Why You're Losing Traffic and How to Make Them Stay

It is too hard to keep visitors in your website if it is first, visitor decide to continue or escape in 3 second so you must decide what you will show to visitors at the entrance according to your purpose. Web designers must not write long paragraphs at first page, they should put important articles on first page and must highlight or remark it to show visitor. Another important thing is you should beware from Giving Web Visitors Too Many Distractions. This can direct visitors other then they need. If visitor want to buy from your web site the important thing is trust, visitor must be already convinced while he or she visited your web site. You can get this trust by high-class looking or giving info about your company and history.

If visitor got good impact from your web site of course he or she will visit your site again if want to buy something or just surfing. If you get the visitor you can start to second stage to keep your visitor without escape and sell more, while doing this you must not show many offer just what the visitor interested in because if you start to show them many articles they can become bored and escape. After choosing the item which visitor want to buy there must be a really simple click to ‘buy now’ some sites have but still not direct. You should to direct pay and go for no time customers. You must keep your visitors data and should keep their opinions about your website to improve but you must avoid long form which make boring visitors. Maybe you should ask little questions every time maybe just one not more because percentage of filling forms is less then starting and not completing ones.

Anyway there are many ways of getting visitors to your website but hard thing is to keep them and enter again your website. For winning visitors your website must be clear, authoritative, trustworthy, and easy to navigate.

Melih Kocaoglu

107604015

Reference:

http://www.marketingscoop.com/why-losing-traffic.htm

Definition of Blog

Blogs are simple web sites which look like a diary. The web site that is not necessitates any technical information to develop. People developed these sites to write want they would like to write in a free way.
It was born from combination of English words “web” and “log”. It was originally “weblog” but by passage of time the word changes to “blog”.
Blogs are writings that usually listed from last updated ones to older ones. At the end of the blogs you can find the name of the writer and written date. Readers may comment on these writings. Comments are the significant main dynamics of the blog culture. Communication between writer and reader can be established by this way.
There have been estimates indicating that as many as 30 million Americans (about 10% actively contribute to a weblog.) These numbers are staggering when you consider that by logging has only become a mainstream in the last couple of years.
There are some special indexing mechanisms and search engines that help you to search blogs. (eg. Google blog engine, Technorati)
To sum up, Blog mania is enormously growing day to day. It is a very good platform to express yourself and share your culture, knowledge vs.

Canberk TONGUC
107604027
Reference: http://www.marketingscoop.com/definition-of-blog.htm

Ülker: Godiva Türkiye’ye bayram hediyemiz olsun

http://www.hurriyet.com.tr/ekonomi/7905880.asp?m=1

Global piyasalarda rekabet etmek konusunda “marka tanınırlığı”nın yeri yadsınamaz. Ülker’in Godiva’nın global tüketicide yarattığı algıyı yakalayabilmesi yıllarını alacakken, Godiva’yı satın almak global oyunda Ülker’in işini kolaylaştırdı. Ayrıca, söz konusu satın alma esasen iç pazarda Ülker’in algısını olumlu yönde değiştirmek için de son derece elverişli bir araç. Nestle ile kıyaslandığında bir alt kalitede olduğu algısını veren Ülker, böylelikle kendi markasıyla da iç pazarda A-B grubu tüketici nezdinde daha olumlu bir konuma sahip olacak. Aynı şekilde esasen innovasyon konusunda son derece olumlu çalışmaları bulunan Ülker’in mevcut müşteri algısında (özellikle A-B grubu müşteriler için) Nestle’ye göre daha “hantal ve gelenekçi” konumu da Godiva’nın satın alınması ile değişebilir.


Ercan OĞUL
107604033

Summary: Internet Marketing Secrets

When you are creating a new website or want to increase the search results of an existing website you’d better follow the Internet marketing secrets which can be helpful to increase the rankings.

Marketing Experts Starts with Google: Google is the main player of search - commanding around 60% of all search engine traffic. You will see the results on other search engines if you rank on Google.You’d better to register your domain name for 3 years in order to register for 1 year like the others. Google likes to see permanence and commitment so show it that you are in business to stay.

Optimize Your Home Page for a Keyword Phrase: To appear at the top of any search results you should choose the right keywords. Actually it is difficult because most single keywords are highly competitive. Also, you have to use not only single keywords but also keyword phrase

On Page Optimization: It has to be well managed to rank well for any keyword phrase. Especially, H1 and H2 tags, page title, alt images, bolded text, italicized text, underlined text, and keyword proximity. You can type in your keyword phrase in Google and visit the top 5 competitor sites listed. Find the websites for that keyword phrase and look what they have done and improve.

Off - Page Optimization: This refers to the number of links pointing to your site, the PR (stands for Google Page Rank) rank of the sites linking to you.

Also, link building software on the Internet will let you to make the most of your time and target the best sites to improve your link popularity. Once you begin developing links, you’ll need to monitor them on an ongoing basis and don’t forget to provide a link on your website to the third party site. These Internet marketing secrets are important for improving the search engine results.

http://www.marketingscoop.com/Internet-marketing-secrets.htm

Tuğçe Pakakar 107604066

CRM AS STRATEGY: AVOIDING THE PITFALL OF TACTICS.

CRM Strategies Rather Than Singular Tactics

In these days, to contend against others, to continue to serve and to keep the customers are the significant factors for the firms. In order to reach their targets they need some new, superior, and effective business course of action. In that sense this course of action points at continuous developments in how customers are served which emphasis customer relation management (CRM). We should not think CRM as a tactic but we should focus on its being long term strategy maintainable market and its intense relationship with customers.

As Bland expresses CRM is the bundling of customer strategies and processes, supported by means of relevant software, in order to improve customer loyalty to provide a competitive edge. That explains us CRM should involve a strategy which is supported by technology (software). In that way the companies will be able to make their customers loyal to them and by doing it they can compete with other companies in the market.

A new paradigm change in position to that CRM has re-oriented marketing activities to underline relationships with individual customers, to develop sustainable competitive advantages (Bauer, Grether and Leach 2002). The idea signifies the creation of long-lasting relationship with each customer. That means if a company manages its customer relationships better than its competitors it can not only keep its customers but also it can attract the attention of new customers as well.

The Present Condition Of CRM

CRM is not a new concept. It is stated in the trade books such as The One to One Future (Peppers and Rogers 1993). According to Gordon today most managers believe that CRM is essentially significant to the future of their business. He underlines here the importance of CRM for their future works. Also the companies today invest in technologies to understand customers much more clearly and to take advantage of this awareness about the customers. When they get more information about the customers they can offer products to answer their needs. Yet also firms have committed big amounts of resources to CRM technology. According to the studies nearly 60 % of CRM projects fail to achieve an important return on investment. (Rigby, Reichhed and Dawson 2003; Kale 2003; McKim 2002).

Carrying Out CRM As A Strategy

According to an incorrect common idea, CRM is tied up with “technology”. Than means CRM is something like a tool that we can buy and implement to our works without showing any effort. This misunderstanding brings the failure of CRM because those applications fail to advance to customers the real benefits that are attributable to CRM. Yet when we look at the successful companies we see that they adapted their CRM with strategies “only” technology. They shaped their CRM programme in a way of showing responsibility to the customer needs and wants. They used technology to find out the customer need and then they decided which strategy they should follow. That means they see CRM as an integral part of formulating a clear business strategy that balances there units: technology, process and people. Not only a singular factor they need but also the way to success brings those there concepts with a balance.

Also planning is one of the significant parts of CRM. To be successful the companies should put strategy before software (technology). The absence of strategy (planning) is the reason for the “failure of CRM”. Although strategic planning is important, some managers still think CRM as “tactics-driven”. Yet we see that researches emphasis that CRM is a strategy to build a long term customer loyalty. In other words, according to Gordon, if a company faces difficulties about CRM strategies, there may be no coherent strategy for moving the company ahead so the company should reshape their strategy and make it coherent with the other factors such as process, people and technology.

“Successful businesses, like Dell Inc. or Walmart, know exactly which customer they want and how valuable they are” (Rigby Reichheld and Dawson 2003, p2). This quotation explains that these successful companies know about their customers. They are aware of their needs and they show interest to them. In that way customer feels that they are important and valuable. Also they want to exceed those customers’ expectations and they manage to keep their customers with their CRM strategies. This also underlines that they answer the expectations of the customers so that they can keep the customers. On the other hand if a company doesn’t know which customers are their target customers, they formulate their strategies that neither cogent nor focused. That shows they lose ground to competitors by appealing to too many segments (Rigby Reichheld and Dawson 2003).

To accomplish a successful CRM strategy, a company “should act” as follows.

1) They should be aware which customers are their customers.
2) They should know what makes servicing these customers “profitable”
3) They should learn the reason why the customers buy from them but not from others
4) They should examine in which percentage their customers are in the market by means of profitable work.
5) They should investigate if they can find customers like them (target customer)
6) They should focus on what to do to keep the customers and to do more business with them.
7) They should work on how they can reduce the serving cost but still profitable to the customer.

