure to do so will result in a failed business strategy.

Employees
Employing the correct staff and keeping these staff motivated is an essential part of the strategic planning process of an organisation. Training and development plays an essential role particular in service sector marketing in-order to gain a  competitive edge.  This is clearly apparent in the airline industry.

Suppliers
Increase in raw material prices will have a knock on affect on the marketing mix strategy of an organisation. Prices may be forced up as a result. Closer supplier relationships is one way of ensuring competitive and quality products for an organisation.

Shareholders

As organisation require greater inward investment for growtht hey face increasing pressure to move from private ownership to public.  However this movement unleashes the forces of shareholder pressure on the strategy of organisations. Satisfying shareholder needs may result in a change in tactics employed by an organisation. Many internet companies who share prices rocketed in 1999 and early 2000 have seen the share price tumble as they face pressures from shareholders to turn in a profit. In a market which has very quickly become overcrowded many will fall.

Media
Positive or adverse media attention on an organisations product or service can in some cases make or break an organisations.  In the UK the adverse publicity the Millennium Dome has received has had impact on projected sales figures. Wharfedale who recently entered the DVD market has received many award from industry magazine resulting in an increased demand for this product and  most importantly an increased awareness of the Wharfedale brand.
Consumer programmes on TV like the BBC's Watchdog with a wider and more direct audience can also have a very powerful and positive impact,  forcing organisations to change their tactics.

Competitors
The name of the game in marketing is differentiation. What benefit can the organisation offer which is better then their competitors. Can they sustain this differentiation over a period of time from their competitors?. Competitor anlaysis and monitoring is crucial if an organisation is to maintain its position within the market.
 

by 12Manage

What is PEST analysis? Description

The PEST analysis is a framework that strategy consultants use to scan the external macro-environment in which a firm operates. PEST is an acronym for the following factors:

·         Political

·         Economic

·         Social

·         Technological

PEST factors play an important role in the value creation opportunities of a strategy. However they are usually outside the control of the corporation and must normally be considered as either threats or opportunities. Remember macro-economical factors can differ per continent, country or even region, so normally a PEST analysis should be performed per country.

In the table below you find examples of each of these factors.

Completing a PEST Analysis is relatively simple, and can be done via workshops using brainstorming techniques. Usage of PEST analysis can vary from: company and strategic planning, marketing planning, business and product development, and research reports.

if u wanna more...

A PEST analysis is an analysis of the external macro-environment that affects all firms. P.E.S.T. is an acronym for the Political, Economic, Social, and Technological factors of the external macro-environment. Such external factors usually are beyond the firm's control and sometimes present themselves as threats. For this reason, some say that "pest" is an appropriate term for these factors. However, changes in the external environment also create new opportunities and the letters sometimes are rearranged to construct the more optimistic term of STEP analysis.

Many macro-environmental factors are country-specific and a PEST analysis will need to be performed for all countries of interest. The following are examples of some of the factors that might be considered in a PEST analysis.

Political Analysis

• Political stability
• Risk of military invasion
• Legal framework for contract enforcement
• Intellectual property protection
• Trade regulations & tariffs
• Favored trading partners
• Anti-trust laws
• Pricing regulations
• Taxation - tax rates and incentives
• Wage legislation - minimum wage and overtime
• Work week
• Mandatory employee benefits
• Industrial safety regulations
• Product labeling requirements

Economic Analysis

• Type of economic system in countries of operation
• Government intervention in the free market
• Comparative advantages of host country
• Exchange rates & stability of host country currency
• Efficiency of financial markets
• Infrastructure quality
• Skill level of workforce
• Labor costs
• Business cycle stage (e.g. prosperity, recession, recovery)
• Economic growth rate
• Discretionary income
• Unemployment rate
• Inflation rate
• Interest rates

Social Analysis

• Demographics
• Class structure
• Education
• Culture (gender roles, etc.)
• Entrepreneurial spirit
• Attitudes (health, environmental consciousness, etc.)
• Leisure interests

