Olimpiyatlar ve futbolla reklama 6 milyar $ gidecek
Önümüzdeki yıl spor organizasyonları ve ABD’deki başkanlık seçimleriyle, küresel reklam harcamaları yüzde 6.7 artacak.
Medya planlama ve satın alma şirketi ZenithOptimedia’nın raporuna göre, reklam harcamaları, mortgage krizinden kaynaklanan yavaşlamaya karşın, 2008’de Pekin Olimpiyat Oyunları, ABD başkanlık seçimleri, Avrupa Futbol Şampiyonası ve gelişmekte olan ülkelerin güçlü performansının etkisiyle artacak.
Rapora göre, 2010’da Çin’in Almanya’nın yerine en büyük dördüncü reklam piyasası olması, Rusya’nın da 14’üncü sıradan 6’ncı sıraya yükselmesi bekleniyor. Olimpiyatlara 3 milyar dolar, ABD’deki seçimlere 2 milyar dolar ve 2008 Avrupa Futbol Şampiyonası’na ise 1 milyar dolar reklam harcaması yapılacağı tahmin ediliyor. 2007 ile 2010 yılları arasında gelişmekte olan ülkelerin reklam piyasasına ise fazladan 49.5 milyar dolar katkıda bulunması da bekleniyor.
Referans:http://www.marketingturkiye.com/Haberler/Detay/?no=9785
Uğur ÜNAL 107604084
Dünyada yapılmakta olan büyük spor organizasyonları artık sadece evrensel barış kardeşlik duygusu üzerine deil de reklam stratejilerinin belirlendiği ve insanların bu gibi işlere milyonlarca $ yatrımların yapıldığı birer gövde gösterisine dönüşmüş durumda.Bu duruma bir örnek daha vermek gerekirse ; SUPERBOWL organizasyonunda (Amerikan futbolu final maçı ;USA) Maçın devre arasında yapılan reklam verme savaşı şubat 2. hafta oynanan maçtan aylar öncesine dayanır ve bu reklam kuşağına girebilen firmalar için bu çok prestijli bir durum olarak hatırlanır.Bu durum da sporun artık sadece spor olarak deil globalleşen dünya şartlarına ne kadar uyum sağladığını ve şirketlerin de buna hiç de sessiz kalamadığına örnek olarak gösterilebilir.
Uğur ÜNAL
107604084
Tuesday, December 18, 2007
How Country Characteristics Affect the Perceived Value of Web Sites
Jan-Benedict E.M. Steenkamp & Inge Geyskens
Journal of Marketing, July 2006
In this article the main question is whether the factors of the perceived value derived by the consumers visiting a brand manufacturer’s Web site are systematically moderated by the country-level institutional context in which consumers live.
The subject of the data collection was Consumer Packaged Goods (CPG) companies in Belgium, France, Germany, Italy, the Netherlands, Spain, Sweden, and the United Kingdom. In the websites of these CPG companies the authors of this article formed a questionnaire to reflect the perception of the visitors to these sites. There were 16 CPG companies (Heineken, Henkel, Danone, P&G, Unilever etc.) and were 30 websites belonging to the brands of these companies. 8886 visitors filled this questionnaire from different countries.
The authors hypothesized a regression model to forecast the perception of the visitors. The regression model consist of some important variables such as consumption experiences, web site characteristics, moderating effect of country characteristics and some complementary variables such as age and gender.
From this regression model some of these variables turn out to be significant in perception (such as Customization level of website, pleasure coefficient etc.) and some are not significant (such as age or gender)
From these significant and nonsignificant terms in the model some of important outcomes are that :
-Perceived privacy/security is more important in countries characterized by a weak rule of law.
-Perceived privacy/security and customization have a greater effect in individualistic countries than in collectivistic countries.
-Cultural congruity weighs more heavily in countries high on national identity.
-The emotional experience is more important in shaping perceived value judgments in individualistic countries.
-Utilitarian experience is more important in collectivistic societies, but this effect does not reach statistical significance.
In summary, the findings provide broad support for hypothesized conceptual model and the relevance of including country-level, institutional constructs for understanding the perceived value consumers derive from visiting a brand manufacturer’s Web site.
Their results show that the relationships between perceived Web site value and its drivers are systematically and predictably moderated by the institutional context in which consumers live.
The findings of this study are important from a managerial perspective because they may improve the understanding of why certain drivers do not significantly affect perceived value in some countries. After this article several CPG companies revised their websites accordingly to create better consumer perception.
Ömer Kerem Seçkin
106621042
Jan-Benedict E.M. Steenkamp & Inge Geyskens
Journal of Marketing, July 2006
In this article the main question is whether the factors of the perceived value derived by the consumers visiting a brand manufacturer’s Web site are systematically moderated by the country-level institutional context in which consumers live.
The subject of the data collection was Consumer Packaged Goods (CPG) companies in Belgium, France, Germany, Italy, the Netherlands, Spain, Sweden, and the United Kingdom. In the websites of these CPG companies the authors of this article formed a questionnaire to reflect the perception of the visitors to these sites. There were 16 CPG companies (Heineken, Henkel, Danone, P&G, Unilever etc.) and were 30 websites belonging to the brands of these companies. 8886 visitors filled this questionnaire from different countries.