With the example of Dell Inc and the others, in the light of above mentioned information, if a company’s strategy applies to above questions, there is no doubt for it to be successful.

Future Of CRM

Technology is moving too fast. While it advances, CRM must be integrated into strategy as it becomes available. In time there will be renewals, differentiations, new technologies but we should not forget that CRM is a journey, not a final destination. That means we will never be able to reach any result – there is nothing like a result in CRM. Yet we will always investigate, search and seek for it. This is the core of CRM.

Also as the technology moves forward customers had opportunity to reach more information through Internet (WWW). In this manner they are able to reach many many products. We can say that in the future companies will have to conduct marketing operations in a manner that does meet customers’ expectations. To say in other words they have to become more customer-centric than they may have been in the past.

Internet based customer relationship management (ICRM) is also a new revolution. As I mentioned above, the customers can see the wider picture with the advance technology (Internet). When we look at ICRM it can be fundamental and it is successful way of business since customers demand more and more knowledge from the companies. ICRM is a way for an organization to create, capture and use again the knowledge to achieve its objectives. In this way the companies will use these concepts (mostly) in the close future.

To sum up I would like to signify that we should not see CRM as tactics but we should see it as a strategy – as a whole. CRM is composed of strategy, technology, planning, process and being aware of customer needs. Also we are all aware that the technology is advancing and to become a successful company companies should deliver knowledge management to their customers on deman; ANYTIME & ANYWHERE. A circle may be a good example for it: There is never an end in a circle; but there is always a movement since we don’t know where the circle starts and ends. It is an action never comes to an end. Like a circle CRM should fall into step with customers in every dimension.

Ercan OĞUL

107604033

Source: Marketing Management Journal; Fall2006, Vol. 16 Issue 2, p147-154, 8p

To read the original article, please click on;

http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=23394903&site=bsi-live

Numara Taşınabilirliğinde Nihayet Akılcı Çözüm

Numara taşınabilirliğinde nihayet akılcı çözüm

TELEKOMÜNİKASYON Kurumu (TK) cep telefonlarında numara taşınabilirliği tartışmasını, akılcı bir orta yol bularak tatlıya bağlama yönünde önemli bir adım attı.

Daha önce Hürriyet e.yaşam’da birkaç kez eleştirdiğimiz hukuksal problemlere ve haksızlıklara yol açacak tam numara taşınabilirliği uygulamasından vazgeçilerek, kısmi numara taşınabilirliği uygulamasına geçileceği açıklandı.

TK Başkanı Tayfun Acarer tarafından Avea ile Uzak Mesafe Telefon Hizmetleri veren şirketler arasında yapılan arabağlantı anlaşmasının imza töreninde yapılan açıklamaya göre, kurumun altı aydır üzerinde çalıştığı numara taşınabilirliği uygulamasında sona yaklaşıldı.

Bugün üç cep telefonu operatörü ve TK’nın katılımıyla yapılacak toplantıda numara taşınabilirliği konusunda mutabakat sağlanması bekleniyor.

TK’nın öngördüğü uygulamaya göre bir operatörden başka bir operatöre geçecek kullanıcı, eski cep telefonu numarasını üç haneli operatör kodu haricinde yeni operatörüne aynen taşıyabilicek.

Örneğin 0532 xxx xx xx olan numarasını, yeni operatöre geçince 0542 xxx xx xx olarak kullanabilecek.

Bu çözümün açıklanmasından önce, numara taşınabilirliği uygulamasının operatör kodu da dahil olmak üzere tam olarak yapılması öngörülüyordu.

Yani örneğin 0532 xxx xx xx numarasını kullanan bir Turkcell abonesinin, Telsim’e geçtiğinde operatör kodunu da değiştirmeden 0532 xxx xx xx numarasını aynen kullanmaya devam etmesi düşünülüyordu.Ancak bu uygulamanın sayısız sakıncası vardı. TK’nın şu anda önerdiği kısmi numara taşınabilirliği ile herkesi mutlu edecek orta yol bulunmuş oldu.

Cevap bulunamayan tek soru, Türk Telekom’un sabit hat numaralarının bu numara taşınabilirliği uygulamasından neden muaf tutulduğu oldu. Türk Telekom’a sağlanan bu ayrıcalık, TK’nın Türk Telekom’un yeni sahibi Öger’i kayırdığına yönelik kuşkuları artırdı.Yurtsan Atakan
http://www.hurriyet.com.tr/yazarlar/4975106.asp?yazarid=52&gid=61

------

Numara taşınabilirliği yasası yürürlüğe girerse, GSM operatörlerinin bugüne kadar "marka" olarak gördüğü prefixe (532,542,555... gibi) yaptığı yatırımlar çöpe gitmiş olacak. Farklı operatörler ile bağdaşlaşmış olan farklı numaralar, son kullanıcının gözünde operatör ile özleşdeşmiş durumdalar. Operatörün değeri ve kurumsal kültürü aynı zamanda numaralara da yansıyor. Hatta bu numaralardan bazıları markalaşmada daha ileri giderek, gazete ve internette seri ilanlarla satılır hale gelmiştir. Dolayısıyla, her bir operatörün sahip olduğu numaların ve diğer bir adı ile markasının müşterinin algısındaki değeri o operatör ile özdeşleşmiştir ve bu markaların parasal değerleri de birbirinden çok farklıdır. Bu değerleri silmek veya karıştırmak, marka pazarlamasında başarılı olmuş firmaya haksızlık etmek olur diye düşünüyorum.

Fatih-Noyan-105604187

Book Review – LOYALTY MYTHS

Book Review – LOYALTY MYTHS:
Hyped Strategies That Will Put You Out Of Business – And Proven Tactics That Really Work

H. Wallard, L. Aksoy, T.G. Vavra, T.L. Keiningham

One of the most common mistakes that companies make when considering Customer Loyalty is; they think Customer Loyalty is a project, rather than an ongoing process.

Customer Loyalty can be put in the 4th step in a successful CRM Strategy.
-The first step is, “Get Customer”, that means customer acquisition.
-The second step is “Keep Customer” that means, don’t allow your customers to quit your company.
-The third step is “Grow Customer” that means, increase their revenue, increase their profitability.
-The last step is “Customer Loyalty” that means, make your customer to fall in love with you.

The Loyalty Myths Book reviews 53 loyalty myths with lots of real example companies such as First Chicago, Tansaş, Ryanair.

"Did you ever wonder if some of those age old sayings about marketing are true? For instance, we’ve all heard “It costs five times more to acquire a new customer than to retain a current customer.” But does anyone have any proof of that? That is exactly what a group of authors set out to do in Loyalty Myths: Hyped Strategies That Will Put You Out of Business – and Proven Tactics That Really Work. The authors, Timothy L. Keiningham, Terry G. Varva, Lerzan Aksoy, and Henri Wallard are all experts in consumer loyalty and use their wealth of knowledge to dispel common myths and offer insight into what really works.

The book chooses and interesting format – the first six chapters are devoted to dismiss over fifty common ‘loyalty myths’ and the final two chapters are used to learning about why customers are loyal and how a loyalty program should be managed. Each of the ‘loyalty myths’ chapters contains several ‘myths’ grouped together by common themes, such as Loyalty Myths That Subvert Company Goals and Loyalty Myths Regarding Employees. The chapters both begin and end with an example pulled from industry that encompasses all of the myths mentioned in the chapter, with the actual myths discussed in the middle. " Adam McFarland

As a summary, the writers claim that most of the common sayings up to now about customer loyalty are not true and the writers did research on these common sayings in detail and also supported by giving examples. One of the greatest examples is about First National Bank of Chicago. In the 90s, the company tried to overcome the low equity and started to charge $3 from each customer who went inside the bank for transactions. Other alternatives such as ATM or Phone are not popular during that period. The media posted lots of negative stories after the bank used the extra fee charging mehod, but the result was suprising.. the profits of the bank went up 28% with 80% of the transactions done electronically.

Fatih Noyan

105604187

Game Theory Framework Provides Insight into Consumer Behavior

“A Theory of Intraperson Games” by Min Ding
Journal Of Marketing
April 2007

(To read the original article, please click on http://www.atypon-link.com/AMA/doi/pdf/10.1509/jmkg.71.2.1)

"An angel on one shoulder and a devil on the
other”

Perhaps, there is nothing new un der the sun...

Min Ding argues for a game theoretic framework even when strategies and outcomes are confined to the same individual . In other words, such a game does not involve multiple players, but multiple selves of one player.

The concept advanced is intriguing. Ding proposes a theory of intraperson games (TIG) and draws on psychological, psychiatric, and artificial intelligence domains for supportive rationales. This theory posits two types of intrapersonal game players: the efficiency agent and the equity agent. Ding also provides an empirical application of TIG to variety-seeking behavior. Finally, he offers thought-provoking ideas for additional research.

