The Emergence of Relationship Marketing (RM)
The marketing mix management paradigm has dominated marketing thought, research and practice since it was introduced almost 50 years ago. Today, this paradigm is beginning to lose its position.
New approaches have been emerging in marketing. The globalization of business and the evolving recognition of the importance of customer retention and market economies and of customer relationship economics, among other trends, reinforce the change in mainstream marketing. Marketing is no longer just about developing, selling and delivering products. It is increasingly more concerned with the development and maintenance of mutually satisfying long-term relationships with customers. RM(Relationship Marketing) is based upon the premise that it makes economic sense to satisfy and retain customers, as the strength and duration of the relationship is directly proportional to the resultant profitability. This contemporary interest in maintaining customers is reforming marketing with an emphasis on the creation of value and the building of relationships. This new marketing refocusing has been explored in consumer services marketing. This has prompted companies to treat their customer base as individual assets in themselves. Moreover, if a company builds and maintains good relationships with customers, it cannot be easily replaced by the competitors and, therefore, provides for a sustained competitive advantage. After the post-industrial or service economy, most of the developed world is now entering a new, information economy. Writers surveyed the factors and developments in service marketing that later gave rise to RM. These factors include the combined impact of low growth rates and deregulation, resulting in "everyone getting into everyone else's business". This naturally meant increased competition. Therefore, according to the writers, this forced companies to think more in terms of "keeping customers" as opposed to only "winning new customers". According to one of the writers, Berry (1983), a customer relationship is best established around a "core service", which ideally attracts new customers through its "need-meeting character". However, creating customer loyalty among the old customers is one of the main goals of RM. The authors also mention "frequent flyer" programmes and other incentive programmes intended to encourage customer loyalty by rewarding it.
Resource:http://www.coolavenues.com/know/mktg/anurag-relationship-1.php
Author:Anuraag Mittal
Deniz Desi TARİÇ
10514063
Tuesday, June 10, 2008
Haber: İngiltere’deki yıllık Videofon satışı bizde 1 haftada yapıldı
Türk halkının teknolojik yeniliklere olan ilgisi, telefonda görüntülü konuşma imkanı veren Videofon’un satışa çıkması ile bir kez daha kanıtlandı. Türk Telekom, British Telecom’un 1 yılda satabildiği 2 bin görüntülü telefonu, yeni hizmetin piyasaya çıktığı ilk haftada sattıADSL müşterisi sayısını 3 yılda 3 kat artıran Türk Telekom’un Genel Müdürü Paul Doany, dün yılsonu hedeflerini 6 milyon ADSL abonesi olarak açıkladı. Bu artışta ADSL üzerinden görüntülü telefon hizmeti Videofon’un da büyük katkısı bekleniyor. Sadece 1 hafta önce satışa çıkan Videofon’a TT’nin hedefinin çok üzerinde, 2 bin kişi abone oldu. Bu rakam, British Telecom’un 1 yılda satabildiği görüntülü telefon adedi. Türk Telekom’un dün açıkladığı başka bir veri de Türk halkının teknolojik yeniliklere ne kadar çabuk ısındığını ortaya koyuyor. Telekom’dan e-fatura kullanmaya başlayanların sayısı 550 bin aboneyi bulmuş durumda.
Avrupa’nın en hızlısı
Türk Telekom ve Avea ile ilgili son verilerin açıklandığı toplantıda konuşan İcra Kurulu Başkanı ve Genel Müdür Paul Doany, geniş bant alanında 2005 yılı sonunda 1.5 milyon olan ADSL hattının 31 Mart 2008 itibarıyla 3 kattan fazla bir artışla 4.95 milyona ulaştığını, ADSL hat sayısında yaşanan bu artışın Avrupa’daki en hızlı büyüme oranlarından biri olduğunu vurguladı.Türk Telekom olarak daha hızlı internet erişimini mümkün kılmak için yatırım yapmaya devam ettiklerini, sabit hat alanında ise devre anahtarlamalı ses şebekesinin yerini alacak olan MPLS transmisyon omurga şebekesine yatırım yaptıklarını anlattı. Genel Müdür Doany, soruları yanıtlarken, hissedarlara verilen rehberde 2008 sonunda ADSL sayısının 6 milyona ulaşabileceğinin denildiğini ifade ederek, “Rekabet performansına göre... 2008 sonunda ADSL abone sayısının 6 milyona ulaşabileceğini öngörüyoruz” diye konuştu.
Avea 10.5 milyon aboneyle % 17’lik pazar payına ulaştı
Avea CEO’su Cüneyt Türktan, 2008 içinde 300 milyon dolarlık yatırım planlandığını kaydederek, 10.5 milyon abone sayısına ulaştıklarını, kapsama alanlarının yüzde 70 olduğunu, bunun daha da gelişeceğini söyledi. Türktan, yılın ilk çeyreğinde pazarın yüzde 15 büyürken Avea’nın yüzde 30 büyüdüğünü ifade ederek, “Pazar payımız geçen yılın ilk çeyreğine göre yüzde 2’lik artarak yüzde 17’ye ulaştı. Gelir seviyesinde yüzde 42 büyüme sağladık. 2007’nin ilk çeyreğinde 341 milyon YTL olan gelir, bu yılın ilk çeyreğinde 482 milyon YTL’ye ulaştı” diye konuştu. Abone başı gelirde yüzde 8’lik bir iyileşmenin bulunduğunu kaydeden Türktan, geçen yıla göre personel sayısının yüzde 25 arttığını belirtti.
Telekom kurdan nasıl kaybetti?
PAUL Doany, 2007’nin ilk çeyreğinde 515 milyon YTL olan net dönem kârının, bu yılın aynı döneminde 399 milyon YTL’ye gerilediğini, bunun kur kayıplarından kaynaklandığını bildirdi.Türk Telekom Finans Başkanı Ersin Topçuoğlu ise bu kaybın nedenini şöyle anlattı: “Yabancı döviz kredileri kaynaklı, 200 milyon YTL’nin üzerinde bir kur farkı kaybı söz konusu. Kurun 31 Aralık 2007 seviyelerinde kaldığını varsayarsak birinci çeyrek net kârı 562 milyon YTL civarında kapanırdı. Bu da düşüş değil, yaklaşık yüzde 10 artış olurdu. Telekom’un 2.4 milyar YTL borcunun hemen hemen tümü, ağırlıklı Avea olmak üzere döviz cinsinden uzun vadeli kredilerden kaynaklanıyor.“
Kaynak: Vatan Gazetesi
http://w9.gazetevatan.com/haberdetay.asp?tarih=10.06.2008&Newsid=183211&Categoryid=2
Yorum: Türk Telekom'un Videofon konusundaki başarısının ve Türkiye'deki 1 haftalık Videofon satışlarının İngiltere'deki yıllık satışlara denk gelmesinin ardındaki neden olarak; Videofon'un Türkiye'de çok iyi tanıtılmış olması ve ilgili reklamların çok etkili olduğu görüşündeyim . Özellikle bu reklamlarda ünlü komedyen Cem Yılmaz'ın oynaması, halkın büyük ilgi göstermesine sebep oldu. Zaten Cem Yılmaz'ın Türk Telekom reklamları halkın beğenisini kazanmıştı ve onlar Videofon için bir öncelik niteliğindeydi. Önce Cem Yılmaz, reklamlarda Türk Telekom'un icatlarını ve çeşitli servislerini tanıttı ve bunların üstüne Videofon'u komik üslubu ve yarattığı komik karakterle bir kez daha seyirciyi güldürerek onlara bu ürünü zevkle tanıtmayı başardı. Öte yandan Videofon Türkiye için önemli bir adım oldu. Videofon'un orta ve üst düzey maddi konuma sahip insanlar tarafından tercih edildiği görüşündeyim. İnternette yurtdışındaki kişilerle de ücretsiz görüntülü konuşma yapılabilen şu dönemde bile Videofon'un bu kadar kişinin ilgisini çekmesi biraz şaşırtıcı. Ama yine de Cem Yılmaz'ın katkısının büyük olduğu bence tartışılmaz.
Ayrıca Türk Telekom'un ADSL satışlarındaki büyüme oranını ve pazar payının gittikçe artmasını, hem monopollüğünden kaynaklanan insanlar üzerinde yarattığı büyük etki ve güvenden kaynaklandığını; hem de yine Cem Yılmaz'ın stand-up gösterisi gibi sunduğu reklamların halkın büyük beğenisini topladığını düşünüyorum. Bu reklamlar ve halkın üzerinde bıraktığı etki yalnızca Türk Telekom'u değil, Avea'yı da olumlu yönde etkiliyor ve bu çok normal bir artış.
Telekom'un kur kayıplardan kaynaklanan net karındaki düşüşün, yatırımcıları ve halkı etkilemeyeceği görüşündeyim. Çünkü sürekli artan pazar payına ve işletim faaliyetlerinden olan net kara sahip olan Telekom, halkın güvenini sadece kur kaybından kaybetmeyecektir. Önemli olan döviz cinsinden uzun vadeli kredilerini azaltması ve işletim faaliyetlerini her geçen yıl arttırması ve tabiki bunları etkili pazarlama ve reklamlama taktikleriyle halka sunmasıdır. Cem Yılmaz'la olan sözleşmesini bitirmemesi de Türk Telekom için büyük bir artıdır, diye düşünüyorum.
Deniz Desi Tariç
10514063
Avrupa’nın en hızlısı
Türk Telekom ve Avea ile ilgili son verilerin açıklandığı toplantıda konuşan İcra Kurulu Başkanı ve Genel Müdür Paul Doany, geniş bant alanında 2005 yılı sonunda 1.5 milyon olan ADSL hattının 31 Mart 2008 itibarıyla 3 kattan fazla bir artışla 4.95 milyona ulaştığını, ADSL hat sayısında yaşanan bu artışın Avrupa’daki en hızlı büyüme oranlarından biri olduğunu vurguladı.Türk Telekom olarak daha hızlı internet erişimini mümkün kılmak için yatırım yapmaya devam ettiklerini, sabit hat alanında ise devre anahtarlamalı ses şebekesinin yerini alacak olan MPLS transmisyon omurga şebekesine yatırım yaptıklarını anlattı. Genel Müdür Doany, soruları yanıtlarken, hissedarlara verilen rehberde 2008 sonunda ADSL sayısının 6 milyona ulaşabileceğinin denildiğini ifade ederek, “Rekabet performansına göre... 2008 sonunda ADSL abone sayısının 6 milyona ulaşabileceğini öngörüyoruz” diye konuştu.
Avea 10.5 milyon aboneyle % 17’lik pazar payına ulaştı
Avea CEO’su Cüneyt Türktan, 2008 içinde 300 milyon dolarlık yatırım planlandığını kaydederek, 10.5 milyon abone sayısına ulaştıklarını, kapsama alanlarının yüzde 70 olduğunu, bunun daha da gelişeceğini söyledi. Türktan, yılın ilk çeyreğinde pazarın yüzde 15 büyürken Avea’nın yüzde 30 büyüdüğünü ifade ederek, “Pazar payımız geçen yılın ilk çeyreğine göre yüzde 2’lik artarak yüzde 17’ye ulaştı. Gelir seviyesinde yüzde 42 büyüme sağladık. 2007’nin ilk çeyreğinde 341 milyon YTL olan gelir, bu yılın ilk çeyreğinde 482 milyon YTL’ye ulaştı” diye konuştu. Abone başı gelirde yüzde 8’lik bir iyileşmenin bulunduğunu kaydeden Türktan, geçen yıla göre personel sayısının yüzde 25 arttığını belirtti.
Telekom kurdan nasıl kaybetti?
PAUL Doany, 2007’nin ilk çeyreğinde 515 milyon YTL olan net dönem kârının, bu yılın aynı döneminde 399 milyon YTL’ye gerilediğini, bunun kur kayıplarından kaynaklandığını bildirdi.Türk Telekom Finans Başkanı Ersin Topçuoğlu ise bu kaybın nedenini şöyle anlattı: “Yabancı döviz kredileri kaynaklı, 200 milyon YTL’nin üzerinde bir kur farkı kaybı söz konusu. Kurun 31 Aralık 2007 seviyelerinde kaldığını varsayarsak birinci çeyrek net kârı 562 milyon YTL civarında kapanırdı. Bu da düşüş değil, yaklaşık yüzde 10 artış olurdu. Telekom’un 2.4 milyar YTL borcunun hemen hemen tümü, ağırlıklı Avea olmak üzere döviz cinsinden uzun vadeli kredilerden kaynaklanıyor.“
Kaynak: Vatan Gazetesi
http://w9.gazetevatan.com/haberdetay.asp?tarih=10.06.2008&Newsid=183211&Categoryid=2
Yorum: Türk Telekom'un Videofon konusundaki başarısının ve Türkiye'deki 1 haftalık Videofon satışlarının İngiltere'deki yıllık satışlara denk gelmesinin ardındaki neden olarak; Videofon'un Türkiye'de çok iyi tanıtılmış olması ve ilgili reklamların çok etkili olduğu görüşündeyim . Özellikle bu reklamlarda ünlü komedyen Cem Yılmaz'ın oynaması, halkın büyük ilgi göstermesine sebep oldu. Zaten Cem Yılmaz'ın Türk Telekom reklamları halkın beğenisini kazanmıştı ve onlar Videofon için bir öncelik niteliğindeydi. Önce Cem Yılmaz, reklamlarda Türk Telekom'un icatlarını ve çeşitli servislerini tanıttı ve bunların üstüne Videofon'u komik üslubu ve yarattığı komik karakterle bir kez daha seyirciyi güldürerek onlara bu ürünü zevkle tanıtmayı başardı. Öte yandan Videofon Türkiye için önemli bir adım oldu. Videofon'un orta ve üst düzey maddi konuma sahip insanlar tarafından tercih edildiği görüşündeyim. İnternette yurtdışındaki kişilerle de ücretsiz görüntülü konuşma yapılabilen şu dönemde bile Videofon'un bu kadar kişinin ilgisini çekmesi biraz şaşırtıcı. Ama yine de Cem Yılmaz'ın katkısının büyük olduğu bence tartışılmaz.