Technological Analysis

• Recent technological developments
• Technology's impact on product offering
• Impact on cost structure
• Impact on value chain structure
• Rate of technological diffusion

The number of macro-environmental factors is virtually unlimited. In practice, the firm must prioritize and monitor those factors that influence its industry. Even so, it may be difficult to forecast future trends with an acceptable level of accuracy. In this regard, the firm may turn to scenario planning techniques to deal with high levels of uncertainty in important macro-environmental variables.

by 12Manage

The Five Forces model of Porter is an Outside-in business unit strategy tool that is used to make an analysis of the attractiveness (value) of an industry structure. The Competitive Forces analysis is made by the identification of 5 fundamental competitive forces:

1. Entry of competitors. How easy or difficult is it for new entrants to start competing, which barriers do exist.
2. Threat of substitutes. How easy can a product or service be substituted, especially made cheaper.
3. Bargaining power of buyers. How strong is the position of buyers. Can they work together in ordering large volumes.
4. Bargaining power of suppliers. How strong is the position of sellers. Do many potential suppliers exist or only few potential suppliers, monopoly?
5. Rivalry among the existing players. Does a strong competition between the existing players exist? Is one player very dominant or are all equal in strength and size.

Sometimes a sixth competitive force is added:

6. Government.

Porter's Competitive Forces model is probably one of the most often used business strategy tools. It has proven its usefulness on numerous occasions. Porter's model is particularly strong in thinking Outside-in.

Threat of New Entrants depends on:

• Economies of scale.
• 
  
• Capital / investment requirements.
• 
  
• Customer switching costs.
• 
  
• Access to industry distribution channels.
• 
  
• Access to technology.
• 
  
• Brand loyalty. Are customers loyal?
• 
  
• The likelihood of retaliation from existing industry players.
• 
  
• Government regulations. Can new entrants get subsidies?
• 
  
• 
  

Threat of Substitutes depends on:

• Quality. Is a substitute better?
• 
  
• Buyers' willingness to substitute.
• 
  
• The relative price and performance of substitutes.
• 
  
• The costs of switching to substitutes. Is it easy to change to another product?
• 
  

• Concentration of suppliers. Are there many buyers and few dominant suppliers?
• 
  
• Branding. Is the brand of the supplier strong?
• 
  
• Profitability of suppliers. Are suppliers forced to raise prices?
• 
  
• Suppliers threaten to integrate forward into the industry (for example: brand manufacturers threatening to set up their own retail outlets).
• 
  
• Buyers do not threaten to integrate backwards into supply.
• 
  
• Role of quality and service.
• 
  
• The industry is not a key customer group to the suppliers.
• 
  
• Switching costs. Is it easy for suppliers to find new customers?

Bargaining Power of Buyers depends on:

• Concentration of buyers. Are there a few dominant buyers and many sellers in the industry?
• 
  
• Differentiation. Are products standardized?
• 
  
• Profitability of buyers. Are buyers forced to be tough?
• Role of quality and service.
•  
• Threat of backward and forward integration into the industry.
• 
  
• Switching costs. Is it easy for buyers to switch their supplier?
• 
  

Intensity of Rivalry depends on:

• The structure of competition. Rivalry will be more intense if there are lots of small or equally sized competitors; rivalry will be less if an industry has a clear market leader.
• 
  
• The structure of industry costs. Industries with high fixed costs encourage competitors to manufacture at full capacity by cutting prices if needed.
• 
  
• Degree of product differentiation. Industries where products are commodities (e.g. steel, coal) typically have greater rivalry.
• 
  
• Switching costs. Rivalry is reduced when buyers have high switching costs.
• 
  
• Strategic objectives. If competitors pursue aggressive growth strategies, rivalry will be more intense. If competitors are merely "milking" profits in a mature industry, the degree of rivalry is typically low.
• 
  