This article raises interesting questions about consumers’ decision-making behaviors. For example, consider widely accepted notions that (1) personality traits are invariant over time and (2) key individual difference variables capture stable elements of consumer heterogeneity. If a strong personality trait in an individual implies the consistent dominance over time of one self over others, do intraperson games work less well for that individual? Similarly, if different consumers have different (but stable) levels of an important enduring characteristic that defines their self-identities, what are the implications for predicting strategies and outcomes of intrapersonal games within each consumer?

We have all been exposed to metaphors about “talking to yourself:” we argue the many sides of a question internally, with different internal advocates coming up with different positions. And then, somehow, most of us (humans, not avatars) come up with a decision. In the consumer choice domain, most of us resolve these internal conflicts and make a purchase decision. (Although I have certain family members who seem to be in almost endless internal conflict when deciding what to order at a restaurant, but that is a discussion for another time). Most of the theory and modeling surrounding consumer behavior ignores the resolution process of internal conflict…yet all of us seem plagued by “on the one hand…on the other hand”…whether we are considering what to eat for dinner or what house to buy. The big idea in Min Ding’s paper is that he recognizes that consumer choice can be framed as the resolution of internal conflict as opposed to some unconflicted utility maximization process. We all know we have many selves, all demanding attention and primacy, with some winning out sometimes and others winning at other times.

Min describes a more realistic and appealing model of people (consumers or businesspeople) assuming multiple selves when making important decisions. His classification of efficiency agent and equity agent as a framework of human selves seems to fit into many life or research scenarios, because as a social being, a person gains utility not merely from his/her own benefits but from adding to or not deducting social others’ benefits. In family purchase decision making, a husband may have to persuade himself not to be too assertive to appease his wife. Prior research typically relies on spousal demographics to predict spousal decision behavior while lacking a psychological framework to look at spouses’ self-persuasion in family decision conflict. As another application, this framework might be used to shed light on interpersonal trust research. Although trust has been seen as a governance mechanism that works to reduce transaction costs, little has been done to show why and how the trustee (such as a firm’s boundary agent) would refrain from being too opportunistic. Intuitively, based on the singlar assumption, he/she has to behave to maximize his/her firm’s interest according to his/her businessperson role; but why he/she acknowledges the trustor’s goodwill and responds accrodingly to reduce opportunism? Min’s intrapersoanl game theory may provide a new lens for looking into people’s multiple selves to uncover the mechanism.

Nevin Tan
107604076

Determinants of Price Rigidity:

Determinants of Price Rigidity:
The Role of Psychological Prices,
Price Changes and Sales Promotions



Summary of the article



This article is about price rigidity. Price rigidity a little flactuation of the price of a product or it’s a non changing situation of the price over a long term.This situation exist in big retailers recently the reason is that big retailers have a control over their suppliers and thier choices over the products effect the pricing.The determenet of price rigidity can be classified as ; phscological prices, price changes, sales promotions and the brand equity.Coming to the question of how these factor effect the pricing w emay say odd pricing used as a marketing strategy can influence the choices of the buyers. That’s to say when you increase the price of a product in odd numbers such as 9.90 the customers seemed insensitive to this change. However when you increase the price of a product by one degree as from 10 ten 11 the customer seem to be sensitive to this change and the sales drop dramatically. Therefore w emay say using odd pricing decreases the price rigidity. Price changes and the promotions may effect the pricing rigidity of a product if the brand does not have a strong position and equity in the market that means the bigger your market share and brand value are than the less price rigidity you will have and to sum extend you will have the freedom to decide over your products price as you wish.
Big retailers buy products follow the same route with the strong brand. However national or less known brands on the contrary seem to be affected by price rigidity a great deal.


Gürkan YILDIRIM

107604118

A Summary of A Book: Guerrilla Marketing: Secrets for Making Big Profits from Your Small Business

Nevin Tan

107604076

Over 15 million copies and in 44 languages, Guerrilla Marketing series of books are considered as ‘the marketing bible’ of our era.

In its basic definition, guerrilla marketing means unconventional marketing intended to get maximum results from minimal resources.

Coined by Jay Conrad Levinson, guerilla marketing is more about matching wits than matching budgets. Guerilla marketing can be as different from traditional marketing as guerilla warfare is from traditional warfare. Rather than marching their marketing dollars forth like infantry divisions, guerilla marketers snipe away with their marketing resources for maximum impact.

"Jay is one of the foremost business marketing experts in
the world. No one knows how to use the weapons of the trade better
than industry expert Jay Levinson."
Entrepreneur Magazine

When Guerrilla Marketing was first published in 1983, Jay Levinson revolutionalized marketing strategies for the small-business owner with his take-no-prisoners approach to finding clients. Filled with hundreds of solid ideas that really work, Levinson's philosophy has given birth to a new way of learning about market share and how to gain it. In this completely revised and expanded third edition, Levinson offers a new arsenal of weaponry for small-business success in the next century. Filled with strategies for marketing on the Internet (explaining when and precisely how to use it), tips for putting other new technologies to work, programs for targeting prospects and cultivating repeat and referral business, and management lessons in the age of telecommuting and freelance employees, this book is the entrepreneur's marketing bible in the twenty-first century. (www.books.google.co.uk)

In wikipedia.org, Guerrilla Marketing is defined as an unconventional system of of promotions on a very low budget, by relying on time, energy and imagination instead of big marketing budgets. The term has since entered the popular vocabulary to also describe aggressive, unconventional marketing methods generically.

Levinson's books include hundreds of "Guerrilla Marketing weapons," but they also encourage the guerrilla marketer to be creative and devise his own unconventional methods of promotion.

Levinson says that when implementing guerrilla marketing tactics, small size is actually an advantage instead of a disadvantage. Small businesses and entrepreneurs are able to obtain publicity more easily than large companies; they are closer to their customers and considerably more agile.

Yet ultimately, according to Levinson, the Guerrilla Marketer must "deliver the goods". In The Guerrilla Marketing Handbook, he states: "In order to sell a product or a service, a company must establish a relationship with the customer. It must build trust and support. It must understand the customer's needs, and it must provide a product that delivers the promised benefits."

Levinson identifies the following principles as the foundation of guerrilla marketing:

• Guerrilla Marketing is specifically geared for the small business and entrepreneur.
  
• It should be based on human psychology instead of experience, judgment, and guesswork.
  
• Instead of money, the primary investments of marketing should be time, energy, and imagination.
  
• The primary statistic to measure your business is the amount of profits, not sales.
  
• The marketer should also concentrate on how many new relationships are made each month.
  
• Create a standard of excellence with an acute focus instead of trying to diversify by offering too many diverse products and services.
  
• Instead of concentrating on getting new customers, aim for more referrals, more transactions with existing customers, and larger transactions.
  
• Forget about the competition and concentrate more on cooperating with other businesses.
  
• Guerrilla Marketers should always use a combination of marketing methods for a campaign.
  
• Use current technology as a tool to empower your marketing. (www.wikipedia.org)

In an age of seconds count, Guerrilla Marketing is the handbook of most of us in our attemp to turn our small business into a big one.

Mynet, Yonja'nın yarısını aldı

Mynet'in, ABD'li yatırım fonu Tiger Global ile facebook'un yerli rakibi sosyal paylaşım ağı www.yonja.com'un yüzde 50'sini satın aldı. Bu anlaşma ile Mynet'in, Türk internet sektöründe son dönemde gerçekleşen en büyük satın almalardan birini yaptığı konuşuluyor. Mynet tarafından yapılan açıklamada 5 milyon üyeye sahip yonja. com'un yüzde 50'sine ödenen ücret açıklanmazken, tahminler satın almanın 15 milyon doların üstünde bir fiyatla gerçekleştiği yönünde.

107604118

An experience to share

Nevin Tan
10760407

Deslerimizin birçoğunda vurgulanan konu, ürünün pazarlama yönteminin o pazara, tüketici alışkanlıkları, inançlar, gelenekler vs. açılarından uygunluğu olmuştu. Bu konuyla ilgili bir deneyimimi paylaşmak isterim:

Uluslarası bir firmada çalışıyorum. Sene içinde en az 1 dönem reklamlarımız TV'de yer almaktadır. Bu reklamların hazırlanması (fikir oluşumu ve tüm hazırlıklar) merkez ofisimiz Londra'da yapılır ve bu çalışma grubunda o ülkenin pazarlama müdürü de bulunur. Bu kişi kesinlikle anne ya da baba tarafından o ülke ile ilişkili birisidir.

Bizim örneğimizde Türkiye'den sorumlu pazarlama müdürümüz anne tarafından Türk olmakla birlikte bir Türk ile evli olduğundanher zaman Türk pazarından haberdardır ve ülkemize senede yaklaşık 7 ziyarette bulunur. Ancak az sonra belirteceğim hatanın farkına varamamış olması ilginç bir tesadüftür.