Ayrıca Türk Telekom'un ADSL satışlarındaki büyüme oranını ve pazar payının gittikçe artmasını, hem monopollüğünden kaynaklanan insanlar üzerinde yarattığı büyük etki ve güvenden kaynaklandığını; hem de yine Cem Yılmaz'ın stand-up gösterisi gibi sunduğu reklamların halkın büyük beğenisini topladığını düşünüyorum. Bu reklamlar ve halkın üzerinde bıraktığı etki yalnızca Türk Telekom'u değil, Avea'yı da olumlu yönde etkiliyor ve bu çok normal bir artış.
Telekom'un kur kayıplardan kaynaklanan net karındaki düşüşün, yatırımcıları ve halkı etkilemeyeceği görüşündeyim. Çünkü sürekli artan pazar payına ve işletim faaliyetlerinden olan net kara sahip olan Telekom, halkın güvenini sadece kur kaybından kaybetmeyecektir. Önemli olan döviz cinsinden uzun vadeli kredilerini azaltması ve işletim faaliyetlerini her geçen yıl arttırması ve tabiki bunları etkili pazarlama ve reklamlama taktikleriyle halka sunmasıdır. Cem Yılmaz'la olan sözleşmesini bitirmemesi de Türk Telekom için büyük bir artıdır, diye düşünüyorum.
Deniz Desi Tariç
10514063
Thursday, June 5, 2008
Summary: An International analysis of emotional and rational appeals in services vs goods advertising.
(Miller, A.N and Stafford, M.R. (1999) An International analysis of emotional and rational appeals in services vs goods advertising. Journal of Consumer Marketing, Vol. 16 No. 1 pp. 42-57)
“Appealing to consumers in different cultures has been an ever-present challenge for international advertisers, and the challenge continues to grow as advanced technology and increased economic globalization contribute to the proliferation of international marketing and advertising” (Miller, D and Stafford, M. 1999).
According to the paragraph by Miller and Stafford (1999), it is clear that in order to understand the levels to which emotions are appealed, both domestic and international points of view should be analysed. Additionally, decision making processes of customers from different cultures tend to differ from each other. Therefore, marketing campaigns should be handled regarding to the rules of international marketing and advertising. In international marketing point of view, culture has influences on buyer behaviour. In more depth, buyer behaviour can be hooked by cultural messages that are seen on an advertisement during the decision making process.
Ali Ümitcan Sevin
107604083
“Appealing to consumers in different cultures has been an ever-present challenge for international advertisers, and the challenge continues to grow as advanced technology and increased economic globalization contribute to the proliferation of international marketing and advertising” (Miller, D and Stafford, M. 1999).
According to the paragraph by Miller and Stafford (1999), it is clear that in order to understand the levels to which emotions are appealed, both domestic and international points of view should be analysed. Additionally, decision making processes of customers from different cultures tend to differ from each other. Therefore, marketing campaigns should be handled regarding to the rules of international marketing and advertising. In international marketing point of view, culture has influences on buyer behaviour. In more depth, buyer behaviour can be hooked by cultural messages that are seen on an advertisement during the decision making process.
Ali Ümitcan Sevin
107604083
Time Machine, in Mac OS X 10.5 (Leopard)
http://www.pcworld.com/article/id,140663-page,1-c,technology/article.html
Time Machine, in Mac OS X 10.5 (Leopard)
Photograph: Marc Simon
Innovation: Backs up changes hourly to an external drive behind the scenes, then lets you "go back in time" to restore data.
Benefit: Makes light work of the one task that every computer user should do and most people put off--and gives the function a pretty face, to boot.
Time Machine is the killer feature in Leopard. You'll either love or hate this wild and wacky space-and-time user interface, but performing backups will never be the same. One question: Why doesn't Windows Vista have anything this simple and useful?
Comment:In this competitive business world, companies have to not only make good products but also inform consumers about the benefits of their products to maintain a good position in customers’ minds for profit maximization. Cultural messages contain symbols, morals, rules of behaviour and knowledge, all of which affects the decision process of customers in terms of selecting or prioritising wants for goods/services (Jennet, Hennessey, 2005). In order to succeed in global market of technology, Mac OS has to appeal the needs of users’ needs and inform them about the features of this product very well. Otherwise, users may go backward while considering to welcome this product to their lives. Additionally this new product is also a very good example of Macintosh's innovative image on our minds. They are famous of producing handy and usefull products allways making things easier or more enjoyable in our lives. "Why doesn't Windows Vista have anything this simple and useful? " is a summary of Macintosh's being one step ahead in producing value for customers and they are also using this as a marketing tool.
Ali Ümitcan Sevin
107604083
Time Machine, in Mac OS X 10.5 (Leopard)
Photograph: Marc Simon
Innovation: Backs up changes hourly to an external drive behind the scenes, then lets you "go back in time" to restore data.
Benefit: Makes light work of the one task that every computer user should do and most people put off--and gives the function a pretty face, to boot.
Time Machine is the killer feature in Leopard. You'll either love or hate this wild and wacky space-and-time user interface, but performing backups will never be the same. One question: Why doesn't Windows Vista have anything this simple and useful?
Comment:In this competitive business world, companies have to not only make good products but also inform consumers about the benefits of their products to maintain a good position in customers’ minds for profit maximization. Cultural messages contain symbols, morals, rules of behaviour and knowledge, all of which affects the decision process of customers in terms of selecting or prioritising wants for goods/services (Jennet, Hennessey, 2005). In order to succeed in global market of technology, Mac OS has to appeal the needs of users’ needs and inform them about the features of this product very well. Otherwise, users may go backward while considering to welcome this product to their lives. Additionally this new product is also a very good example of Macintosh's innovative image on our minds. They are famous of producing handy and usefull products allways making things easier or more enjoyable in our lives. "Why doesn't Windows Vista have anything this simple and useful? " is a summary of Macintosh's being one step ahead in producing value for customers and they are also using this as a marketing tool.
Ali Ümitcan Sevin
107604083
Sunday, June 1, 2008
Summary
The New View of Relationship Marketing:
Better integration to deepen brand commitment
by Deb Rapacz and Martin Reilly
http://jimc.medill.northwestern.edu/JIMCWebsite/2008/RelationshipMarketing.pdf
Summary :
In this article Deb Rapacz and Martin Reilly explain the strategical importance of brand commitment and demonstrate the very successful example of "Jack Daniels " advertising strategy.According to the authors, the new view of relationship marketing shall be adopted by marketers, in which way, they could create a strong brand commitment with their consumers/clients.Jack Daniels" started long ago with relationship marketing and was very successful in establishing a solid commitment, although they have no tools like internet at that time.However, they make themselves known as dedicated producers of tenesse whiskey and they underlined this approach with stories which helped create a very strong commitment consumers.
Cenk Osman Or
107604014
Better integration to deepen brand commitment
by Deb Rapacz and Martin Reilly
http://jimc.medill.northwestern.edu/JIMCWebsite/2008/RelationshipMarketing.pdf
Summary :
In this article Deb Rapacz and Martin Reilly explain the strategical importance of brand commitment and demonstrate the very successful example of "Jack Daniels " advertising strategy.According to the authors, the new view of relationship marketing shall be adopted by marketers, in which way, they could create a strong brand commitment with their consumers/clients.Jack Daniels" started long ago with relationship marketing and was very successful in establishing a solid commitment, although they have no tools like internet at that time.However, they make themselves known as dedicated producers of tenesse whiskey and they underlined this approach with stories which helped create a very strong commitment consumers.
Cenk Osman Or
107604014
We're all guinea pigs in Google's search experiment
Source : http://news.cnet.com/8301-10784_3-9954972-7.html?tag=nefd.lede
SAN FRANCISCO--When it comes to search quality, Google has a split personality.
Google uses a method called split A/B testing to measure exactly what changes it should make to its main search Web site--both to its famously Spartan search box and to the results it produces. With the approach, Google shows different versions of the pages to users and measures how they respond, said Marissa Mayer, vice president of search products and user experience, in a speech at the Google I/O conference here Thursday.
Marissa Mayer, vice president of search products and user experience at Google, speaks at the Google I/O conference.
(Credit: Stephen Shankland/CNET News.com)
For example, Mayer said, the company wanted to find out how many search results to show users--the customary 10, or 20, 25, or 30? When asked directly, users said they'd like more results on a page, but testing showed otherwise.
Specifically, Google found that when the results increased to 30 per page, people searched 20 percent less overall, Mayer said. After much analysis of server logs, the company found it was because it took about twice as long to display the longer results list for the user, and speed matters.
"As Google gets faster, people search more, and as it gets slower, people search less," she said.
The same effect happened with Google Maps. When the company trimmed the 120KB page size down by about 30 percent, the company started getting about 30 percent more map requests. "It was almost proportional. If you make a product faster, you get that back in terms of increased usage," she said.
Split A/B testing also led Google to refine exactly how much white space to pad around its logo and other elements on the search results page. And it changed from the industry practice of a pale blue background behind ads to a pale yellow background. People not only clicked on ads more, they also searched more in general, she said.
The subject clearly is close to Mayer's heart. She's an engineer who also has an interest in the more aesthetic realm of design.
"On the Web in general, (creating sites) is much more a design than an art," she said. "You can find small differences and mathematically learn which is right."
A history of Google's search pageGoogle's search page, with its abundance of empty white space and its almost boastful "I'm feeling lucky" button, looks downright ordinary today. But it wasn't always the case.
Mayer said that back when Google was a relatively unknown 80-person start-up, the company tested Stanford students on how well they could use Google to find which country won the most gold medals in the 1994 Olympics. The result: students would sit in front of the Google screen for 15 seconds, 30 seconds, 45 seconds, a minute...Google was perplexed.
So Mayer would eventually intervene and ask what was holding up the searchers. "I'm waiting for the rest of it," they'd say. Clearly they expected more of the flashy ads and busy text of other search pages of the 1990s.
"The very first home page was that misunderstood. People didn't resonate with it," Mayer said. One woman even thought the Web site was a fake construction that was part of a psychology experiment.
Marissa Mayer, vice president of search products and user experience at Google, shows three slightly different versions of Google's search results page that the company tested with users. The top, with the least white space, was more popular as measured by how much users searched.
(Credit: Stephen Shankland/CNET News.com)
As a result, the company put a copyright notice at the bottom of the page. "It's not there for legal reasons," Mayer said. "It's there as punctuation. That's it. (It tells the searcher) 'Nothing else is coming; please start searching now.'"
Mayer oversaw much of Google's design, but the sparse start page wasn't her doing and wasn't even part of a plan, she said. Instead, it was the design of co-founder Sergey Brin.
Why so minimalist, she wondered? Sergey's response: "We didn't have a Webmaster, and I don't do HTML."
Google also decided against presenting newbie and expert versions of its search page, Mayer said. People figure it out quickly, so the company aims its product at the experts.
"The learning curve on search is really fast," she said. "People go from 'Where can I get spaghetti and meatballs in Silicon Valley' to 'italian food san jose' really fast," she said.
The complexity of searchGoogle tries to look simple from the outside, but its search process is, as no one will be surprised to hear, quite complicated.
A typical search will require actions from between 700 to 1,000 machines today, Mayer said.
That's grown more complicated as Google moved to what it calls universal search, in which the regular search results are mixed with results from its other search areas such as books, news, blogs, images, and maps.
With those other, narrower search services, Google lost sight of the simplicity users need in its haste to bring the services to market, Mayer said.
"The urgent can drown out the important," she said. "It's great we did these urgent, expedient search indices, but what we really need to do is put them on the same page."
Indeed, in the longer run, she envisions universal search growing far more sophisticated, with a page filled with "images, videos, and graphs--not a list of 10 URLs but as a holistic answer to your query."
Search also will become more personal, with results tailored for individuals. (Google has begun offering personal results for those who sign up.) One reason personalization is important, she said: a very useful factor Google can weigh in its search results is what a person just tried searching for previously, she said. Knowing that, "We know what you discarded or are refining from," she said.