• Exit barriers. When barriers to leaving an industry are high, competitors tend to exhibit greater rivalry.
• 
  

Strengths of the Five Competitive Forces Model. Benefits

• The model is a strong tool for competitive analysis at industry level. Compare: PEST Analysis
• It provides useful input for performing a SWOT Analysis.

wroten by  Selimtuncer

Bilinirlik, markanın olmazsa olmaz bileşenlerindendir. Eğer markanızın bilinirlik oranını belli bir düzeye çıkaramazsanız diğer marka bileşenlerinin önemli bir bölümünü de inşa edemezsiniz. Yani Napolyon’a izafe edilen “Barut yok!” öyküsü gibi bir şey... Barut “yok”sa diğer “var”ların da bir hükmü yoktur.

Markanız pazarın dar bir segmentine yönelmiş olsa bile, çok geniş bir kitle tarafından biliniyor, tanınıyor olması gerekir. Bu sağlanamazsa, o dar segmentte de başarılı olma şansı çok zayıftır.

Marka olgusu, "toplumsal"dır. Markayla ilgili olarak, bireylerin kişilik özelliklerinin daha çok dikkate alınması ve “kişiselleştirme” çabalarının artması yönündeki eğilim, başka bir konudur.

Daha önceki bir yazıda konuya kısaca değinmiştim:

“Markanın gerçekten marka olabilmesi için önemli koşullardan biri, sadece Ali Bey’in o markayı biliyor ve beğeniyor olması değil, aynı zamanda Kerim Bey tarafından da biliniyor ve beğeniliyor olduğundan emin olmasıdır. Yoksa 'o saate o kadar para verilir mi, kardeşim?'

Bir marka hakkındaki en ölümcül durum, bir yerde adı geçtiğinde, birinin o marka için ‘O da nedir?’ diye sormasıdır.”

Markayla ilgili olarak, aynı zamanda "meşruiyet algısı"nı sağlayan, "markanın herkes tarafından biliniyor olmasının bilinmesi" durumudur.

Markanın yüksek bilinirlik oranı ve herkes tarafından biliniyor olduğunun bilinmesi... Ben buna “markanın meşruiyet çizgisi” diyorum. Bu çizgiyi atlamak şarttır, ancak elbette yeterli değildir.

                                                      Markadan bahsedilrde Tom Peters anılmazmı...

wroten  by F1R3

Bilmiyorum...

wroten by Dean johnsonn

Dean Johnson shares this riff:

The most under-utilized word in the English language is 'so'. It's liberal use would signal tolerance and the grasping of opposing ideas. While I don't have to agree with it, I should understand it. As in "Dean, I think you are the dumbest sumbitch on the planet!". One proper response is "so?". It's not as if the person's opinion is likely to matter to any great extent. I'm pretty sure that I am not the dumbest person on the planet, as those people were driving on the street in front of me this afternoon...

What is the point of talking to a group?

I am serious. We spend a lot of time in presentations, or at the United Nations, or sending our kids to school. We have orientation sessions and keynote speeches and long-winded oratory on the floor the Senate. Why?

One reason: to incite. To share emotion. To sell. And that�s never going to go out of fashion, as far as I can tell.

But most of the speeches I�m talking about don�t incite. I heard an excerpt on the radio the other day... someone at the EU going on at length about admitting Romania and Bulgaria to the EU. There was even a mention of food safety issues. Thousands of people listening to one person drone on about food safety. This wasn�t an emotional speech designed to sell us on an idea. Instead, it was designed to teach us.

To teach us the way a schoolteacher I heard recently teaches: by reading a text. She stands up at the front of the room, and along with a few web images, reads a text to the class.

Here�s my point: In our scan and skip world, in a world where technology makes it obvious that we can treat different people differently, how can we possibly justify teaching via a speech?