2008 için tasarlanan reklam; müzik, canlılık, tüketici bilinci gibi ana konularda mükemmel olmasına rağmen büyük bir hatayı da bünyesinde taşımaktadır: Hikaye bir kilisede noktalanmaktadır...

İş ortaklarımızdan oluşan 10 üst düzey yönetici ve ülke müdürlerimize bu reklam çalışması geçtiğimiz haftalarda tanıtıldı ve tahmin edileceği üzere 'red' aldı. Hikaye başarılı olduğundan sadece son sahnedeki setting değiştirilecek.

Böyle hatalarda sonuç daha can yakıcı olabilir ama bizim örneğimizde olabilecek en düşük maliyetle ve tüketici önüne çıkmadan bu hata düzeltilmiş oldu. Her firma bizim kadar şanslı olmayabilir, bu yüzden içinde bulunduğumuz pazarla ilgili son derece dikkatli davranmak gerekmektedir.

Is couponing an effective promotional strategy?

Coupons have been a promotional strategy for many years. Many manufacturers printed and also used the coupons with seting up their strategy. At the beginning of using coupons nearly all manufacturers attend to thise trend.But then they noticed that promotions encourage volatile demand and franchise building activities such as advertising lead to stable demand.
According to Procter & Gamble , wasting time had to decreased (Yarbrough ,1997 , p. 74) This makes for a costly investment in a strategy that provides little if any return for the manufacturer so that coupons were reduced or completely eliminated to cause high cost and low return.
During 1970 s the growth in coupon distribution hit the market. From 1970 to 1996 using of coupon increased as realised. According to Jones , the number of stabilized markets caused the number of still growing markets. Because many products reached maturation or saturation , manufacturers found it more difficult to grow market share as well as profit. When this situation continued , the US economy was stagnant and it was thought that using coupons caused suffering through 9 yerars of high inflation.As increasing the profit , the prices was shifted to above.Coupons and other sales tactics accelerate the sales in the short term. In 1990 when a brand is promoted , the consumer ‘s evaulation of that brand is lowered.Beause the consumers were tired of purchasing qualities in promotion.They would like to buy qualities which are inherit of the brand. According to searching , in the long term promotions have a negative effect on brand equity and the long-run profitiability of the brand. The ultimate goal of any brand marketer is to create the loyalty buyers. But the coupons do not strengthen the brand’s values or even provide brand diffirentiation except for price. It has been reported that only one in three people will use a coupon to try a new brand , but nine out of ten will use a coupon for a brand they already buy.In various product categories such as ready to eat cereals , disposable nappies , laundry detergents , hair care , oral hygiene products an deven fast food profits increase and the consumer’s evaulation and repurchase remains price driven not brand driven as the competitors prompt.After this, manufacturers looked for alternatife ways to promote products.
In 1996 C.W. Post decided to change the coupon strategy. According to this new strategy , Procter & Gamble announced that it would test eliminating coupons in three upstate New York markets and provide consumers with low prices everyday.
Procter & Gambler which is one of the most important coupon distributors publicized its organized strategy in 1992. The goal was to make promotions adn pricing more effective in meeting the needs of both consumers and the trade (Smith ,1997 ) The company has dropped its retail prices by 2 billion$ ,reduced the number of stock keeping units available and cut spending on established brands by 50 % (Smith, 1997)
In coming 1996 ,Procter & Gamble is used seting on strategy which is the elimination of coupons.The result was completely surprising however it was used in regions of living buyers. Many manufacturers followed Procter &Gamble strategy which is no coupon.According to this strategy, supermarket is reimbursed for the value of the coupon but the cost of doubling or tripling comes directly out of the supermarket’s profit. Consumers in the region protest this strategy. The test not only angered consumers but also public official joined in. After big struggle , the state of New York had reached an aggrement with ten grocery product manufacturers and brokers , including Procter & Gamble and the Wegmans Food Markets supermarket chain , to a 4,2 $ million settlement of the case.Procter & Gamble made a statement that they had only wanted to see if there were more efficient ways of delivering value to all consumers other than with coupons. Linda Ulrey ,who is Procter &Gamble spokeswoman , said that during the test period consumers paid the same for Prodect & Gamble products without coupons as they did during the year before the test.
In conclusion, consumers love coupons. However they paid less for Procter & Gamble products during the test without coupons, consumer was upset to prefer to have lower prices to hassle with finding , clipping , sorting and redeeming coupons . (Anonymus ,1995 ) One trade journal reported that price promotions are the brand equivalent of heroin , easy to get into , but hard to get out of . (Ambler 1999) Researchers have tested this discount requirement of consumers and determined that the growth of discounts can have negative effect of brand’s profitability.In spite of discount , consumers required coupons offer.
Is couponing dead or alive? It is doubtful. In spite of Procter & Gamble’s strategy , coupons have been delivered throug the newspaper and free standing inserts. Retailers use shopper/loyalty programmes and manufacturers.Mills and RJR Nabisco use database programs in order to tap consumers.Every marketing decision needs to be one that will create or reinforce a loyal relationship with the consumer and which will continue to build brand values.These are the ways that will build profits in the long term.

Bilge OZANSOY
107604042
Journal of Marketing Communications 7-3-9 2001

Exploring Relationship between Color and International Branding A Cross Cultural Comparison Of The UK And Taiwan

Exploring Relationship between Color and International Branding A Cross Cultural Comparison Of The UK And Taiwan


Color is found to be a useful and powerful too in the creation of international brand identity and awareness.

Brand color realms of emotion perception and image. This issue effects psychology to take its place. There are lot of saying in this case.

Tucker: Emotions can be stirred by color
Woodhuysen : Whoever controls the colors control the world
As result of introduction global brands are diversify as BP green, Cadbury’s purple Kodak Yellow, Marlboro red, Silk Cut purple, Benson and hedges gold.
Brand equity is hottest issue of marketing. According to Gardner and Levy 1955 conclude that the long-term success of a brand depend of selecting a brand meaning operationalising the meaning in the form of brand image and maintaining this image over time.
International brand names are often plagued by problems of language, pronunciation meaning, memorability, cultural considerations and legalities. (Murphy,1988) and Colors can generate good feelings, positive emotions and favorable disposition towards a brand.
Warm colors environments, but, paradoxically, may find red environments unpleasant, negative and tense.
However, a third explanation that falls between the two poles has recently been proposed in an excellent paper by Hupka el al. In this the authors acknowledge that emotions may be classified as primary or compound.

Research Methods: Brand Image, Colour associations, Colour- Brand associations

Managing Brand Portfolios: How Strategies Have Changed

Marketing and Marketing Consultancy in Eu

Efe Tümerk
#107604138
Bus.541


Management & Marketing Consultancy in Europe

In this research paper the company “Datamonitor” generated an unbiased study for the use of consultancy for management and marketing. Some criterias are fixed to identify the market definition such as the comprised regions which are America, Euro, Asia-Pasific. The research is studied in spesific sectors and the paper is segmentated according to these sectors. By this segmentation it becomes easier to compare the sectors between eachother in terms of their growth.

Then, the research emphasis on the competitive consultancy market. This competition leads to a wide range of services. Even some companies develop their own consulting unit by in house business. Generally the demand structure of the market is B2B. In this market the barriers are hgh because this sector depends on exprience and good track record, so being reliable prevents new entries to come in. The higher exprience of the consultancy companies allows the higher lucrative contracts that they make.

To give a brief about the consultancy companies, the research focused one Deloitte & Touche. There are some information about the organizational structure and the relations between the financial sector of D&T. Afterwards the numerical valuea are given for he sector ant it is clearly seen that the sector iz growing between 2000 – present.

Symbolic and functional positioning of brands

Subodh Bhat
Srinivas K. Reddy
Journal of Consumer Marketing Vol. 15 No. 1 1998

This article tries to understand whether symbolism and functionality are two distinct concepts or are two ends of one brand concept continuum.
Brand’s image in its long-term success necessitates having a framework for strategically managing the image over long term. Until Park in 1986 proposed BCM (brand concept management), brand managers had have very little direction for setting a conceptual framework. BCM proposes that every brand image should be based on a brand concept or a brand specific meaning. BCM defines brands as functional and symbolic. Functional brands satisfy practical and immediate needs, whereas symbolic brands satisfy needs as self-expression, prestige. Symbolic brands practical usage is incidental.
There is no defined measure or scale to distinguish brand types. This article also summarizes the aims and results of a survey that tried to construct a method for measuring brand positioning.
Authors prepared a survey with five product categories. Each category had two brands, with one accepted as symbolic and other as functional. Sample of survey was graduate students. They used three types of questionnaires; use of a brand to express themselves, characteristics of brands, and evaluations of users of brands.
Traditionally, human motivation for consumption behavior has a simple typology. It suggests two distinct schools of thought; rational school or “economic man” and the emotional or hedonic school. First one accepts consumers are rational and try to maximize their utility. On the other hand, second one suggests individuals use personal or subjective criteria such as taste, pride, desire for adventure, desire for expressing themselves in their consumption decisions.
Park argued that brands should be positioned to appeal either one of these types, but not both.
Results of the survey showed that symbolic construction might be divided into two segments. For some brands consumers focused on the prestige of the brand, for some brands expressing the user’s personality.
Furthermore functional brands scored high on the functional scale, while symbolic brands tended to have high ratings on the prestige and personality scales. Only in sports shoes category there were not significant differences between Nike and Converse. The assumption was “Nike is a symbolic brand, Converse is a functional brand. These observations suggested that it is possible to have brands that have both functional and symbolic meanings to consumers.
A few notes:
In 1998 Converse was not a symbolic brand, company was producing economic shoes, but brand always had a symbolic value history with “All Stars” model. On the other hand, Nike was an innovative brand and had a large market share, but it was never a very symbolic brand. It is a possibility that brands chosen in sports shoes category were not representative brands. Considering Converse’s new brand position as a symbolic brand during mid 2000s, Nike can be considered as a functional brand. Article considers sports shoes category in this survey had exceptional results, but may be brands were not very good.