"We know 10 years out search will probably be a lot more personalized," she said. "And there will be a lot more content to index. When we think how to build search, it's important to think about the 10-year case."
Comment : Google'ın basit ve sade interface'inin arkasındaki son derece kompleks stratejiler ve kullanıcıya sunulan her secenegin saglama araştırmalar sonucu kararlaştırılmış oldugunu görüyoruz. Ayrıca google'un kullanıcıların tercihlerine verdigi önemi ve bu hususta tespitlerini dogru yapmak icin kullandıgı titiz ve pratik araştırma stratejisi, başarısını anlamamızda ipucu niteliginde. Dogru bilgiye ulaşmak, tüketici ihtiyaclarını dogru analiz etmek başarılı pazarlamacılıgın en önemli noktalarından.
Cenk Osman OR
107604014
SAN FRANCISCO--When it comes to search quality, Google has a split personality.
Google uses a method called split A/B testing to measure exactly what changes it should make to its main search Web site--both to its famously Spartan search box and to the results it produces. With the approach, Google shows different versions of the pages to users and measures how they respond, said Marissa Mayer, vice president of search products and user experience, in a speech at the Google I/O conference here Thursday.
Marissa Mayer, vice president of search products and user experience at Google, speaks at the Google I/O conference.
(Credit: Stephen Shankland/CNET News.com)
For example, Mayer said, the company wanted to find out how many search results to show users--the customary 10, or 20, 25, or 30? When asked directly, users said they'd like more results on a page, but testing showed otherwise.
Specifically, Google found that when the results increased to 30 per page, people searched 20 percent less overall, Mayer said. After much analysis of server logs, the company found it was because it took about twice as long to display the longer results list for the user, and speed matters.
"As Google gets faster, people search more, and as it gets slower, people search less," she said.
The same effect happened with Google Maps. When the company trimmed the 120KB page size down by about 30 percent, the company started getting about 30 percent more map requests. "It was almost proportional. If you make a product faster, you get that back in terms of increased usage," she said.
Split A/B testing also led Google to refine exactly how much white space to pad around its logo and other elements on the search results page. And it changed from the industry practice of a pale blue background behind ads to a pale yellow background. People not only clicked on ads more, they also searched more in general, she said.
The subject clearly is close to Mayer's heart. She's an engineer who also has an interest in the more aesthetic realm of design.
"On the Web in general, (creating sites) is much more a design than an art," she said. "You can find small differences and mathematically learn which is right."
A history of Google's search pageGoogle's search page, with its abundance of empty white space and its almost boastful "I'm feeling lucky" button, looks downright ordinary today. But it wasn't always the case.
Mayer said that back when Google was a relatively unknown 80-person start-up, the company tested Stanford students on how well they could use Google to find which country won the most gold medals in the 1994 Olympics. The result: students would sit in front of the Google screen for 15 seconds, 30 seconds, 45 seconds, a minute...Google was perplexed.
So Mayer would eventually intervene and ask what was holding up the searchers. "I'm waiting for the rest of it," they'd say. Clearly they expected more of the flashy ads and busy text of other search pages of the 1990s.
"The very first home page was that misunderstood. People didn't resonate with it," Mayer said. One woman even thought the Web site was a fake construction that was part of a psychology experiment.
Marissa Mayer, vice president of search products and user experience at Google, shows three slightly different versions of Google's search results page that the company tested with users. The top, with the least white space, was more popular as measured by how much users searched.
(Credit: Stephen Shankland/CNET News.com)
As a result, the company put a copyright notice at the bottom of the page. "It's not there for legal reasons," Mayer said. "It's there as punctuation. That's it. (It tells the searcher) 'Nothing else is coming; please start searching now.'"
Mayer oversaw much of Google's design, but the sparse start page wasn't her doing and wasn't even part of a plan, she said. Instead, it was the design of co-founder Sergey Brin.
Why so minimalist, she wondered? Sergey's response: "We didn't have a Webmaster, and I don't do HTML."
Google also decided against presenting newbie and expert versions of its search page, Mayer said. People figure it out quickly, so the company aims its product at the experts.
"The learning curve on search is really fast," she said. "People go from 'Where can I get spaghetti and meatballs in Silicon Valley' to 'italian food san jose' really fast," she said.
The complexity of searchGoogle tries to look simple from the outside, but its search process is, as no one will be surprised to hear, quite complicated.
A typical search will require actions from between 700 to 1,000 machines today, Mayer said.
That's grown more complicated as Google moved to what it calls universal search, in which the regular search results are mixed with results from its other search areas such as books, news, blogs, images, and maps.
With those other, narrower search services, Google lost sight of the simplicity users need in its haste to bring the services to market, Mayer said.
"The urgent can drown out the important," she said. "It's great we did these urgent, expedient search indices, but what we really need to do is put them on the same page."
Indeed, in the longer run, she envisions universal search growing far more sophisticated, with a page filled with "images, videos, and graphs--not a list of 10 URLs but as a holistic answer to your query."
Search also will become more personal, with results tailored for individuals. (Google has begun offering personal results for those who sign up.) One reason personalization is important, she said: a very useful factor Google can weigh in its search results is what a person just tried searching for previously, she said. Knowing that, "We know what you discarded or are refining from," she said.
"We know 10 years out search will probably be a lot more personalized," she said. "And there will be a lot more content to index. When we think how to build search, it's important to think about the 10-year case."
Comment : Google'ın basit ve sade interface'inin arkasındaki son derece kompleks stratejiler ve kullanıcıya sunulan her secenegin saglama araştırmalar sonucu kararlaştırılmış oldugunu görüyoruz. Ayrıca google'un kullanıcıların tercihlerine verdigi önemi ve bu hususta tespitlerini dogru yapmak icin kullandıgı titiz ve pratik araştırma stratejisi, başarısını anlamamızda ipucu niteliginde. Dogru bilgiye ulaşmak, tüketici ihtiyaclarını dogru analiz etmek başarılı pazarlamacılıgın en önemli noktalarından.
Cenk Osman OR
107604014
Friday, May 30, 2008
Fanta Japan shakes up the beverage market
I discovered this new and unique Coca-Cola Japan product the other day in the vending machine near my home. It's called Fanta Furufuru Shaker.
In some ways it's reminiscent of those jelly drinks marketed by Weider Japan.
If you're not familiar with them, imagine a semi-soft version of Jello that's drinkable.
Where Coca-Cola Japan has added a twist is in adding carbonation that's activated by shaking the can.
The first mouthful feels a bit like Jello, but then the carbonation hits you, producing the sensation that you're actually eating your soda.
Less adventurous souls and the conventionally minded (in other words, adults), may find this off-putting.
But Japanese kids are going to, ahem, eat it up.
And you are simply not going to believe the TV ads.
Fanta Japan regularly produces fairly "out-there" commercials, but you won't want to miss the ones currently posted on their website. After you reach the top page, click on TVCM, then play the video that comes up in the main screen.
In particular, keep a close eye out for this character, whose can shaking technique is going to stimulate a lot of chatter in some quarters.
Posted by Michael Fiorella on May 06, 2008 at 07:08 AM
COMMENT: The Coca Cola Company does it Again!!!
Coca-Cola Japan introduces a new product. In fact, it’s a new idea as well as a new product: Eat your soda! The fabric of traditional soda has been altered and given a new function. A new perception has also been created: It is not exactly a beverage, it is more like jello. The bigger perception that will soon be created about this product will probably be during its marketing campaign: Children, the target audience, will be persuaded that they need and want this new jello/beverage. Do they really need it? Well, the Coca-Cola Company needs money, that is for sure. If the soda/jello is a success in Japan, it will probably cross borders to seek new markets.
Emre UNAL 106604190
Source: Transforming Strategy One Customer at a Time
By Richard J. Harrington and Anthony K. Tjan
Harward business Review
In this article, Tijan , Thomson’s Ceo and Harrington, a consultant who advised him, describe how the company adopted a user-centric mind set initially in the Thomson Financial division and then throughout the organization. First came a redefinition of the division’s market, which was mapped not by type of purchaser but by eight end-user segments. That gave Thomson a clear view of the division’s real, addressable market and of corresponding opportunities. After conducting surveys and “day in the life” observations of users, Thomson charted their entire work flow, beginning with what they were doing three minutes before and after using a product, and saw where the organization could add value. Then, through cluster and conjoint analysis, the company determined how pain points and product preferences varied among the users. With that information, Thomson was able to identify three clusters of customers in one segment and develop three categories of offerings.Since beginning to implement this approach, Thomson has changed radically. Its revenue now comes mostly from digital, not print, products, and it generates twice the operating profit and four times the free cash flow it did 10 years ago. In a market that changes by the day, Thomson’s revenue is unusually predictable and profitable.
107604196 Gülnur Yalçın
By Richard J. Harrington and Anthony K. Tjan
Harward business Review
In this article, Tijan , Thomson’s Ceo and Harrington, a consultant who advised him, describe how the company adopted a user-centric mind set initially in the Thomson Financial division and then throughout the organization. First came a redefinition of the division’s market, which was mapped not by type of purchaser but by eight end-user segments. That gave Thomson a clear view of the division’s real, addressable market and of corresponding opportunities. After conducting surveys and “day in the life” observations of users, Thomson charted their entire work flow, beginning with what they were doing three minutes before and after using a product, and saw where the organization could add value. Then, through cluster and conjoint analysis, the company determined how pain points and product preferences varied among the users. With that information, Thomson was able to identify three clusters of customers in one segment and develop three categories of offerings.Since beginning to implement this approach, Thomson has changed radically. Its revenue now comes mostly from digital, not print, products, and it generates twice the operating profit and four times the free cash flow it did 10 years ago. In a market that changes by the day, Thomson’s revenue is unusually predictable and profitable.
107604196 Gülnur Yalçın
Student Evaluations and Consumer Orientation of Universities
SOURCE : Journal of Nonprofit & Public Sector Marketing Vol. 8(1) 2000
By Robert E. Wright
SUMMARY
This paper examines student evaluations of instructors to determine how increased responsiveness to one set of consumers(namely the students) may affect the ‘‘product’’ delivered to other consumers(namely the future employers of students). First the author tries to explain according to what type of measures do the students rate the instructors. He cites from papers of many academicians throughout his article like the one from from Williams and Ceci (1997) who suggest that emphasizing communication skills produced significant improvements in ratings of an instructor by students in all areas of teaching for a class, despite the fact that the material and lecture format remained identical, as well as student performance. These cited articles suggest that student consumers may rate faculty using a different set of criteria than other constituencies. They also mention that there is a problem with consumer orientation since workplaces are also consumers of the product of colleges and universities, and workplace professionals may use different measures to rate the performance of faculty than students. Using the conclusions of the previous papers of other authors as a reference point, Robert E. Wright surveys students from four different instructors at a medium sized business school. In his study student evaluations of instructors on the nine different service quality attributes namely willingness to help students, competency, credibility, degree of caring, degree of friendliness, effectiveness in communicating, reliable, fair in grading, and overall appearance; as well as students’ reported study hours, grades, and age were regressed on overall instructor ratings, using ordinary least squares. Overall, these results indicate that there may be other factors besides simply the learning the student obtains during a course which are related to the student’s evaluation of a professor. These other factors may be somewhat related to effectiveness in teaching, but may, in some cases, be unrelated to effective teaching. These results indicate that a well dressed, attractive professor with excellent communication skills, who gives grades higher than students think they actually deserve (and thus is perceived to be fair) may receive high teaching evaluations, regardless of the amount of actual learning taking place. Students may be more interested in evaluating the process of the learning experience rather than the outcome, despite the overwhelming importance of the outcome (knowledge gained) to their future. To the extent that teaching evaluations are measuring other factors than simply the effectiveness of teaching of the instructor, they may be of limited usefulness in promoting ‘‘excellence in teaching’’ at the university level. Extensive and exclusive use of teaching evaluations may, in fact, promote behavior contrary to that desired. Students may be entertained by instructors who emphasize ‘‘fun’’ in the classroom. However, this may result in a lower level of learning related to skills expected by another ‘‘consumer’’ of the university, the employer. It is of critical importance that universities realize that students are only one of the constituencies which the university must consider in its marketing efforts. Employers of graduates may have very different expectations of what makes a ‘‘good’’ instructor than do students. Similarly, taxpayers and legislators may also have differing expectations of instructors. Widespread use of student evaluations without significant input from other important ‘‘consumers’’ of the service of a college education may lead to provision of a service which meets the ‘‘short term’’ needs of only one set of consumers, while short changing other consumers.
TANER ULUĞ - 106604215HABER :
Bu biranın 40 yıl hatırı var!
Efes Dark lezzeti kahve aromasıyla birleşerek, bira ve kahve severleri Efes Dark Brown'da buluşturuyor.
Efes Dark, bir ilke imza atarak bira keyfine yeni bir boyut kazandırıyor. Türkiye'nin ilk kahve aromalı birası olan Efes Dark Brown, kahvenin gizemiyle bira keyfine yeni bir soluk getiriyor. Efes Dark keyfi kahve tadıyla doruğa çıkarak, tüketicilere çok özel bir lezzet sunuyor.