Speech is both linear and unpaceable. You can�t skip around and you can�t speed it up. When the speaker covers something you know, you are bored. When he quickly covers something you don�t understand, you are lost.

If marketing is the art of spreading ideas, then teaching is a kind of marketing. And teaching to groups verbally is broken, perhaps beyond repair. Consumers of information wont stand for it. We�re learning less every time we are confronted with this technique, because we havee been spoiled by the remote control and the web.

If you teach--teach anything--I think you need to start by acknowledging that there�s a need to sell your ideas emotionally. So you need to use whatever tools are available to you--an evocative powerpoint image, say, or a truly impassioned speech.

Then, and this is the hard part, if you�re teaching to a group of more than three people, you need to find a way to engage that is non-linear. Q&A doesnt work for a large group, because only the questioner is engaged at any given moment (if you are lucky, the questioner represents more than a few, but she rarely represents all).

If it is worth teaching, it is worth teaching well. If it is worth investing the time of 30 or 230 or 3330 people, then it�s worth investing the effort to actually figure out how to get the message across. School is broken. Legislative politics are broken. Linear is broken. YouTube and Bloglines, on the other hand, are new platforms, platforms that enable the education of millions of people every day, quickly and for free.

wroten by Allbusiness

Strategic management refers to the art of planning your business at the highest possible level. It is the duty of the company’s leader (or leaders). Strategic management focuses on building a solid underlying structure to your business that will subsequently be fleshed out through the combined efforts of every individual you employ.

Strategic management hinges upon answering three key questions:

1. What are my business’s objectives?
2. What are the best ways to achieve those objectives?
3. What resources are required to make that happen?

Answering the first question requires serious thought about what your ultimate goals are for the business. What are you trying to make happen? What are you attempting to facilitate or enable? What is the best possible outcome your company can aspire to?

Drilling down to uncover a company’s core objectives can have several phases:

• Assessing the landscape within which the company will operate, and formulating how the company sees its role within that landscape. This is commonly known as a mission statement.
•  
• Establishing objectives to answer some of the unmet needs, taking both a long- and short-term view of what the company can offer. This is commonly known as a vision statement.
•  
• Stipulating the goals the company has for itself, both in terms of financial and strategic objectives.

Once these steps have been taken, a strategic plan should begin to emerge — effectively setting the stage for answering the second question above, or “How best can we reach our goals?” Phase two of successful strategic management is formulating a plan by which the company can accomplish what it sets out to do.

Within this phase, a chain of command should be put in place, pairing individuals with the right skills, knowledge, and experience with the business’s needs and objectives. From there, responsibilities for processes and tasks should be distributed across the full chain of command, delegating work to teams and individuals so that they company’s goals can be attained through the combined efforts of all employees. This includes communicating responsibilities and deliverables (what needs to be done, and how the results of those tasks will be measured).

Finally, strategic management entails allocating the right amount of resources to the different parts of your business so that those assigned to particular goals have what they need to meet their objectives. This ranges from providing your workers with the right supplies to enacting systems by which employees receive the necessary training, all work processes are tested, and all information and data generated is documented. To effectively manage your business strategically, every inch of your company must have its needs met in these ways, so all parts can work together as a seamless, highly functioning whole.

A critical but often overlooked aspect of strategic management is the need for it to be both planned and unplanned. Company leaders must take the initiative in setting out how the company should function and operate, but they must also be dynamic in responding to needs and requirements as they arise. Strategic management is not a static process that can be limited to a linear process. Often, unforeseen results ensue (which can be both positive and negative) and strategic managers must be able to respond to occurrences that cannot be predicted.

Effective strategic management is lithe and nimble, enabling companies to move quickly in response to new challenges, and replace outmoded ideas and practices with processes that can help meet new needs as they present themselves.

it is a Strategy Map by Norton & Kaplan.if u want to learn it Strategy u ought to speakStrategy Map and BSC Books by Norton &Kaplan.