Hüseyin Acar 107604154

Book Summary: Ice to the Eskimos - How to Sell a Product Nobody Wants

Ice to the Eskimos - How to Sell a Product Nobody Wantsby Jon SpolestraHarperBusiness, New York, 1997ISBN 0-88730-851-1

Based on this experience, Spolestra developed an approach to marketing a 'product that nobody wants'. He calls this approach "jump-start marketing" (an appropriate term I suppose for somebody with a basketball background). The basic principle of jump-start marketing is:
"People don't buy certain products for a reason. It doesn't happen by accident. Jump-start marketing isn't taking a product nobody wants and cramming it down their throats. It's taking a product nobody wants and repositioning, reshaping or reconfiguring it to make it something that a buyer can't refuse."
Spolestra articulates 19 principles or ground rules of jump-start marketing, which are:
1. You've got to want to clip on the wires and turn up the juice. In other words you and your team must be highly motivated to try new things to reposition your product.
2. Don't fool yourself into thinking you're somebody else - accept the realistic limitations of your core product or service, and build from there.
3. Increase the frequency of purchases by your customers. No matter how poor your current product or service, you must have some customers or clients. One key strategic dimension that you should be thinking about is how to augment and reposition your product in order to sell more to this group.
4. Get the name and address of the end user of your product. This is fundamental. If you sell through a distributor, you may lose the chance to get direct feedback from customers (as well as the opportunity to directly sell to them) unless you have ways and means of finding out who they are (such as names and addresses from warranty cards).
5. The janitor isn't going to lead the charge for new customers. A focus on jump-start marketing must come from the top.
6. Create big change with little experiments. Spolestra advocates trying little experiments to augment the basic product - initiatives that don't cost much time or money but that may pay off big dividends in terms of customer reaction. He suggests that what he terms 'terrorist groups for innovation' (a group within the company that wants to pursue new innovative marketing ideas) be formed within the organization to pursue these ideas.
7. Don't wait for a new product to bail you out - use innovative marketing now.
8. To get your ideas approved by the boss, prepare as if you were defending yourself in front of the Supreme Court. When you and your team have innovative jump-start marketing ideas, make sure you do your homework in order to get them approved. Even these little innovations have to be justified in terms of the potential return-on-investment.
9. Only sell a product that the customer wants to buy.
10. Get the feel for jump-start marketing outside the ivory tower. In order to really get a feel for what the customer wants, and develop ideas as to how the product or service could be repositioned, senior management must get on the front lines with the customer. This requires them manning the ticket desk occasionally, getting behind the counter, going along on sales calls, etc.
11. Only target people who are interested in your product. Don't waste resources trying to spread your (repositioned) message to all people - identify your key accounts and most likely customers, and go after them.
12. Don't let research make the decision for you. Spolestra is frankly suspicious of market research:
13. Make your client a bona fide, real-life hero. The emphasis in this point is to ensure that your largest immediate customers (in Spolestra's example, it was the people responsible for purchasing season's tickets for large corporations) look like a hero in the eyes of their superiors (which of course makes it all the more likely that they will be customers again - and probably larger customers -next year). In support of this, he would produce an annual report for the corporate customer showing the value of the season's tickets, the number of exposures that the company would have realized, etc. Copies were then given to the immediate customer who could then pass one along to his or her boss.
14. Run interference for your budding superstars. People who share a passion and a talent for jump-start marketing are invaluable, and should be nurtured and encouraged within your organization.
15. Make it too good of a deal on purpose. This is a fundamental point. Spolestra maintains that you must find some way of repositioning or reformulating your product or service to make it something that your potential customers simply cannot refuse. With the New Jersey Nets, one of the ways they did this was to package a barbecue family dinner and drinks with the game. They managed their costs so that the dinner alone was a bargain for the ticket price, to say nothing of the game being thrown in as part of the deal. Tickets were sold by the thousands, the games were standing room only, and the franchise made lots of money. Again, we see this approach of de-emphasizing the core product (the quality of the team), and augmenting and repositioning an enhanced product in its place.
16. Feel free to butt into other departments. Jump-start marketing cannot be confined to the marketing or sales department alone. Because it involves (sometimes drastically) reformulating the product or service, it must cut across the various departments in the organization.
17. Differentiate between big and little customers. Spolestra maintains that you cannot afford to treat your customers like a democracy. You largest accounts deserve more time and attention than your smallest accounts (and probably should be somehow rewarded for being your largest accounts).
18. When the going gets rough, increase expenses that are not fixed, like salespeople. Spolestra views salespeople on commission or contract (assuming they can do their job) as almost a guaranteed investment - they will return more to the organization than they will cost. Accordingly, the more the merrier, and especially in times of financial difficulty, this non-fixed expense should be increased.
19. Jumping higher than you think you can is possible with jump-start marketing. In his final point he emphasizes that jump-start marketing is fun, and that an organization will likely be surprised at how much can be achieved through the application of these principles. So, he suggests, set the bar high and go for it!
While sports is the industry from which most of the examples in the book are drawn from, this is most definitely not a sports marketing book. There are many good observations and insights through Ice to the Eskimos, and it makes for a very entertaining and enjoyable read besides.

Deniz YILMAZ
107604144

UNDERSTANDING CUSTOMER EXPERIENCE

The attention to customers requires a closed-loop process in which every function worries about delivering a good experience, and senior management ensures that the offering keeps all those parochial conceptions in balance and thus linked to the bottom line. The article is about how to create such a process, composed of three kinds of customer monitoring: past patterns, present patterns, and potential patterns. (These patterns can also be referred to by the frequency with which they are measured: persistent, periodic, and pulsed.) By understanding the different purposes and different owners of these three techniques--and how they work together (not contentiously)–a company can turn pipe dreams of customer focus into a real business system.

What Customer Experience Is

Customer experience is the internal and subjective response customers have to any direct or indirect contact with a company.

Obtaining the Right Information

There are three patterns of customer experience information, each with its own pace and level of data collection.

When companies monitor transactions occurring in large numbers and completed by individual customers, they are looking at past patterns.

Present patterns are collected through surveys or face-to-face interviews, studies tailored to the subject, or some combination thereof. It helps to prepare customers for the inquiry by telling them the purpose of the survey, how they will hear about the findings, and what role they might play in addressing them.

Potential patterns are uncovered by probing for opportunities, which often emerge from interpretation of customer data as well as observation of customer behavior.

Customer experience does not improve until it becomes a top priority and a company's work processes, systems, and structure change to reflect that.

Once persuaded of the importance of experience, every function has a role to play.

Marketing has to capture the tastes and standards of every one of its targeted market segments, circulate that knowledge within the company, and then tailor all consumer communications accordingly.

Service operations must ensure that processes, skills, and practices are attuned to every touch point. (Present-patterns surveys are good for tracking high-volume touch points such as call centers. )

Product development should do more than specify needed features. It should also design experiences after observing how customers use products and services, learning why they use offerings as they do, and figuring out how existing products might be frustrating them. Ideally, product developers will identify customer behavior that runs counter to a company's expectations and uncover needs that haven't been identified.

Information technology that can collect, analyze, and distribute CEM data, integrate the information with that generated by CRM, and monitor progress must be in place. As the data flow stabilizes, the form of presentation and its degree of detail should be keyed to whichever internal audience the data are meant for. A level of detail that is appropriate for an analyst, for example, can easily overwhelm a line manager. CEM is a play within a play, so to speak; just as customers must have a good experience, employees need to have a good experience digesting information about themselves.

Human resources should put together a communications and training strategy that conveys the economic rationale for CEM and paints a picture of how it will alter work and decision-making processes. Since the front line determines the bulk of customer experience, it would be a good idea to study those employees' individual capabilities, work processes, and attitudes. As for performance management, of course customer experience results should affect compensation. But as we have learned in recent years, incentives that are too powerful are more likely to distort behavior than channel it productively.