Türkiye'de bira pazarı ve kültürünü geliştirme yolunda pek çok ilke imza atan Efes, yine benzersiz bir deneyim yaşatmak üzere şimdi de Efes Dark Brown'u tüketiciyle buluşturuyor. Yoğun bira ve kahve aromalarını birleştiren Efes Dark Brown, 6-8 derece arasında ideal lezzet doygunluğuna ulaşıyor.
Tüm dünyada en çok tercih edilen tatları birleştiren Efes Dark Brown, "farklı zamanların farklı içeceği" olarak konumlandırıldı. Yeni lezzetleri denemeye açık tüketicilerin tercih ve beklentileri göz önüne alınarak geliştirilen Efes Dark Brown, sınırlı sayıda seçkin satış noktalarında.
http://haber.mynet.com/detay/is-dunyasi/Bu-biranin-40-yil-hatiri-var-/18Mart2008/X1205832134859
YORUM :
Efes yeniliklerine tüm hızıyla devam ediyor. Efes Ice’dan sonra artık bir de Efes Dark Brown var. Türkiye’de kahve kültürünün evrimleşmeye başladığı şu zamanlarda çok yerinde bir hamle yaparak Efes Dark Brown’ı piyasaya sürdüler. Burada önemli olan nokta Efes’in etkin pazarlama çalışmalarıyla ve iyi bir zamanlamayla, Efes Dark Brown’ı “farklı zamanların farklı içeceği” olarak markette konumlandırmayı başarmış olmasıdır. Çünkü bu başarısı sayesinde onu takip etmek isteyecek rakiplerinin konumlarını da belirleme fırsatı yakalayabilecektir. Bunun yanısıra açıkça görülmektedir ki Efes’in Dark Brown’ı piyasaya sürmesi, çeşitliliği artırarak ve bu yolla biraya olan ilgiyi canlandırarak bira tüketimine ivme kazandırmayı amaçlayan stratejik bir hamledir.
TANER ULUĞ - 106604215
Wednesday, May 28, 2008
Source : Fixing the Marketing-CEO Disconnect
Source : Fixing the Marketing-CEO Disconnect
By Sean Silverstone
Harvard Business School Working Knowledge
In most companies, no one knows and understands your customers and their changing needs better than the marketing department. Certainly that knowledge should be routinely presented and understood by the chief executive and board of directors, right?
A CD-based program called Measuring Marketing Performance which developed by Gail McGovern, a professor of management practice asked to discuss the CEO-marketing rift in more detail and describe the benefits of the tutorial. According to him, in many companies, marketing exists far from the executive suite because the CEO perceives that there is not the same pressing need to master the marketing discipline as there is. Oxley. Unlike operations where there are established techniques in inventory management and reengineering, there are no obvious and permanent cost-cutting results to be gained through marketing, short of simply slashing the advertising budget. In addition, marketing is not naturally inherent in a CEO's day-to-day job as is organizational behavior/leadership. Part of the problem is the current corporate climate, in which questions of governance and financial purity dominate CEOs' and boards' attention.
The key challenge is to develop a set of metrics that measure the impact of marketing activities against the goals of the corporation. Many marketing managers will tell you that marketing performance can't be measured. It's not that managers are short on measurement tools, or that marketing metrics lack utility. The problem is that these managers don't know what metrics to measure or how to interpret the results. They may collect all manner of plausible marketing-performance metrics, from customer satisfaction to retention, but if these can't be correlated with marketing activities and revenue results, the data aren't very helpful
The tutorial provides instructions as to how to improve the link between high level corporate strategy and the marketing function.
Selecting the wrong metrics can actually cause firms to lose ground with customers.
First, participants are exposed to three companies in which marketing programs are tightly aligned with corporate strategy. Second, the CD explains how to create a marketing dashboard that can reveal the true performance of a company's marketing activities. The resulting dashboard can be used to inform boards of directors and senior leaders as to how well their marketing efforts are supporting customers' needs. Unlike isolated measures of marketing performance that are often insufficient, irrelevant, or misleading, this dashboard allows the board to quickly and routinely assess how effectively marketing is supporting corporate strategy and determine when marketing and strategy are misaligned. Armed with a clear understanding of marketing's role and performance, the board can optimize this critical function in the organization.
Lastly, the tutorial takes participants into the Harvard Business School classroom, where they can experience first-hand how other executives learned to master the marketing dashboard creation process.
Onur Sevgili, 107604031
Source : Television Advertising: Sights, Sounds & Sales! (http://advertising.about.com/od/televisionandradio/a/tvadvertising.htm )
Most companies look at television commercials as an advertising vehicle for "the other guy." The corporate giant. The big business with lots of disposable cash. In fact, TV is a very affordable medium that can increase your company's profits greatly.
Before you make an investment in television advertising, there are certain key elements you need to consider. Once you understand the process of writing, creating and producing a commercial, you're ready to hit the airwaves.
Effective TV commercials merge video and audio into a powerful sales tool. But don't think one is more important than the other. Audio and video go hand-in-hand.
For example, turn down the volume on any commercial. You should be able to identify the benefits of purchasing a product just from the video.
The same holds true for audio. Close your eyes and listen to the announcer. If the audio doesn't explain the product in detail, then the commercial isn't effective. Potential customers should be able to hear your message even if they're not in the room to see it.
Always use a strong audio and video combination when creating your own commercial.
Say you're selling a handheld vacuum cleaner. Your video could actually demonstrate the product vacuuming the stairs, hard to reach places and inside a car. You'd also use video to show someone struggling with a regular, bulky vacuum cleaner - fussing with cords and heavy equipment.
Use your audio to explain the advantages of owning your product. You'd use words like "convenient, portable, lightweight."
However, there are no words more important than your call to action. What do you want your viewer to do? Tell them to call now. Order now. Visit their local dealer.
Your video must match your audio to drive home your selling points. For instance, you wouldn't want to see video of a woman struggling with a large vacuum cleaner while you hear audio claiming, "Our handheld vacuum cleaner is great for cleaning the inside of your car!"
Your message gets distorted. The viewer gets confused. And you lose the sale.
Think of television as an intimate medium. If you're advertising a restaurant, don't just use a shot of your building's exterior. Use a close-up of your food in your commercial. And show people eating your food. If you're producing a Public Service Announcement (PSA) about drunk driving, don't just use a shot of a crowd of people at a funeral. Show a tear streaming down a child's face.
Combining sight and sound should spark your viewers' emotions and help them identify with your product. And if they can identify with your product, you're more likely to get the sale!
Comment:
In the first years of broadcasting, commercials were given to customers via radios. People were only hearing informations about products in the radios. In that moment, words were too important, because companies wanted customers to imagine the right object about product.In the begining of those years, ear was indispensable organ for companies because customers must hear the sounds about commercials. Otherwise adverstising would be useless and be unsuccessful. Technology increased quickly as time goes on. People met with the product of bradcasting technology in last fifty years.."Television." After televison, people started to get information with two organs: ear and eyes-.Commercial producers wanted to emphasize the importance of products with eyes besides ears. They thought that if customers get the informations from two organs -ear and eye-, commercials effectiveness would be higher.And also after some years, it was found that this idea was true. In the light of i mentioned above, commercial producers aim to give rightest message to the customers with using visual and audible media.According to my opinion, producers will start to use the sense of touch in their commercial but i dont know how.We will see in future.
By Sean Silverstone
Harvard Business School Working Knowledge
In most companies, no one knows and understands your customers and their changing needs better than the marketing department. Certainly that knowledge should be routinely presented and understood by the chief executive and board of directors, right?
A CD-based program called Measuring Marketing Performance which developed by Gail McGovern, a professor of management practice asked to discuss the CEO-marketing rift in more detail and describe the benefits of the tutorial. According to him, in many companies, marketing exists far from the executive suite because the CEO perceives that there is not the same pressing need to master the marketing discipline as there is. Oxley. Unlike operations where there are established techniques in inventory management and reengineering, there are no obvious and permanent cost-cutting results to be gained through marketing, short of simply slashing the advertising budget. In addition, marketing is not naturally inherent in a CEO's day-to-day job as is organizational behavior/leadership. Part of the problem is the current corporate climate, in which questions of governance and financial purity dominate CEOs' and boards' attention.
The key challenge is to develop a set of metrics that measure the impact of marketing activities against the goals of the corporation. Many marketing managers will tell you that marketing performance can't be measured. It's not that managers are short on measurement tools, or that marketing metrics lack utility. The problem is that these managers don't know what metrics to measure or how to interpret the results. They may collect all manner of plausible marketing-performance metrics, from customer satisfaction to retention, but if these can't be correlated with marketing activities and revenue results, the data aren't very helpful
The tutorial provides instructions as to how to improve the link between high level corporate strategy and the marketing function.
Selecting the wrong metrics can actually cause firms to lose ground with customers.
First, participants are exposed to three companies in which marketing programs are tightly aligned with corporate strategy. Second, the CD explains how to create a marketing dashboard that can reveal the true performance of a company's marketing activities. The resulting dashboard can be used to inform boards of directors and senior leaders as to how well their marketing efforts are supporting customers' needs. Unlike isolated measures of marketing performance that are often insufficient, irrelevant, or misleading, this dashboard allows the board to quickly and routinely assess how effectively marketing is supporting corporate strategy and determine when marketing and strategy are misaligned. Armed with a clear understanding of marketing's role and performance, the board can optimize this critical function in the organization.
Lastly, the tutorial takes participants into the Harvard Business School classroom, where they can experience first-hand how other executives learned to master the marketing dashboard creation process.
Onur Sevgili, 107604031
Source : Television Advertising: Sights, Sounds & Sales! (http://advertising.about.com/od/televisionandradio/a/tvadvertising.htm )
Most companies look at television commercials as an advertising vehicle for "the other guy." The corporate giant. The big business with lots of disposable cash. In fact, TV is a very affordable medium that can increase your company's profits greatly.
Before you make an investment in television advertising, there are certain key elements you need to consider. Once you understand the process of writing, creating and producing a commercial, you're ready to hit the airwaves.
Effective TV commercials merge video and audio into a powerful sales tool. But don't think one is more important than the other. Audio and video go hand-in-hand.
For example, turn down the volume on any commercial. You should be able to identify the benefits of purchasing a product just from the video.
The same holds true for audio. Close your eyes and listen to the announcer. If the audio doesn't explain the product in detail, then the commercial isn't effective. Potential customers should be able to hear your message even if they're not in the room to see it.
Always use a strong audio and video combination when creating your own commercial.
Say you're selling a handheld vacuum cleaner. Your video could actually demonstrate the product vacuuming the stairs, hard to reach places and inside a car. You'd also use video to show someone struggling with a regular, bulky vacuum cleaner - fussing with cords and heavy equipment.
Use your audio to explain the advantages of owning your product. You'd use words like "convenient, portable, lightweight."
However, there are no words more important than your call to action. What do you want your viewer to do? Tell them to call now. Order now. Visit their local dealer.
Your video must match your audio to drive home your selling points. For instance, you wouldn't want to see video of a woman struggling with a large vacuum cleaner while you hear audio claiming, "Our handheld vacuum cleaner is great for cleaning the inside of your car!"
Your message gets distorted. The viewer gets confused. And you lose the sale.
Think of television as an intimate medium. If you're advertising a restaurant, don't just use a shot of your building's exterior. Use a close-up of your food in your commercial. And show people eating your food. If you're producing a Public Service Announcement (PSA) about drunk driving, don't just use a shot of a crowd of people at a funeral. Show a tear streaming down a child's face.
Combining sight and sound should spark your viewers' emotions and help them identify with your product. And if they can identify with your product, you're more likely to get the sale!
Comment:
In the first years of broadcasting, commercials were given to customers via radios. People were only hearing informations about products in the radios. In that moment, words were too important, because companies wanted customers to imagine the right object about product.In the begining of those years, ear was indispensable organ for companies because customers must hear the sounds about commercials. Otherwise adverstising would be useless and be unsuccessful. Technology increased quickly as time goes on. People met with the product of bradcasting technology in last fifty years.."Television." After televison, people started to get information with two organs: ear and eyes-.Commercial producers wanted to emphasize the importance of products with eyes besides ears. They thought that if customers get the informations from two organs -ear and eye-, commercials effectiveness would be higher.And also after some years, it was found that this idea was true. In the light of i mentioned above, commercial producers aim to give rightest message to the customers with using visual and audible media.According to my opinion, producers will start to use the sense of touch in their commercial but i dont know how.We will see in future.
Source: Fundamentals of service science
Paul P. Maglio & Jim Spohrer
Published: 24 July 2007 - Academy of Marketing Science 2007
The article tries to apply scientific understanding to design and improve service systems. It
define service wonderfully as "Service is the application of competences for the benefit of
another (Vargo and Lusch 2004)". Many disciplines are involved in service systems such as
economics, marketing, engineering,law etc. Thus, the writer support to have a shared
perspective and vocabulary in order to integrate between such a briad range of disciplines.