Account teams must progress from annual surveys to detailed touch-point analysis, then translate present patterns of customer experience and issues gleaned from recent transactions into action plans that are shared with customers. Not every significant implication is readily apparent. Leaders need to press the data to precipitate customers' concealed longings.

Customer dissatisfaction is widespread and, because of customers' empowerment, increasingly dangerous. Although companies know a lot about customers' buying habits, incomes, and other characteristics used to classify them, they know little about the thoughts, emotions, and states of mind that customers' interactions with products, services, and brands induce. Yet unless companies know about these subjective experiences and the role every function plays in shaping them, customer satisfaction is more a slogan than an attainable goal.

Source: Harvard Business Review; Feb2007, Vol. 85 Issue 2

Orkun Öztürk
107604075

Exploring Collaboration Between Sales And Marketing

Exploring Collaboration Between Sales And Marketing
-Summary-

Ken Le Meunier-FitzHugh, Nigel F. Piercy (2007) “Exploring Collaboration Between Sales And Marketing” European Journal of Marketing, Vol. 41 No:7/8, pp:939-955

The study seeks to implications of collaboration between sales and marketing and further to identify whether there are benefits in terms of business performance of improving collaboration between sales and marketing.
The authors are faced with the difficulties like the complexity of the interface between sales and marketing, and the limited literature examining the relationship between sales and marketing. To solve these problems they adopt exploratory case studies, and by this way the framework is developed from both existing literature and contextual field data.
The aim of the case studies and examining the existing literature is to investigate the sales and marketing interface, to identify the possible antecedents of collaboration between sales and marketing, and to develop a framework that can be tested through a quantitative survey.
The case studies allow this fuzzy and undefined area to be clarified and existing theories to be empirically tested. To allow the development of a conceptual framework, these exploratory case studies are conducted to clarify the relationship of the various elements influencing collaboration between sales and marketing.
Organisations and customers habitually see sales and marketing as a single function; customers do not usually differentiate between sales and marketing departments and consider them to perform a single purpose. However, in large organisations, sales and marketing are frequently structured as separate and discrete departments and perform different functions.
Three organizations are selected for field studies. These companies are a publisher, an industrial manufacturer and a packaged-goods company. The reasons behind the selection of these companies is that they have separate sales and marketing departments reporting to a single senior manager, and have a vertical management structure. The reason for selecting organisations from different industries was to confirm that similar elements were found in a number of contexts.
The basis for these studies is hour-long personal interviews with three members of staff in each company – the head of sales, head of marketing, and their line manager Senior managers were selected because they provide an overview of the sales and marketing interface and the objectives of the organisation as a whole.
The study identifies that there are three types of factor influencing collaboration between sales and marketing: integrators, facilitators, and management attitudes towards coordination.
There appears to be an established relationship between the level of collaboration between sales and marketing and business performance. The exploratory case studies establish that senior management plays a pivotal role in creating and improving collaboration between sales and marketing, and that there is a positive correlation between collaboration between sales and marketing, and improved business performance.
The role of sales is “to stimulate, rather than satisfy, demand for products”, while marketing “will be structured around major customers and markets, not products, and will integrate sales, product strategy, distribution, and marketing communications competencies and activities”. However, the nature of marketing practice itself varies by organisation and industry. The type of marketing carried out, and how it is managed, organised and delivered changes as the firm co-evolves with its market place. There is often poor coordination between sales and marketing, particularly in planning and goal setting.
This study contends that sales and marketing need to collaborate rather than integrate and uses exploratory case studies to support the development of the framework.
In addition to the findings reached by case studies, the extant literature says that the relationship between sales and marketing does not always operate efficiently or effectively and that their actions are not always well coordinated or collaborative. This lack of collaboration may be caused by lack of understanding of each other's roles, role ambiguity, poor communication, a culture of blame, different perspectives and poor alignment of activities and goals. There is considerable evidence to indicate that improvements in collaborative behaviour between sales and marketing can have benefits in enhanced business performance.
The limitations of this study are that it is qualitative in nature and the conceptual framework needs be tested through a large-scale survey. In addition, the study considers only large UK organisations and, therefore, future research should consider expanding the study to overseas organisations.

Haşim IŞIK (107604140)

Innovation Predictions 2008

Innovation Predictions 2008
Get ready for … anything. As companies, governments—indeed, entire countries—confront an array of dilemmas, the only constant will be change
by Bruce Nussbaum
Building the next-generation enterprise—and maybe even the next-generation nation—will preoccupy most of us in 2008. The demand for innovation is soaring in the business community and is just beginning to gain traction in the political sphere. Most of the leading Presidential candidates have thoughtful positions on innovation (BusinessWeek.com, 11/15/07). And nearly all CEOs and top managers who have learned the language of innovation are now seeking the means to make it happen. It took the Quality Movement a generation to change business culture. The Innovation Movement is still in its infancy, but it's growing fast.
You can see that in the vast changes taking place within the field. Companies are demanding new tools and methods to execute that change within their existing organizations, as well as for the kind of design thinking that transforms cultures. To take advantage of the opportunities, chief innovation officers in big corporations such as Procter & Gamble (PG) and Harley Davidson (HOG) are leaving to join consultancies or set up shop for themselves. Consolidation is quickening apace as small innovation consultancies try to combine big-picture thought leadership with specific, on-demand Web applications that manage networks, talent, customers, suppliers, and employees around the world. In 2007, consultancy Monitor bought into innovation strategy specialists Doblin, led by Larry Keeley, while another large consultancy, BSG Alliance acquired research firm New Paradigm, led by Wikinomics co-author Don Tapscott.
What's up for 2008? Keep an eye on the business schools. Companies are demanding that their managers be more creative and less obsessed with cost and efficiency. The last revolution within executive education was the introduction of Management Science in the 1950s. Will we see the spread of IM—Innovation Management—in "exec ed"?
Privacy, Mobility, and the Next Big Idea
And expect the whole realm of social networking to change in 2008. Just when you "got it" and thought it was all about open, personal, and casual online relationships, social media will morph into another ecosystem—one with lots of gates. Who your friends are is becoming far more important than how many friends you have. We can probably thank our advertising friends for this. The drive to monetize Facebook and MySpace (NWS) by using members' personal information is alienating many people, driving them to more private networks. Stay tuned, and watch Europe and Brazil for future trends. Social networks are beginning to feel a lot like hot nightclubs—with velvet rope barriers.
As for hot products in 2008, prepare for yet more surprises. The triumph of opening up the cell phone will create an array of new applications we can only dream of right now. GPS may seem old hat by next summer. The mobile Facebook is bound to be fascinating. And the e-book may be just an iteration away from taking off. Want to reduce your personal carbon footprint easily? Read books, magazines, and newspapers on an e-book.
And the Big Idea for 2008? Stop competing against your competitors. Your traditional rivals aren't your biggest worry. Disruptive innovation is hitting corporations from outside their business. Verizon (VZ) was forced to open its cell-phone service because Apple (AAPL) and Google (GOOG) smacked it hard. Verizon's new business model will probably generate 10 times the demand for service. You just never know. That's life, in beta.
For more on 2008 innovation predictions, see BusinessWeek's slide show.

Aysegul Kuyumcu 106604229

Broadening the Concept of Marketing

-Summary-

Marketing is generally seen as a business activity for most of the people. However; the authors whom Philip Kotler and Sidney J. Leviy have an argument that marketing is not just linked with the business world. Moreover, they think that marketing is a “pervasive societal activity” which also includes the non-business organizations with the marketing functions.

In this article, it is implied that organizational marketing is rising and non-business organizations like University of California and Ford Foundation became effective as much as the business units in USA. It is also said that, both type of organizations have similar functions such as financial, personnel, purchasing or marketing functions. Especially, the marketing functions’ importance is underlined in the article and their effect on the public. For instance; museums and a police department in USA, a nation for its political issue as the Greek junta or the anti-cigarette group in Canada… They all used marketing and tried to be effective on the society.

Apart from these; the article says that; “...All of these organizations are concerned about their ‘product’ in the eyes of certain ‘consumers’ and are seeking to find ‘tools’ for furthering their acceptance” and it examines these three concepts under the headings.

First of all, the product, which has many forms like physical products, services, ideas, organizations or persons, is the first main point that broadens the concept of marketing. Secondly; the consumers, they are the group that is very important to satisfy by the organizations. This group also has four sub-groups which are the clients, trustees or directors, the active publics who take interest in the organization and the general public.
Finally; the third concept, marketing tools which includes the product development, distrubution, the pricing and the consumer communication are also mentioned and examples are given in the article. For example; for the tool of product improvement, a non-business organization like a university changes their curricula and it adds new services.

Also, the article tells about what are the effective marketing concepts for the non-business organizations. There are nine concepts which are overlapping with the business organizations’. First of them is the “generic product definition” which aims to define the products’ esence in emotional, social, political, religious or intellectual terms. The second concept is “target groups definition” which should be determined well by the non-business organizations. Thirdly, “differentiated marketing” concept is underlined. Here, an example is given about the labour unions which gave different messages to different parties. And, the other concepts are “customer behavior analysis”, “differential advantages”, “multiple marketing tools”, “integrated marketing planning”, “continuous marketing feedback” and “marketing audit” which means that if an organization wants to stay viable, it must change when it is needed.

Finally, in the last part of the article, it is touched upon the public opinions about marketing and it can be understood that people have not always considered in the right way. To conclude with; all organizations must develop the right products to the right target audience with the modern tools of communication.

Broadening the Concept of Marketing
Kotler, Philip Sidney J. Levy
Journal of Marketing Volume:33 Jan 1969

Rengin KARAARSLAN

Gıda devlerinden reklam kesme kararı

Dünyanın en büyük gıda üreticileri 12 yaş altı çocuklara yönelik reklam kampanyaları yapmama konusunda anlaşmaya vardı.

Anlaşmaya imza atan şirketler arasında Burger King, Coca-Cola, Pepsi- Co, Danone, Ferrero, General Mills, Kellogg, Kraft, Mars, Nestle, ve Unilever gibi kuruluşlar bulunuyor. Şirketler ilk etapta ilkokullarda reklam yapmayacak. Anlaşmanın sonraki aşamalarında ise TV, internet ve yazılı basın gibi mecralardan 12 yaş altı çocuklara yönelik şekerli gıda reklamı yapılmayacak.

Kaynak: MediaCat Online
http://www.mediacatonline.com/tr/news/details.asp?id=5341

Tüketici kitlesinin büyük çoğunluğunu aslında çocukarın oluşturduğu abur cubur, şekerli gıda..vs sektöründeki bu gelişme zaten son zamanlarda “sağlıklı beslenme”ye yönelik ürünler sunma trendinin getirdiği bir aşaması aslında. İleride bizim abur cubur diye tarif ettiğimiz şekerli gıdaların yerini besleyici özelliği vurgulanan/öne çıkarılan ve aynı zamanda lezzetli olan, çocuklara yönelik gıdaların aldığını göreceğiz. Hatta belki şimdi hepimizin rahatlıkla ve bol bol tükettiği bu abur cuburları düşündüğümüzde “Nasıl yiyiyormuşuz?” bile diyebiliriz.

Orkun Öztürk
107604075

BRAND SYNTHESIS:THE MULTIDIMENSIONALITY OF BRAND KNOWLEDGE

SUMMARY

This journal us some promising and productive current research.More holistic perspectives that synthesize the multidimensionality of brand knowledge is critical to advance branding theory and practice,both in genenal and with brand leveraging in this topic.
Consumer research insights have long played an important role in nagerila decision making in many areas of marketing ,for example,in the development of advertising,pricing.and channel stratagegies.Marketers are desperate for consumer behavior learning that will improve their understanding of branding and their desing and implementation of brand building marketing programs.The importance of consumer research to marketing practie that managers struggle to adapt to a fast changing marketing environment characterized by savvier consumer and increased consumers and increased competition,as well as the decreased effectiveness of traditional marketing tactics and emergence of new marketing tools.If we want to behave strong brand,we will understanding of how consumers feel,think,and act could provide valuable guidance to address these brand management challenges.effects on consumer of linking a brand to another place ,thing....Marketers often attempt to increase their but brand equity by,in effect,borrowing equity from others.Analyzing this leveraging process requires understanding first one in fact consumers know about brand,second one how this knowledge might be affected by linking the brand to other entities.
consumer brand knowledge can be defined in terms of the personal meaning information.Researchers studiyng the organization of consumer memory at one point debated whether brand knowledge structures were organized by attributes or by brands.Some scientist research this subject ,fallow some methods and improve thinking for the consumer brand knowledge.At the end conclusion,increasingly much of is about more abstract and intangible consideration and this are illuminate this aspects of brand knowledge.Brand have some improtant characteristic for multiple dimensions of brand knowledge.These are awareness,benefits,images,thoughts.feelings,attitudes,experience.It will be perform right strategies above this concept.
I want to explain one of them for an example 'experience 'to purchase and consumption behaviour.Importantly ,all of these kinds of information may become a part of consumer memory and affect consumer response to marketing activies.By creating differential consumer responses and affecting the success of brand building marketing programs,brand knowledge is source of brand equity.Marketing activity creates or affects in multiple dimensions of brand knowledge,in turn influence consumer response to marketing activity.Integrating the different dimensions of brand knowledge could improve the ability of researchers to model consumer response and marketers to focus their marketing programs.Linking the brand to some other person ,thing,place,brandaffects or brand knowledge by creating new brand knowledge or effecting existing knowledge.Much research has examined these transfer effects in terms of country of origin effects,celebrity source effects,ingredient brand effects,corporate branding effects and so on.Brand portfolios refer to all the brands that factor in to a consumer's desicion to buy,whether the company owns them or not,(Hill&Leader)and they develop a three dimensional model called the'brand portfolio molecule to represent their approach.
A deeper understanding of how konledge for a brand and other linked entities interact is thus of paramount importance.Abstract model would be developed that encompassed all the different mean of leveraging brand knowledge.Along those lines 3 factors wouls seem particularly important.These are knowledge of the entity(brand knowledge could be applied to these other entities ),meaningfullness of the knowledge of the entity and transferability of the knowledge of the entity (other entity could be transferred to a brand).Any one entity may be associated with multiple dimensions of knowledge,each of which may affect brand knowledge directly and indirectly.Idetification of the brand with a cause could have multiple effects on brand knowledge.A number of issues come in to play in terms of understanding how the three factors above might operate according types of secondary sources of information and the different dimensions of knowledge potentially involved.There are different modarating factors and should be such as perceive similarity of the brand and other entity than this models leveraging is often desinged to provide complementary brand knowledge in an attempt to shore up a negatively correlated attribute.
TUĞÇE SEZER 107604142
JOURNAL OF CONSUMER RESEARCH

Summary of the book :New Marketing Practice - Rules for Success in a Changing World

In this book David Mercer has compiled a set of tried and true marketing principles and rules of thumb into an overall course on brand and marketing management. he has steered clear of theory and abstract concepts that may be difficult to implement in practice, in favour of practical and workable principles that in his experience have actually proved useful on a day-to-day basis.
"This is an intensely practical rule-book designed to support and empower the individual manager — you — by offering a range of easy-to-implement rules which have already led to demonstrable success. These simple rules encapsulate the practical experience of some of the most expert marketers in the world. They are intended to help managers who have a less comprehensive knowledge of marketing than these experts, but the unique in-depth knowledge of the specific problems facing their own organization." (p. vii)
Throughout the book, he presents 190 of these ‘rules for success’, divided into four categories: ‘general rules’, which apply to most management situations, not just those pertaining to marketing; rules of strategy; rules of tactics; and operational rules. The book itself is divided into 15 chapters, each covering a distinct aspect of marketing and brand management. The rules are presented through discussion of each of these topic areas. The chapter headings are:Theory and Reality ,Competition ,Product:Service Strategy ,Branding ,Segmentation and Positioning ,The Customer ,Marketing,Research ,Advertising ,onviction Marketing ,Public Relations,Selling New Products ,Pricing
Marketing Planning ,Strategies for Success