The article also explains the main aim of service business. According to it, service science
combine organization and human understanding with business and technology. Main aim is to solve
problems by investing optimally. Service business creates its own professionals. Service
proffessionals have close contact with customer. They have specialized on some important
topics.
IBM IT outsourcing business is given as a case. IBM shifts from a manufacturing-dominant company to service-dominant company. It has specialized consultants. They hire talented employoees on service business.
107604229 Murat Nadastepe
Paul P. Maglio & Jim Spohrer
Published: 24 July 2007 - Academy of Marketing Science 2007
The article tries to apply scientific understanding to design and improve service systems. It
define service wonderfully as "Service is the application of competences for the benefit of
another (Vargo and Lusch 2004)". Many disciplines are involved in service systems such as
economics, marketing, engineering,law etc. Thus, the writer support to have a shared
perspective and vocabulary in order to integrate between such a briad range of disciplines.
The article also explains the main aim of service business. According to it, service science
combine organization and human understanding with business and technology. Main aim is to solve
problems by investing optimally. Service business creates its own professionals. Service
proffessionals have close contact with customer. They have specialized on some important
topics.
IBM IT outsourcing business is given as a case. IBM shifts from a manufacturing-dominant company to service-dominant company. It has specialized consultants. They hire talented employoees on service business.
107604229 Murat Nadastepe
iPhone güneş enerjisiyle çalışacak
http://www.cnnturk.com/BILIM_TEKNOLOJI/TEKNOLOJI/haber_detay.asp?PID=16&haberID=464140
California merkezli Apple firması güneş enerjisiyle çalışacak cep telefonları ve dizüstü bilgisayarları için patent başvurusunda bulundu.Teknoloji harikası iPhone'u üreterek mobil dünyaya hızlı bir giriş yapan Apple, şimdi de güneş enerjisiyle çalışan cep telefonu ve dizüstü bilgisayar üretimi için ilk adımı attı. Haziran başında yeni jenerasyon iPhone'u piyasaya sürmeye hazırlanan Apple'ın, birkaç nesil sonrasında "güneş enerjisi ile çalışan" ürünler içip yaptığı patent başvurusunun şirketin hisselerinin hareketlenmesine neden olması bekleniyor. The New York Times'da yer alan habere göre, Apple'ın patent başvurusu uygun bulunursa birkaç nesil sonraki iPhone'ların alt yüzüne minik güneş panelleri yerleştirilmesi planlanıyor. Sektör uzmanları özellikle Haziran'da piyasaya sürülecek 3'üncü nesil özellikleri de taşıyacak olan iPhone'un pil süresini uzatmak için bulunan bu metodun Amerika'da yaşanan enerji krizine de alternatif arayışı olduğunu belirtiyor. Apple'ın patent başvurusunu yaptığı diğer ürünler arasında iPhone özellikleri taşıyan tablet dizüstü bilgisayarlar da bulunuyor.
Yorum:
Apple hayatın her alanında innovativ ve hayatı kolaylaştırıcı ürünler sunmaya devam ediyor. Son olarak sürdürülebilir enerji kaynaklarını müşteriye sunduğu yeni ürünlerle entegre ederek , yine kendine bir first mover advantage elde etme çabası içerisinde bulunuyor. İlk olarak i-pod larla piyasalarda fırtına gibi esmeye başlayan apple kullanıcılarına "apple way of life" ı sunuyor. Son olarak piyasaya çıkarmaya hazırlandığı güneş enerjisiyle kendi kendini şarj edecek cep telefonları ve tablet bilgisayarlar özellikle müşterilerin yoğun olarak yaşadığı "pil şarj etme" ve "priz bulma" gibi problemlerin üstesinden gelerek müşteriye kolaylıklar sunmakla kalmayıp, aynı zamanda dünyada hızla tükenmekte olan enerji kaynaklarınında bir şekilde tükenmesine bir nebzede merhem olabilme peşinde, apple ın yıllardan beridir. "Diversification" stratejisini en iyi şekilde kurgulayabilen Apple CEO su STEVE JOBS devamlı olarak müşterilerinin unsatisfied future need ini görerek buna dahice çözümler üretebiliyor. Bu buluşuda piyasaya çıkarırken elindeki en büyük kozu apple ın kendi içindeki yaratıcı nitelikli R&D mühendisleri, apple belkide bu buluşlarıyla hem IT sektöründe hemde diğer sektörlerde sürdürülebilir enerji kaynaklarının tüketici hayatındaki rolünü yaygınlaştıracak hemde yeni bir trend e daha ışık tutacak.
ALİ PULATKAN
106604018
California merkezli Apple firması güneş enerjisiyle çalışacak cep telefonları ve dizüstü bilgisayarları için patent başvurusunda bulundu.Teknoloji harikası iPhone'u üreterek mobil dünyaya hızlı bir giriş yapan Apple, şimdi de güneş enerjisiyle çalışan cep telefonu ve dizüstü bilgisayar üretimi için ilk adımı attı. Haziran başında yeni jenerasyon iPhone'u piyasaya sürmeye hazırlanan Apple'ın, birkaç nesil sonrasında "güneş enerjisi ile çalışan" ürünler içip yaptığı patent başvurusunun şirketin hisselerinin hareketlenmesine neden olması bekleniyor. The New York Times'da yer alan habere göre, Apple'ın patent başvurusu uygun bulunursa birkaç nesil sonraki iPhone'ların alt yüzüne minik güneş panelleri yerleştirilmesi planlanıyor. Sektör uzmanları özellikle Haziran'da piyasaya sürülecek 3'üncü nesil özellikleri de taşıyacak olan iPhone'un pil süresini uzatmak için bulunan bu metodun Amerika'da yaşanan enerji krizine de alternatif arayışı olduğunu belirtiyor. Apple'ın patent başvurusunu yaptığı diğer ürünler arasında iPhone özellikleri taşıyan tablet dizüstü bilgisayarlar da bulunuyor.
Yorum:
Apple hayatın her alanında innovativ ve hayatı kolaylaştırıcı ürünler sunmaya devam ediyor. Son olarak sürdürülebilir enerji kaynaklarını müşteriye sunduğu yeni ürünlerle entegre ederek , yine kendine bir first mover advantage elde etme çabası içerisinde bulunuyor. İlk olarak i-pod larla piyasalarda fırtına gibi esmeye başlayan apple kullanıcılarına "apple way of life" ı sunuyor. Son olarak piyasaya çıkarmaya hazırlandığı güneş enerjisiyle kendi kendini şarj edecek cep telefonları ve tablet bilgisayarlar özellikle müşterilerin yoğun olarak yaşadığı "pil şarj etme" ve "priz bulma" gibi problemlerin üstesinden gelerek müşteriye kolaylıklar sunmakla kalmayıp, aynı zamanda dünyada hızla tükenmekte olan enerji kaynaklarınında bir şekilde tükenmesine bir nebzede merhem olabilme peşinde, apple ın yıllardan beridir. "Diversification" stratejisini en iyi şekilde kurgulayabilen Apple CEO su STEVE JOBS devamlı olarak müşterilerinin unsatisfied future need ini görerek buna dahice çözümler üretebiliyor. Bu buluşuda piyasaya çıkarırken elindeki en büyük kozu apple ın kendi içindeki yaratıcı nitelikli R&D mühendisleri, apple belkide bu buluşlarıyla hem IT sektöründe hemde diğer sektörlerde sürdürülebilir enerji kaynaklarının tüketici hayatındaki rolünü yaygınlaştıracak hemde yeni bir trend e daha ışık tutacak.
ALİ PULATKAN
106604018
Beyond nostalgia: using childhood memories as a means to emotionally connect with consumers
By: Braun-LaTour, Kathryn. International Journal of Advertising, 2007, Vol. 26 Issue 3, p402-405, 4p; (AN 26250680)
Reminding consumers of their past experiences have been a forte of advertising since many years. Some of advertisements suddenly transports consumers to their cultural and symbolic roots.There are some brands using these type of advertisements very successfully. Nostalgia is something that which makes us feel good and something that which we use to escape the reality and fly away to our imaginary world, many people generally compress their traumatic experiences & memories and try to remember their nice and happy moments. It is generally thought that if the brand can connect to that positive emotional state associated with remembering the past, there is a lot that the brand can benefit. But there is also a potential risk that consumers will get tired of this approach when the brand overuses it.
Scientists had proved that as the consumers age and progress through their life cycle ,there is more to remember their own good old days. Some parents find themselves buying their children the same games that they grew up. The feeling of remembering past events from early childhood is more powerful. Brands using the right nostalgic themes in their advertisements gets into the brains of consumers with strong remembering which person relates to “ re-experiencing” the past event. There are also some important physical effects happening one’s personal memories such as changes in heart rate and blood pressure.
Understanding how and when consumers were exposed to certain product can help the advertising companies and advertisers for relating of their brand to consumer’s lives.With associating a brand with its consumer’s significant memory , a good brand manager can create the impression that the brand is “like a friend” or “ like them” to consumer and the brand was with them throughout consumers lives. For example if one has a session with psychologist of his/her childhood memories, usually “father” is referred as “hero” with a feeling of being protected and safe. This shows that a brand can portray these attributes to consumer and guide the advertisers that best develops with brand’s myth.
ALİ PULATKAN
106604018
Reminding consumers of their past experiences have been a forte of advertising since many years. Some of advertisements suddenly transports consumers to their cultural and symbolic roots.There are some brands using these type of advertisements very successfully. Nostalgia is something that which makes us feel good and something that which we use to escape the reality and fly away to our imaginary world, many people generally compress their traumatic experiences & memories and try to remember their nice and happy moments. It is generally thought that if the brand can connect to that positive emotional state associated with remembering the past, there is a lot that the brand can benefit. But there is also a potential risk that consumers will get tired of this approach when the brand overuses it.
Scientists had proved that as the consumers age and progress through their life cycle ,there is more to remember their own good old days. Some parents find themselves buying their children the same games that they grew up. The feeling of remembering past events from early childhood is more powerful. Brands using the right nostalgic themes in their advertisements gets into the brains of consumers with strong remembering which person relates to “ re-experiencing” the past event. There are also some important physical effects happening one’s personal memories such as changes in heart rate and blood pressure.
Understanding how and when consumers were exposed to certain product can help the advertising companies and advertisers for relating of their brand to consumer’s lives.With associating a brand with its consumer’s significant memory , a good brand manager can create the impression that the brand is “like a friend” or “ like them” to consumer and the brand was with them throughout consumers lives. For example if one has a session with psychologist of his/her childhood memories, usually “father” is referred as “hero” with a feeling of being protected and safe. This shows that a brand can portray these attributes to consumer and guide the advertisers that best develops with brand’s myth.
ALİ PULATKAN
106604018
Source:JOURNAL OF MARKETING COMMUNICATIONS 10 183–193 (September 2004), CATHRINE JANSSON & NIGEL MARLOW&MATTHEW BRISTOW;The influence of colour on visual search times in cluttered environments;
Establishing designing and color are very important features to increase impact of product for purchasing. Customers are being affected by colors and design of products. Also, design is also attracting consumers’ attention and charm to purchase. Lots of products have similar designs and these are confusing the customers. This situation creates clutter environment on customers and this have %50 impacts on purchasing products. Colors exercise powerful effects and reactions on instincts. Colors can add meanings to products and it can help to predict choices of consumers’ behavior. Marketing objectives and desire of consumer’s influence the choice of color in marketing communications. If companies want to attract attention they should not use the cold color. In contrast, they should use any other color than white and black. In other words, some colors are quicker than other to attract attention. According to the article, in figure-2 interaction effects; green and turquoise higher than other. For example red color is more attractive for chocolate or candidates products. This color sends a stimulus to consumers. In addition, some researches are showed that customers decide on purchasing in three seconds. Thus, careful use of colors can contribute not only to differentiating products from competitors, but also to influencing feelings to attitude towards certain productsFor this reason shape and color are important factors for consumer behaviour.