Throughout the book, Mercer adopts a very utilitarian, if not downright contrarian, approach to marketing theory and practice. If the writer does not believe that a given concept or approach has merit in the harsh light of practical utility, he will not hesitate to say so. For example, regarding the hallowed ‘4 P’s of marketing’ approach (product, price, promotion, place) he comments as follows:’’I do not recommend this framework, no matter how popular it is — and indeed suggest that you positively avoid it! As you can see, in its rather desperate attempt to find four categories that begin with the letter ‘P’ it ignores services; it places undue emphasis on Price and comes up with a catch-all category for leftovers, called Place, which tends to be meaningless, no matter how much time is devoted to trying to explain what it covers. Not the least of the problems posed though, is that the four Ps make no reference to the customer or client — who should be at the centre of the whole process!"
(Mercer is similarly skeptical about some of the work of Michael Porter, believing him to have developed some useful concepts, but being overly simplistic in other areas. He also dismisses the concept of the Product Life Cycle as being intuitively quite powerful and appealing, but ultimately of little practical use in predicting market performance.)
Some of the more interesting and useful concepts are:
• Rule G4 (meaning General Rule Number 4) - The Analytical Four-Step, which is a process for developing your own judgement about a given marketing (or any other) situation. It actually comprises five steps, which are Step 0 — START with a blank sheet of paper; Step 1 — SEARCH using your own judgement of the situation for relevant factors involved and write them on the piece of paper; Step 2 — SELECT the most important factors, until you end up with the six most relevant; Step 3 — PRIORITIZE these six factors; and Step 4 — SYNTHESIZE these factors into no more than two directives that will lead to action
• Rule T5 (meaning Tactical Rule) — The Experience Curve, which outlines the theory and justification for the notion that in many markets, the more that is produced, the more that is learned and the lower costs become
• Rule T8 — Fast Response: A consistently fast response to competitor’s actions is usually the most (cost-) effective strategy.
• Rule O2 (meaning Operational Rule)— Sensitivity: Determining which element (changed by 10%) has the greatest (%) impact on the overall organization is a powerful device for focusing attention on key issues, especially cost issues.
• Rule G5 — The 80:20 Rule: "The most general and powerful rule of all is this one. It simply states that, across a wide range of situations, 20% of the contributors (customers, say) will account for 80% of the performance (sales volume, for instance
• Rule S6 (meaning Strategy Rule )- Branding Practice: "The brand is simple in concept but normally represents the most powerful device offered by marketing practice to all organizations in all fields. With very few exceptions, it embodies the most important and valuable investment that any organization can hold. It must be developed over the longer term — not milked for short-term results — and above all it must be safeguarded. It encapsulates the whole product:service package and is the means by which the richness of this is conveyed to your customers in a personified form."
• Rule S8 — The Rule of 1-2-3: This is the notion that the most competitive markets are typically dominated by 2 or 3 brands, and between them they usually account for approximately 70% of sales. For maximum stability of the market, the brand leader should hold about twice the market share of the second, and three times the share of the third, market leaders.
• Rule O10 — Market Segmentation: Practical and useful market segmentation should be based upon characteristics that are relevant to the consumer, rather than the supplier
• Rule O45 — Simplicity: Simplicity is the key to successful promotion. Less is more."
• Rule O49 - 5 OTS: The usual rule of thumb is that 5 OTS (opportunities to see, or exposures to the message) are required to achieve market impact
• Rule T32 — Satisfaction Equals Perception Minus Expectations: "If you EXPECT a certain level of service and PERCEIVE the service received to be higher, you will be a satisfied customer. If you perceive the same level where you had expected a higher one, you will be disappointed and therefore a dissatisfied customer."
• Rule O62 — Public Relations: You get the PR coverage that the story is worth
• Rule O69 — The Proximity Trap: You must not get fooled into thinking that your real customers are your distributors (because they are close by).
• Rule O85 — The Customer Bonus: The very best R&D of all is to let the customer tell you how the product or service should be developed


Sibel Zöngür
106621017

Hayatımın Fikri projesi genç girişimcileri keşfe devam ediyor

Hayatımın Fikri projesi genç girişimcileri keşfe devam ediyor
Avea ve Toplum Gönüllüleri Vakfı (TOG) tarafından üniversite öğrencisi genç girişimci adaylarına ulaşarak, kendi iş fikirlerini hayata geçirmeleri için fırsat sunmayı amaçlayan “Hayatımın Fikri” projesi ikinci yılında sekiz üniversitede 2.400 gence ulaşmayı hedefliyor.

Hayatımın Fikri projesi, genç girişimci adaylarının henüz üniversitedeyken potansiyellerini ortaya çıkarmayı, onları desteklemeyi ve ürettikleri projeler ile yeni iş fikir ve alanları yaratmalarını hedefliyor. Proje 2007-2008 eğitim-öğretim yılında Eskişehir’de Anadolu Üniversitesi, Diyarbakır’da Dicle Üniversitesi, Kahramanmaraş’ta Sütçü İmam Üniversitesi, Çanakkale’de On Sekiz Mart Üniversitesi, İzmir’de Yüksek Teknoloji Enstitüsü, Bolu’da Abant İzzet Baysal Üniversitesi, Van’da Yüzüncü Yıl Üniversitesi ve Mersin’de Mersin Üniversitesi olmak üzere toplam sekiz üniversitede fakülte ve bölüm ayrımı yapmaksızın 2.400 gence ulaşmayı hedefliyor.

Hayatımın Fikri projesi eğitim, danışmanlık ve girişimcilik kurulu toplantısı aşamalarından oluşuyor. Projenin eğitim aşamasında uygulanabilir iş fikri, girişimcilik, fizibilite hazırlama ve iş planlaması konularında dersler veriliyor. Eğitimler tamamlandıktan sonra gençler, kazandıkları donanımla iş fikirlerini projelendirmeye başlıyor. Bu aşamada ise gençlere iki ay süreyle danışmanlık veriliyor. Son olarak iş planları hazırlanan projeler arasından eğitmenler tarafından ön eleme yapılıyor. Başarılı bulunan genç girişimci adayları projelerini, tanınmış girişimcilerden oluşan Gençlik için Girişimcilik kuruluna sunuyorlar. Bu projeler arasından uygun bulunanlar fonlanarak, gençler tarafından oluşturulan iş fikirlerinin hayata geçmesi sağlanıyor.

Marketing Türkiye
Banu Paksoy
107604164

“The Coming Age of Electronic- Based Personal Relationships” by Linda Jane Coleman and Nisreen Bahnan

“The Coming Age of Electronic- Based Personal Relationships” by Linda Jane Coleman and Nisreen Bahnan

In this article Coleman and Bahnan talks about a very popular concept nowadays which is online dating. However; they look at this concept from a different angle and they search how this seemingly very irrelevant area has become a tool for marketing.

Although, many of us may still think that online dating is rather absurd, freaky and pathetic sometimes. The article contrarily shows us that infact more and more people are choosing their mates via internet nowadays. The net with its no bondaries opens up new visions for those who does not want to be confined to their own environment to find their partners. As Coleman and Bahnan says there ara many choices and opportunities via web and plus it is safe since first you start to know people by their attitudes and then you get to know them via their physical appearance. As they point out in their articles, it is as if knowing someone “inside out”, which avoides the inevitable prejudices that you would when you physically meet someone for the first time.

Coming to the issue of marketing, well as Coleman and Bahnan says strangely or maybe not so, the people are willing to pay to find a partner via the net and they state the amount paid ranging from 25 to 30 dollars which is not a small amount if thought cumulatively. Moreover, it is easy to think of thisnew trend as just one branch of marketing since first you pay to get a benefit which is partners in this case and then you advertise yourself. You carefully describe yourself and expect that someone that matches your character comes and finds you out or vice versa. Therefore in the end, it seems that you pay a certain amount of money to get a utility to get a service and advertise yourself . That is why this new media is seen as a new tool of marketing since anything is possible via these websites. Even you can find a soul mate for your pet.

When once again one thinks of the recent trend, then s/he immediately realizes that this new trend does not seem to be that freaky anymore. In the end what may be wrong about having no boundaries, being global, not being confined to a limited area and being free in all your choices. So if you still think that this is weird, I suggest that you look at the matter from a brand new angle and do not avoid sparkling marketing opportunity there!

Banu Paksoy
107604164

Olimpiyatlar

Olimpiyatlar ve futbolla reklama 6 milyar $ gidecek

Önümüzdeki yıl spor organizasyonları ve ABD’deki başkanlık seçimleriyle, küresel reklam harcamaları yüzde 6.7 artacak.

Medya planlama ve satın alma şirketi ZenithOptimedia’nın raporuna göre, reklam harcamaları, mortgage krizinden kaynaklanan yavaşlamaya karşın, 2008’de Pekin Olimpiyat Oyunları, ABD başkanlık seçimleri, Avrupa Futbol Şampiyonası ve gelişmekte olan ülkelerin güçlü performansının etkisiyle artacak.
Rapora göre, 2010’da Çin’in Almanya’nın yerine en büyük dördüncü reklam piyasası olması, Rusya’nın da 14’üncü sıradan 6’ncı sıraya yükselmesi bekleniyor. Olimpiyatlara 3 milyar dolar, ABD’deki seçimlere 2 milyar dolar ve 2008 Avrupa Futbol Şampiyonası’na ise 1 milyar dolar reklam harcaması yapılacağı tahmin ediliyor. 2007 ile 2010 yılları arasında gelişmekte olan ülkelerin reklam piyasasına ise fazladan 49.5 milyar dolar katkıda bulunması da bekleniyor.

Referans:http://www.marketingturkiye.com/Haberler/Detay/?no=9785

Uğur ÜNAL 107604084

Dünyada yapılmakta olan büyük spor organizasyonları artık sadece evrensel barış kardeşlik duygusu üzerine deil de reklam stratejilerinin belirlendiği ve insanların bu gibi işlere milyonlarca $ yatrımların yapıldığı birer gövde gösterisine dönüşmüş durumda.Bu duruma bir örnek daha vermek gerekirse ; SUPERBOWL organizasyonunda (Amerikan futbolu final maçı ;USA) Maçın devre arasında yapılan reklam verme savaşı şubat 2. hafta oynanan maçtan aylar öncesine dayanır ve bu reklam kuşağına girebilen firmalar için bu çok prestijli bir durum olarak hatırlanır.Bu durum da sporun artık sadece spor olarak deil globalleşen dünya şartlarına ne kadar uyum sağladığını ve şirketlerin de buna hiç de sessiz kalamadığına örnek olarak gösterilebilir.

Uğur ÜNAL
107604084