DERYA DOĞANER
107604212
Haber Kaynağı: http://arama.hurriyet.com.tr/arsivnews.aspx?id=8575910
’Sıfır şeker’ işe yaradı light kola pazarı büyüdüPEPSİ’nin Max’ı piyasaya sürmesinin ardından Coca-Cola’nın sıfır şekerli Zero’yu çıkarması, light pazarının yüzde 28 büyümesini sağladı. Coca-Cola, Zero’yu pazara sürerek, light kola alışkanlığı olmayan erkeklerin şekersiz, kalorisi düşük kolalara talep oluşturmasını sağladı. LIGHT kola içme alışkanlığını erkeklere de kazandırmak için Pepsi’nin geçtiğimiz yıl Max’ı piyasaya sürmesinin ardından Coca-Cola’nın şubat ayında sıfır şekerli Zero’yu Türkiye’de de pazara sunması, light pazarının yüzde 28 büyümesini sağladı. Sıfır şekerli ürünlerin bu büyümedeki payı yüzde 18’e ulaştı. Bunda da kola üreticilerinin uygulamaya koyduğu reklam kampanyaları etkili oldu. Pepsi Max reklamlarında manken Aysun Kayacı ve söz yazarı Aysel Gürel’in sürücülere şeker ölçümü yapan polisleri, Coca-Cola Zero’nun reklamlarında ise Uğur Yücel’in gönüllü açıklama yaptıran bir mafya babasını canlandırması, light kola alışkanlığı olmayan sağlığına ve kilosuna önem veren erkeklerin şekersiz, kalorisi düşük kolalara talep oluşturmasını sağladı.1.4 MİLYAR YTL: AC Nielsen’in araştırmasına göre, 2 milyar 93 milyon YTL’lik meşrubat pazarının 1 milyar 474 milyon 448 YTL’lik kısmını kolalı içecekler oluşturuyor. Bunun içinde light kolalı içeceklerin payı ise sadece 81 milyon 253 bin YTL’de kalıyor. Bu da, erkek tüketicilerin light ürünleri tercih etmemesinden kaynaklanıyor. Erkeklere de bu ürünleri tükettirmenin yolunu farklı tat ve ambalajda bulan üreticiler, çarpıcı reklam kampanyalarıyla erkekleri şekersiz ve az kalorili ürünlere yöneltmeyi başardı. Bunun sonucunda yüzde 28.5’le gazlı meşrubat pazarında en hızlı büyüme gerçekleştiren ürün light kolalar oldu. Bu ürünü yüzde 27.7’yle meyveli gazlı içecekler izledi.ERKEKSİ KOLAYLA KIZIŞIYOR: Her yıl ortalama yüzde 10 büyümme gerçekleştiren kolada yeni piyasaya sürülen sıfır şekerli erkeksi ürünler, light kola pazarında büyüme oranının yüzde 30’ları zorlamasını sağladı. Coca-Cola ve Pepsi’nin yanı sıra Bixi, RC ve Kristal gibi yerli kolalı içecek üreticilerinin de rekabet ettiği pazara, 2003 yılının temmuz ayında giren Ülker Grubu, Cola Turka ile pazardan pay kapmaya çalışıyor. Rekabetin kızışmasıyla birlikte 2003’te yüzde 35 büyüyen pazarda son 5 yıl içerisinde 600 milyon litrelik büyüme sağlandı. Türk tüketicileri damak tadı olarak genellikle klasik kolayı tercih ediyor. Light ürünleri ise genellikle kadınlar içiyor. Light kategorisini yeniden tanımlamak zorunda kalan üreticiler yeni ürünlerinde klasik kola tadını yakalayıp, şekersiz ürünlerine erkeksi bir tarz kazandırma yoluna gidiyor. Rakamlarla kolalı içecek sektörüTürkiye kolalı içecek toplam gazlı içecek pazarının yüzde 66.8’ini oluşturuyor. Yılda 1 milyar 262 milyon litre kola tüketiliyor.1955’te üretilen Nur Kola’yı, 1964 yılında Coca-Cola ve Pepsi izledi. Bu markalara daha sonra Bixi, RC ve Kristal gibi yerli markalar eklendi.2003’te Çamlıca’yı satın alan Ülker, Cola Turka’yla pazara girdi.Türkiye’de kişi başına yıllık kola tüketimi 30 litre. Kola pazarında satışın yüzde 49’u bakkallarda, yüzde 29’u süpermarketlerde gerçekleşiyor.Zero, 22 yılın en büyük yeniliğiPEPSİ’nin geçen yıl piyasaya sürdüğü sıfır şekerli Pepsi Max ürünü sadece 1 kalori içeriyor. Coca- Cola’nın şubat ayında Türkiye’de satışa sunduğu sıfır şekerli Zero ise sıfır kalorili. Coca-Cola, Zero’yu son 22 yıldır yaptığı en büyük yenilik olarak görülüyor. En son 1986’da Coca-Cola light piyasaya sürülmesinin ardından Coca-Cola portfoyündeki en önemli atılım olarak nitelendiriliyor.Türkiye, önce Nur Kola’yı tanıdıTÜRKİYE kolayla ilk olarak 1955 yılında Erbak Uludağ’ın ürettiği Nur Kola’yla tanıştı. 122 yıllık geçmişi olan Coca Cola ve 110 yıllık geçmişi olan Pepsi, 1964 yılında itibaren Türk pazarına girdi. Coca Cola Türkiye pazarındaki liderliğini korurken, pazarın diğer iki büyük markasını Pepsi ve Cola Turka oluşturuyor. Kola satışlarının yüzde 49’u bakkallarda, yüzde 29’u süpermarketlerde gerçekleşiyor
Yorum:Coca Cola’nın; Zero’yu piyasaya sürmesinin başlıca sebebi haberden de anlaşılacağı üzere pazarda ki diet ürünlerin satışındaki payın normal Cola lı içecek pazarının çok az bir bölümünü oluşturmasıydı. Bunun sebepleri üzerine giden Coca Cola ve Pepsi diet ürünlerin bayanlar tarafından daha çok tercih edildiğini gözlemlemiştir. İlk olarak Pepsi Max ile başladığı marka iletişiminde erkekleri ön plana çıkarmış ve hedef kitleyi değiştirmiştirmeyi amaçlamıştır. Fakat ürün Coca Cola-diet den çok fazla farklılaşamamıştır. Pazardaki light ürün satışlarının azlığı devam etmiştir. (Geçen yıl Pepsi max in piyasaya çıkması ve zero nun şubatta piyasaya çıktığı düşünülürse) Sonrasında hem rekabet hem de satışları arttırmak amacı ile Coca Cola, zero yu piyasaya sürmüştür. Delikanlılığı bozar, ben light erkek miyim vb kaygılar nedeniyle "coca cola light" sipariş edemeyen erkeklere yönelik ürün adı. Light kelimesinin insan ve özellikle erkek üzerinde yarattığı anlamsız hafiflik yüzünden siyah kutsunda ve light kavramından uzak şekilde yeniden ortama bırakılmış yeni bir ürün.Marka iletişiminden de görüldüğü üzere; reklamlarda Uğur Yücel ‘in sert bir mafyavari karakterini canlandırması da hedef kitleyi çok net belirlemiştir. Bunun yanı sıra reklamlarda tat duygusunun öne çıkarılması ve sadece görsellerinde erkeklerin yer alması da markanın öncelikli erkek olmak üzere gene bayanları da unutmadığını göstermiştir. Şubattan bu yana Coca Cola nın, zero ile light pazarını %28 büyütmesi ise büyük bir başarıdır. Buradan da görüldüğü gibi Pepsi nin max için yaptığı yatırımlar da şimdilik zero ya yaramış gibi gözüküyor.
DERYA DOĞANER
107604212
Establishing designing and color are very important features to increase impact of product for purchasing. Customers are being affected by colors and design of products. Also, design is also attracting consumers’ attention and charm to purchase. Lots of products have similar designs and these are confusing the customers. This situation creates clutter environment on customers and this have %50 impacts on purchasing products. Colors exercise powerful effects and reactions on instincts. Colors can add meanings to products and it can help to predict choices of consumers’ behavior. Marketing objectives and desire of consumer’s influence the choice of color in marketing communications. If companies want to attract attention they should not use the cold color. In contrast, they should use any other color than white and black. In other words, some colors are quicker than other to attract attention. According to the article, in figure-2 interaction effects; green and turquoise higher than other. For example red color is more attractive for chocolate or candidates products. This color sends a stimulus to consumers. In addition, some researches are showed that customers decide on purchasing in three seconds. Thus, careful use of colors can contribute not only to differentiating products from competitors, but also to influencing feelings to attitude towards certain productsFor this reason shape and color are important factors for consumer behaviour.
DERYA DOĞANER
107604212
Haber Kaynağı: http://arama.hurriyet.com.tr/arsivnews.aspx?id=8575910
’Sıfır şeker’ işe yaradı light kola pazarı büyüdüPEPSİ’nin Max’ı piyasaya sürmesinin ardından Coca-Cola’nın sıfır şekerli Zero’yu çıkarması, light pazarının yüzde 28 büyümesini sağladı. Coca-Cola, Zero’yu pazara sürerek, light kola alışkanlığı olmayan erkeklerin şekersiz, kalorisi düşük kolalara talep oluşturmasını sağladı. LIGHT kola içme alışkanlığını erkeklere de kazandırmak için Pepsi’nin geçtiğimiz yıl Max’ı piyasaya sürmesinin ardından Coca-Cola’nın şubat ayında sıfır şekerli Zero’yu Türkiye’de de pazara sunması, light pazarının yüzde 28 büyümesini sağladı. Sıfır şekerli ürünlerin bu büyümedeki payı yüzde 18’e ulaştı. Bunda da kola üreticilerinin uygulamaya koyduğu reklam kampanyaları etkili oldu. Pepsi Max reklamlarında manken Aysun Kayacı ve söz yazarı Aysel Gürel’in sürücülere şeker ölçümü yapan polisleri, Coca-Cola Zero’nun reklamlarında ise Uğur Yücel’in gönüllü açıklama yaptıran bir mafya babasını canlandırması, light kola alışkanlığı olmayan sağlığına ve kilosuna önem veren erkeklerin şekersiz, kalorisi düşük kolalara talep oluşturmasını sağladı.1.4 MİLYAR YTL: AC Nielsen’in araştırmasına göre, 2 milyar 93 milyon YTL’lik meşrubat pazarının 1 milyar 474 milyon 448 YTL’lik kısmını kolalı içecekler oluşturuyor. Bunun içinde light kolalı içeceklerin payı ise sadece 81 milyon 253 bin YTL’de kalıyor. Bu da, erkek tüketicilerin light ürünleri tercih etmemesinden kaynaklanıyor. Erkeklere de bu ürünleri tükettirmenin yolunu farklı tat ve ambalajda bulan üreticiler, çarpıcı reklam kampanyalarıyla erkekleri şekersiz ve az kalorili ürünlere yöneltmeyi başardı. Bunun sonucunda yüzde 28.5’le gazlı meşrubat pazarında en hızlı büyüme gerçekleştiren ürün light kolalar oldu. Bu ürünü yüzde 27.7’yle meyveli gazlı içecekler izledi.ERKEKSİ KOLAYLA KIZIŞIYOR: Her yıl ortalama yüzde 10 büyümme gerçekleştiren kolada yeni piyasaya sürülen sıfır şekerli erkeksi ürünler, light kola pazarında büyüme oranının yüzde 30’ları zorlamasını sağladı. Coca-Cola ve Pepsi’nin yanı sıra Bixi, RC ve Kristal gibi yerli kolalı içecek üreticilerinin de rekabet ettiği pazara, 2003 yılının temmuz ayında giren Ülker Grubu, Cola Turka ile pazardan pay kapmaya çalışıyor. Rekabetin kızışmasıyla birlikte 2003’te yüzde 35 büyüyen pazarda son 5 yıl içerisinde 600 milyon litrelik büyüme sağlandı. Türk tüketicileri damak tadı olarak genellikle klasik kolayı tercih ediyor. Light ürünleri ise genellikle kadınlar içiyor. Light kategorisini yeniden tanımlamak zorunda kalan üreticiler yeni ürünlerinde klasik kola tadını yakalayıp, şekersiz ürünlerine erkeksi bir tarz kazandırma yoluna gidiyor. Rakamlarla kolalı içecek sektörüTürkiye kolalı içecek toplam gazlı içecek pazarının yüzde 66.8’ini oluşturuyor. Yılda 1 milyar 262 milyon litre kola tüketiliyor.1955’te üretilen Nur Kola’yı, 1964 yılında Coca-Cola ve Pepsi izledi. Bu markalara daha sonra Bixi, RC ve Kristal gibi yerli markalar eklendi.2003’te Çamlıca’yı satın alan Ülker, Cola Turka’yla pazara girdi.Türkiye’de kişi başına yıllık kola tüketimi 30 litre. Kola pazarında satışın yüzde 49’u bakkallarda, yüzde 29’u süpermarketlerde gerçekleşiyor.Zero, 22 yılın en büyük yeniliğiPEPSİ’nin geçen yıl piyasaya sürdüğü sıfır şekerli Pepsi Max ürünü sadece 1 kalori içeriyor. Coca- Cola’nın şubat ayında Türkiye’de satışa sunduğu sıfır şekerli Zero ise sıfır kalorili. Coca-Cola, Zero’yu son 22 yıldır yaptığı en büyük yenilik olarak görülüyor. En son 1986’da Coca-Cola light piyasaya sürülmesinin ardından Coca-Cola portfoyündeki en önemli atılım olarak nitelendiriliyor.Türkiye, önce Nur Kola’yı tanıdıTÜRKİYE kolayla ilk olarak 1955 yılında Erbak Uludağ’ın ürettiği Nur Kola’yla tanıştı. 122 yıllık geçmişi olan Coca Cola ve 110 yıllık geçmişi olan Pepsi, 1964 yılında itibaren Türk pazarına girdi. Coca Cola Türkiye pazarındaki liderliğini korurken, pazarın diğer iki büyük markasını Pepsi ve Cola Turka oluşturuyor. Kola satışlarının yüzde 49’u bakkallarda, yüzde 29’u süpermarketlerde gerçekleşiyor
Yorum:Coca Cola’nın; Zero’yu piyasaya sürmesinin başlıca sebebi haberden de anlaşılacağı üzere pazarda ki diet ürünlerin satışındaki payın normal Cola lı içecek pazarının çok az bir bölümünü oluşturmasıydı. Bunun sebepleri üzerine giden Coca Cola ve Pepsi diet ürünlerin bayanlar tarafından daha çok tercih edildiğini gözlemlemiştir. İlk olarak Pepsi Max ile başladığı marka iletişiminde erkekleri ön plana çıkarmış ve hedef kitleyi değiştirmiştirmeyi amaçlamıştır. Fakat ürün Coca Cola-diet den çok fazla farklılaşamamıştır. Pazardaki light ürün satışlarının azlığı devam etmiştir. (Geçen yıl Pepsi max in piyasaya çıkması ve zero nun şubatta piyasaya çıktığı düşünülürse) Sonrasında hem rekabet hem de satışları arttırmak amacı ile Coca Cola, zero yu piyasaya sürmüştür. Delikanlılığı bozar, ben light erkek miyim vb kaygılar nedeniyle "coca cola light" sipariş edemeyen erkeklere yönelik ürün adı. Light kelimesinin insan ve özellikle erkek üzerinde yarattığı anlamsız hafiflik yüzünden siyah kutsunda ve light kavramından uzak şekilde yeniden ortama bırakılmış yeni bir ürün.Marka iletişiminden de görüldüğü üzere; reklamlarda Uğur Yücel ‘in sert bir mafyavari karakterini canlandırması da hedef kitleyi çok net belirlemiştir. Bunun yanı sıra reklamlarda tat duygusunun öne çıkarılması ve sadece görsellerinde erkeklerin yer alması da markanın öncelikli erkek olmak üzere gene bayanları da unutmadığını göstermiştir. Şubattan bu yana Coca Cola nın, zero ile light pazarını %28 büyütmesi ise büyük bir başarıdır. Buradan da görüldüğü gibi Pepsi nin max için yaptığı yatırımlar da şimdilik zero ya yaramış gibi gözüküyor.
DERYA DOĞANER
107604212
IBM CEO survey uncovers info-hungry 'green' customers
IBM CEO survey uncovers info-hungry 'green' customers
Posted by Martin LaMonica Post a comment
In a sign of "green" going mainstream, an IBM survey of CEOs finds that socially oriented customers are wielding more power, aided by social networking on the Web.
The survey, published Tuesday, drew on face-to-face interviews with 1,130 CEOs around the world. It found that CEOs feel less prepared as they would like to deal with the pace of change.
CEOs identified two types of customers that are the primary sources of that change.
The first is the information omnivore, the type of consumer who is comfortable making his or her opinion known through Web-based tools like social networks.
CEOs said that these proactive consumers, or "prosumers," can be a positive influence if companies can design products based on consumers' expressed preferences.
In addition to being demanding about products, customers are carefully watching corporations' behavior, the study found.
Expectations for corporate social responsibility are rising. Concern over environmental issues has doubled over the past four years, with most of that reflected in Europe and in the Asia-Pacific region.
CEOs said they will increase investments 25 percent over the next three years to better understand socially minded customers, which chief executives identified as the fastest-growing trend.
IBM itself primarily serves large enterprises, rather than selling directly to consumers. It does an annual survey of CEOs to find direction on their business directions and how they intend to sell to their customers.
In the area of clean tech, IBM has a number of initiatives including data center energy efficiency and reducing waste from silicon solar cells. IBM also has a decades-long corporate social responsibility practice.
Comments:
Prosumer is a portmanteau formed by contracting either the word producer or professional with the word consumer. The term has taken on multiple conflicting meanings: the business sector sees the prosumer (professional–consumer) as a market segment, whereas economists see the prosumer (producer–consumer) as having greater independence from the mainstream economy. (definition from Wikipedia)
According to IBM CEO survey social networks and web-based tools are empowering consumers. Nowadays, customers have more information available to them compared to near past. The power of consumers are raising.
CEO's are aware and feels pressure from prosumers. They are planning to increase investments 25% in order to better understand this new community. Social networking has strong effect on customer's choice. Firms orient their business style according to new developments.
http://news.cnet.com/8301-11128_3-9936985-54.html
107604229 Murat Nadastepe
Posted by Martin LaMonica Post a comment
In a sign of "green" going mainstream, an IBM survey of CEOs finds that socially oriented customers are wielding more power, aided by social networking on the Web.
The survey, published Tuesday, drew on face-to-face interviews with 1,130 CEOs around the world. It found that CEOs feel less prepared as they would like to deal with the pace of change.
CEOs identified two types of customers that are the primary sources of that change.
The first is the information omnivore, the type of consumer who is comfortable making his or her opinion known through Web-based tools like social networks.
CEOs said that these proactive consumers, or "prosumers," can be a positive influence if companies can design products based on consumers' expressed preferences.
In addition to being demanding about products, customers are carefully watching corporations' behavior, the study found.
Expectations for corporate social responsibility are rising. Concern over environmental issues has doubled over the past four years, with most of that reflected in Europe and in the Asia-Pacific region.
CEOs said they will increase investments 25 percent over the next three years to better understand socially minded customers, which chief executives identified as the fastest-growing trend.
IBM itself primarily serves large enterprises, rather than selling directly to consumers. It does an annual survey of CEOs to find direction on their business directions and how they intend to sell to their customers.
In the area of clean tech, IBM has a number of initiatives including data center energy efficiency and reducing waste from silicon solar cells. IBM also has a decades-long corporate social responsibility practice.
Comments:
Prosumer is a portmanteau formed by contracting either the word producer or professional with the word consumer. The term has taken on multiple conflicting meanings: the business sector sees the prosumer (professional–consumer) as a market segment, whereas economists see the prosumer (producer–consumer) as having greater independence from the mainstream economy. (definition from Wikipedia)
According to IBM CEO survey social networks and web-based tools are empowering consumers. Nowadays, customers have more information available to them compared to near past. The power of consumers are raising.
CEO's are aware and feels pressure from prosumers. They are planning to increase investments 25% in order to better understand this new community. Social networking has strong effect on customer's choice. Firms orient their business style according to new developments.
http://news.cnet.com/8301-11128_3-9936985-54.html
107604229 Murat Nadastepe
WHEN PRODUCT PLACEMENT GOES WRONG
"the effects of program liking and placement prominence"
The research try to find out which indicators are more effective in people’s consumptions according to the placement of the product(placement vs no-placement, prominent vs subtle, prime vs no prime and according to their program liking)on TV. Researchs perooved that high program likers are negatively attracted by prominent placement than low program likers because high program likers do not want to be interrupted by such placements. When LPL viewers don't remember seeing the placement, exposure affects brand accessibility, and ultimately, reported brand attitude. Conversely, consumers who like the show are quite negative toward the prominent placements. An advertisement seen before a prominent placement never helps, and sometimes hurts, the effects of product placement. The significantly positive effects of prominent placements on the attitudes of viewers lower in program liking were eliminated when seen with an advertisement. The explanation provided here is that the advertisement primed the viewer of the persuasive intent of the placement. Because there was no condition where the ad was seen after a prominent placement, however, it is impossible to rule out an alternative explanation of overexposure. An advertisement seen before a subtle placement never hurts, and sometimes helps, the effects of product placement. The null effects of subtle placements on the attitudes of viewers lower in program liking were replaced by significant positive effects on brand attitude when seen with an advertisement. The research compared different combination of above mentioned placements such as prime placement on HPL(high program liking people) or on LPLs. They evaluated their attitudes towards the brand according the types of placements. For example research has found a positive shift in brand attitude after exposure to product placements. The study presented here investigates conditions under which product placements may cause a negative shift in brand attitude. The results reveal that prominent placements can negatively impact brand attitudes of viewers who report high levels of program liking. Conversely, viewers reporting lower levels of program liking shift brand attitude in a positive direction after exposure to a prominent placement. However, the positive shift in brand attitude for participants with lower program liking disappears when a persuasive-intent prime precedes exposure to the placement. Subtle placements are less likely to result in negative shifts in brand attitude.
In conclusion the attitudes of program likers differ according the appereance of the brand on screen so we have to analyze the reactions of the program likers very well to develop a proper advertising strategy to implement.
Emre Suntekin
107604082
source:http://proquest.umi.com/pqdweb?index=12&did=1474598171&SrchMode=3&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1211922048&clientId=42144&aid=1
"the effects of program liking and placement prominence"
The research try to find out which indicators are more effective in people’s consumptions according to the placement of the product(placement vs no-placement, prominent vs subtle, prime vs no prime and according to their program liking)on TV. Researchs perooved that high program likers are negatively attracted by prominent placement than low program likers because high program likers do not want to be interrupted by such placements. When LPL viewers don't remember seeing the placement, exposure affects brand accessibility, and ultimately, reported brand attitude. Conversely, consumers who like the show are quite negative toward the prominent placements. An advertisement seen before a prominent placement never helps, and sometimes hurts, the effects of product placement. The significantly positive effects of prominent placements on the attitudes of viewers lower in program liking were eliminated when seen with an advertisement. The explanation provided here is that the advertisement primed the viewer of the persuasive intent of the placement. Because there was no condition where the ad was seen after a prominent placement, however, it is impossible to rule out an alternative explanation of overexposure. An advertisement seen before a subtle placement never hurts, and sometimes helps, the effects of product placement. The null effects of subtle placements on the attitudes of viewers lower in program liking were replaced by significant positive effects on brand attitude when seen with an advertisement. The research compared different combination of above mentioned placements such as prime placement on HPL(high program liking people) or on LPLs. They evaluated their attitudes towards the brand according the types of placements. For example research has found a positive shift in brand attitude after exposure to product placements. The study presented here investigates conditions under which product placements may cause a negative shift in brand attitude. The results reveal that prominent placements can negatively impact brand attitudes of viewers who report high levels of program liking. Conversely, viewers reporting lower levels of program liking shift brand attitude in a positive direction after exposure to a prominent placement. However, the positive shift in brand attitude for participants with lower program liking disappears when a persuasive-intent prime precedes exposure to the placement. Subtle placements are less likely to result in negative shifts in brand attitude.
In conclusion the attitudes of program likers differ according the appereance of the brand on screen so we have to analyze the reactions of the program likers very well to develop a proper advertising strategy to implement.
Emre Suntekin
107604082
source:http://proquest.umi.com/pqdweb?index=12&did=1474598171&SrchMode=3&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1211922048&clientId=42144&aid=1
Omo'dan yepyeni bir iletişim
http://www.unilever.com.tr/ourbrands/casestudies/kirlenmekguzeldir/
Kirlenmek hayatın doğal ve pozitif bir sonucudur. Kirlenmek öğrenmektir, keşfetmektir, eğlenmektir, hayatı tanımaktır. Kirlenmeden yaşamak, öğrenmek mümkün değildir. Özellikle büyüme çağındaki çocukların sağlıklı gelişiminde lekeleri dert etmeden özgürce hareket edebilmeleri çok önemlidir.
Kirlenme olgusunu psikolojik ve sosyolojik boyutları ile ele alan OMO, özellikle çocukların spor yaparken ve oyun oynarken hayatı tanıdıkları ve keşfettikleri, bunu yaparken de doğal olarak kirlendikleri gözleminden yola çıkıyor. OMO, kirlenme özgürlüğü ile çocuklara hayatı tanımaları ve arkadaşlık, paylaşma ve kendine güven duygularını geliştirmeleri için fırsat yaratmayı amaçlıyor.
Yıllardır tüketicilerinin günlük yaşamlarına katma değer sağlamak için çalışan OMO aynı amaç, özgüven ve yeni bir iletişimle annelere şöyle sesleniyor:
"Bırakın çoçuğunuz kişisel gelişimi boyunca özgürce öğrensin; öğrenirken keşfetsin; varsın keşfederken üstünü başını kirletsin. Çocukların üstlerini kirletmeleri onların kişisel gelişmelerinin çok doğal bir sonucudur. Önemli olan kir değil, çocuğunuzun kazandığı deneyimdir. Siz kiri hiç dert etmeyin; çünkü OMO varsa, kirlenmek güzeldir."
YORUM: OMO, “kirlenmek güzeldir” sloganıyla çocukların yaşamına ve bazı kavramlara farklılık getirdi. Toplumun aklındaki kirlenme, pis olma kavramının yerini özgürlüğün, dolu dolu yaşamanın almasını sağladı.
OMO’nun bu kampanyasının çok başarılı olduğunu, ve toplumumuzdaki annelerin leke korkusunu yıktığını düşünüyorum. Bence OMO bu mesajıyla sadece çamur ve boya lekelerini geçirmeyi taahhüt etmemiş; tüketicilere “en korktuğunuz lekelerle bile başa çıkabilirim” güveni aşılamıştır. Sağladığı güven duygusu ile pazardaki konumlandırmasını güçlendirmiştir.
Pınar DOĞAN
107604025
Kirlenmek hayatın doğal ve pozitif bir sonucudur. Kirlenmek öğrenmektir, keşfetmektir, eğlenmektir, hayatı tanımaktır. Kirlenmeden yaşamak, öğrenmek mümkün değildir. Özellikle büyüme çağındaki çocukların sağlıklı gelişiminde lekeleri dert etmeden özgürce hareket edebilmeleri çok önemlidir.
Kirlenme olgusunu psikolojik ve sosyolojik boyutları ile ele alan OMO, özellikle çocukların spor yaparken ve oyun oynarken hayatı tanıdıkları ve keşfettikleri, bunu yaparken de doğal olarak kirlendikleri gözleminden yola çıkıyor. OMO, kirlenme özgürlüğü ile çocuklara hayatı tanımaları ve arkadaşlık, paylaşma ve kendine güven duygularını geliştirmeleri için fırsat yaratmayı amaçlıyor.
Yıllardır tüketicilerinin günlük yaşamlarına katma değer sağlamak için çalışan OMO aynı amaç, özgüven ve yeni bir iletişimle annelere şöyle sesleniyor:
"Bırakın çoçuğunuz kişisel gelişimi boyunca özgürce öğrensin; öğrenirken keşfetsin; varsın keşfederken üstünü başını kirletsin. Çocukların üstlerini kirletmeleri onların kişisel gelişmelerinin çok doğal bir sonucudur. Önemli olan kir değil, çocuğunuzun kazandığı deneyimdir. Siz kiri hiç dert etmeyin; çünkü OMO varsa, kirlenmek güzeldir."
YORUM: OMO, “kirlenmek güzeldir” sloganıyla çocukların yaşamına ve bazı kavramlara farklılık getirdi. Toplumun aklındaki kirlenme, pis olma kavramının yerini özgürlüğün, dolu dolu yaşamanın almasını sağladı.
OMO’nun bu kampanyasının çok başarılı olduğunu, ve toplumumuzdaki annelerin leke korkusunu yıktığını düşünüyorum. Bence OMO bu mesajıyla sadece çamur ve boya lekelerini geçirmeyi taahhüt etmemiş; tüketicilere “en korktuğunuz lekelerle bile başa çıkabilirim” güveni aşılamıştır. Sağladığı güven duygusu ile pazardaki konumlandırmasını güçlendirmiştir.
Pınar DOĞAN
107604025
Leading Change: Why Transformation Efforts Fail?
Kotter, John P.
Harvard Business Review; Mar/Apr95, Vol.73 Issue 2, p.59-67, 9p, 1chart, 4c
Summary:
This article is basicly defining the phases of change and common mistakes that are made during the process. Change management should be handled very carefully so that people can internalize it. Transformation needs time and shortage can bring failure while misleading revolutionaries in measuring its speed.
There are certain steps that should be considered. First of all, motivation for a change is so critical. If reason is not certain in peoples’ mind, necessary situation should be created that points need for a transformation. So that, targeted group would be convinced that they could only get rid of bad condition through a change.
When people believe that change is needed, then next step for senior managers is becoming a role model. They should always be forming the core of the group. Project group, whom you want to expose change, should see that you believe in that concept by heart. A major change is impossible unless the head of the organization is an active supporter.
The message and the direction in which an organization tries to move should be communicated clearly. All existing communication channels have to be used in order to broadcast the vision. If employees believe that useful change is possible, then they will make sacrifices. Moreover, if short term targets are also set, their positive attitude towards change should be reinforced.
First comes the words, then the deeds. As to mention, transformation is an ongoing process, victory should not be declared so soon. Until changes are absorbed deeply by a company’s culture, new approaches are brittle and subject to recession.
Pressure of change should not be removed until new behaviors are rooted in social norms and values of the company. To enforce the tansformation, not only change based improvements have to be shown, but also personification of the top management should be checked regularly.
Consequently, if these mistakes are avoided, then transformation could end up with success.
Pınar DOĞAN
107604025
Harvard Business Review; Mar/Apr95, Vol.73 Issue 2, p.59-67, 9p, 1chart, 4c
Summary:
This article is basicly defining the phases of change and common mistakes that are made during the process. Change management should be handled very carefully so that people can internalize it. Transformation needs time and shortage can bring failure while misleading revolutionaries in measuring its speed.
There are certain steps that should be considered. First of all, motivation for a change is so critical. If reason is not certain in peoples’ mind, necessary situation should be created that points need for a transformation. So that, targeted group would be convinced that they could only get rid of bad condition through a change.
When people believe that change is needed, then next step for senior managers is becoming a role model. They should always be forming the core of the group. Project group, whom you want to expose change, should see that you believe in that concept by heart. A major change is impossible unless the head of the organization is an active supporter.
The message and the direction in which an organization tries to move should be communicated clearly. All existing communication channels have to be used in order to broadcast the vision. If employees believe that useful change is possible, then they will make sacrifices. Moreover, if short term targets are also set, their positive attitude towards change should be reinforced.
First comes the words, then the deeds. As to mention, transformation is an ongoing process, victory should not be declared so soon. Until changes are absorbed deeply by a company’s culture, new approaches are brittle and subject to recession.
Pressure of change should not be removed until new behaviors are rooted in social norms and values of the company. To enforce the tansformation, not only change based improvements have to be shown, but also personification of the top management should be checked regularly.
Consequently, if these mistakes are avoided, then transformation could end up with success.
Pınar DOĞAN
107604025
Kale Grubu, Kaleplus markası ile mutfak sektöründe
14.05.2008
Yapı Sektöründe Çanakkale Seramik, Kalebodur, Kalekim, Kaleterasit, Kalecolor, RocaKale, Kaledekor, gibi lider markalara sahip Kale Grubu, Kaleplus markası ile mutfak mobilyaları sektörüne giriyor.
50 yılı aşkın deneyimi, kalitesi ve lider markaları ile ıslak mekanlara çözümler sunan Kale Grubu, değişen pazar koşulları ve yaşam standartları, farklılaşan müşteri beklentileri paralelinde beliren yeni ve farklı bir çözüm konseptinin önemli bir bölümünü tamamlamak üzere mutfak ve banyo mobilyası üretimine başladı. Balıkesir-Bandırma’da kurduğu fabrikasıyla 2008 yılı başında üretime geçen Kale Grubu, mutfak mobilyasında Kaleplus markası ile hizmet verecek.
Kaleplus, geniş kullanıcı kitlelerine hitap eden endüstriyel mobilya üretimi gerçekleştirmekle birlikte farklı tasarımları, zengin malzeme, renk ve model seçenekleri ile kişiye özel tasarımlar yaratılmasına olanak sağlıyor.
Kaledekor mağazalarında satışı gerçekleşecek olan Kaleplus, uzman kadrolarıyla, satış öncesi yönlendirme, danışmanlık, projelendirme ve mimari hizmetin yanı sıra satış sonrası montaj ve servis hizmetleri sunuyor. Yaşam alanlarına ve mekanlara renk katacak ve hayat verecek mutfak projeleri, tüketicilerin istekleri paralelinde, gelişmiş üç boyutlu tasarım programları ile alternatifli olarak hazırlanıyor.
http://www.mediacatonline.com/tr/news/details.asp?a=1&id=6425&page=4
Yorum :
Önemli yapı sektörü firmalarını bünyesinde bulunduran Kale piyasada kendi adına alması gereken payı görüp banyo ve mutfak mobilyası üretimine giriş yapmayı planlamış. Kapladığı geniş pazar payını düşünecek olursak yeni bir markayla ortaya çıkması ama içinde yine o bilindik “KALE” ismini kullanması alıcıların markaya olan güveniyle ilgiyi üzerine çekecektir. Değişik ve çağdaş bir ürün logosu seçmeleriyle hedefledikleri ve sunmayı planladıkları teknolojik, modern, taleplere anında cevap veren imajı çizmeleri mümkün. Müşteri odaklı bir hizmet anlayışıyla da alıcılara yenilikçi detaylar sunuyor.
Evrim Aheste 107604220
Yapı Sektöründe Çanakkale Seramik, Kalebodur, Kalekim, Kaleterasit, Kalecolor, RocaKale, Kaledekor, gibi lider markalara sahip Kale Grubu, Kaleplus markası ile mutfak mobilyaları sektörüne giriyor.
50 yılı aşkın deneyimi, kalitesi ve lider markaları ile ıslak mekanlara çözümler sunan Kale Grubu, değişen pazar koşulları ve yaşam standartları, farklılaşan müşteri beklentileri paralelinde beliren yeni ve farklı bir çözüm konseptinin önemli bir bölümünü tamamlamak üzere mutfak ve banyo mobilyası üretimine başladı. Balıkesir-Bandırma’da kurduğu fabrikasıyla 2008 yılı başında üretime geçen Kale Grubu, mutfak mobilyasında Kaleplus markası ile hizmet verecek.
Kaleplus, geniş kullanıcı kitlelerine hitap eden endüstriyel mobilya üretimi gerçekleştirmekle birlikte farklı tasarımları, zengin malzeme, renk ve model seçenekleri ile kişiye özel tasarımlar yaratılmasına olanak sağlıyor.
Kaledekor mağazalarında satışı gerçekleşecek olan Kaleplus, uzman kadrolarıyla, satış öncesi yönlendirme, danışmanlık, projelendirme ve mimari hizmetin yanı sıra satış sonrası montaj ve servis hizmetleri sunuyor. Yaşam alanlarına ve mekanlara renk katacak ve hayat verecek mutfak projeleri, tüketicilerin istekleri paralelinde, gelişmiş üç boyutlu tasarım programları ile alternatifli olarak hazırlanıyor.
http://www.mediacatonline.com/tr/news/details.asp?a=1&id=6425&page=4
Yorum :
Önemli yapı sektörü firmalarını bünyesinde bulunduran Kale piyasada kendi adına alması gereken payı görüp banyo ve mutfak mobilyası üretimine giriş yapmayı planlamış. Kapladığı geniş pazar payını düşünecek olursak yeni bir markayla ortaya çıkması ama içinde yine o bilindik “KALE” ismini kullanması alıcıların markaya olan güveniyle ilgiyi üzerine çekecektir. Değişik ve çağdaş bir ürün logosu seçmeleriyle hedefledikleri ve sunmayı planladıkları teknolojik, modern, taleplere anında cevap veren imajı çizmeleri mümkün. Müşteri odaklı bir hizmet anlayışıyla da alıcılara yenilikçi detaylar sunuyor.
Evrim Aheste 107604220
Tuesday, May 27, 2008
Non-Recognition of Print Advertising: Emotion Arousal and Gender Effects
Source: Journal of Marketing Communications; March 2007, Vol. 13 Issue: Number 1 p39-57, 19p
SUMMARY
The article, as a study done by Thomas & Russell on the recognition level of emotional advertisements while comparing female responses to that of males’, is comprised of the results of a research conducted in order to address strategic approaches for advertising industry. Briefly, the research first exposed the subjects to emotion-arousing advertisements as a pretest, and exploring the ratio of their retention as a posttest conducted 4 weeks later. Non-recognition is accepted as the dependent variable of the statistical data because subjects could recall advertisements in the posttest as a result of past memory or experience even though they hadn’t been shown in the pretest, so recognition as a variable could be misleading. The results interestingly showed that emotional involvement is enhancing the memory. Even though the difference was not significant between emotion-neutral and emotion-arousing stimuli in terms of change in memory, the clear difference was put in front of us between female and male participants. Female subjects showed greater memory for the emotional advertisements than the males. Yet, the research had limitations such as using only college students as subjects and using only one advertisement medium, i.e. print, as sample, and there is further need of investigation for the choice of the dependent variable. Nevertheless, the outcome is pioneering for advertising industry, by finding that the strategy of using emotional appeals in advertisements is more appropriate for women.
Pinar Delipinar
107604061
SUMMARY
The article, as a study done by Thomas & Russell on the recognition level of emotional advertisements while comparing female responses to that of males’, is comprised of the results of a research conducted in order to address strategic approaches for advertising industry. Briefly, the research first exposed the subjects to emotion-arousing advertisements as a pretest, and exploring the ratio of their retention as a posttest conducted 4 weeks later. Non-recognition is accepted as the dependent variable of the statistical data because subjects could recall advertisements in the posttest as a result of past memory or experience even though they hadn’t been shown in the pretest, so recognition as a variable could be misleading. The results interestingly showed that emotional involvement is enhancing the memory. Even though the difference was not significant between emotion-neutral and emotion-arousing stimuli in terms of change in memory, the clear difference was put in front of us between female and male participants. Female subjects showed greater memory for the emotional advertisements than the males. Yet, the research had limitations such as using only college students as subjects and using only one advertisement medium, i.e. print, as sample, and there is further need of investigation for the choice of the dependent variable. Nevertheless, the outcome is pioneering for advertising industry, by finding that the strategy of using emotional appeals in advertisements is more appropriate for women.
Pinar Delipinar
107604061
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