The authors hypothesized a regression model to forecast the perception of the visitors. The regression model consist of some important variables such as consumption experiences, web site characteristics, moderating effect of country characteristics and some complementary variables such as age and gender.
From this regression model some of these variables turn out to be significant in perception (such as Customization level of website, pleasure coefficient etc.) and some are not significant (such as age or gender)
From these significant and nonsignificant terms in the model some of important outcomes are that :
-Perceived privacy/security is more important in countries characterized by a weak rule of law.
-Perceived privacy/security and customization have a greater effect in individualistic countries than in collectivistic countries.
-Cultural congruity weighs more heavily in countries high on national identity.
-The emotional experience is more important in shaping perceived value judgments in individualistic countries.
-Utilitarian experience is more important in collectivistic societies, but this effect does not reach statistical significance.
In summary, the findings provide broad support for hypothesized conceptual model and the relevance of including country-level, institutional constructs for understanding the perceived value consumers derive from visiting a brand manufacturer’s Web site.
Their results show that the relationships between perceived Web site value and its drivers are systematically and predictably moderated by the institutional context in which consumers live.
The findings of this study are important from a managerial perspective because they may improve the understanding of why certain drivers do not significantly affect perceived value in some countries. After this article several CPG companies revised their websites accordingly to create better consumer perception.
Ömer Kerem Seçkin
106621042
Tofaş, Minicargo'dan sonra Peugeot ve Citroen için Doblo da üretecek
2017'ye kadar hafif ticari araç üretimi konusunda ortaklık yapan Fiat ve PSA Grubu (Peugeot-Citroen), Tofaş tarafından üç marka için Bursa'da üretilecek Minicargo projesinden sonra Doblo'yu da bu ortaklığa dahil etmeyi planlıyor. Bu planın gerçekleşmesi halinde 2008 yılında piyasaya çıkacak yeni Doblo, Fiat'la birlikte Peugeot ve Citroen markaları için de Tofaş tarafından üretilecek.
1978 yılından bu yana ortaklaşa hafif ticari araç üretimi yapan ve bu ortaklığı 2017 yılına kadar sürdürmek için anlaşma imzalayan İtalyan Fiat ve Fransız PSA Grubu (Peugeot Citroen), Türkiye'yi bu ortaklığın üretim üssü yapmaya hazırlanıyor. Geçtiğimiz yıl Tofaş'ın lisansıyla Bursa'da hafif ticari araç sınıfında yer alan Minicargo projesinin üretimi için imza atan Fiat ve PSA Grubu, şimdi de Doblo'yu bu ortaklığa dahil etmek için hazırlanıyor. Anlaşmanın imzalanması halinde Tofaş, hafif ticari araç sınıfında yer alan Minicargo projesinde olduğu gibi Doblo'yu da 2008 yılından itibaren üç marka için Bursa'da üretecek.
TÜRK OTOMOTİVİNDE DEVRİM: Tofaş, Fiat ve PSA Grubu tarafından geçtiğimiz yıl imzalanan ve Türk otomotiv sanayiinde devrim sayılabilecek anlaşmayla birlikte, Bursa'da 2008 yılından itibaren 380 milyon dolar yatırımla yılda 160 bin adet Minicargo üretilecek. Üç marka için üretilecek ve yüzde 95'i ihraç edilecek Minicargo'nun ardından, Fiat ve PSA Grubu Tofaş tarafından 6 yıldan bu yana 500 bin adedin üzerinde üretilen Doblo'da bu ortaklığa dahil edilecek.
ORTAK ÜRETİM 360 BİNE ÇIKIYOR: Bu planın gerçekleşmesi halinde 2008 yılında tamamen yenilenecek Doblo'nun Tofaş tarafından üretimi devam edecek. Ama asıl önemlisi yeni Doblo bu tarihten itibaren Fiat'ın dışında Peugeot ve Citroen markaları için de üretilecek. Konuyla ilgili anlaşmanın önümüzdeki günlerde imzalanması beklenirken, şu an yılda 120 bin adet üretilen Doblo'nun bu anlaşmayla birlikte üretim kapasitesinin kademe kademe 200 bin adede çıkması bekleniyor. Bu da Tofaş'ın Fiat ve PSA Grubu ortaklığı için 2008'den itibaren 360 bini bulan bir ortak üretim yapmasını beraberinde getirecek. Fiat ve PSA ortaklığıyla Türkiye dışında gerçekleşen bir diğer hafif ticari araç üretimi ise İtalya ve Fransa'da gerçekleşiyor. Fiat markası altında Ducato, Peugeot markası altında Boxer ve Citroen markası altında ise Jumper olarak üretilen araçların iç ve dış tasarımları tamamen aynı. Bu ortaklıklık dahilinde yılda 390 bin adet araç üretilirken, bugüne kadar 4 milyona yakın araç üretildi.
500 bin adet üretildi, 54 ülkeye satılıyor
BURSA'daki Tofaş tesislerinde 6 yıldan bu yana 500 bin adedin üzerinde üretilen ve 120 milyon Euro'luk yatırımla geçtiğimiz yıl yenilenen Fiat Doblo, Amsterdam Avrupa Ticari Araçlar Fuarı'nda 'Yılın Hafif Ticari Aracı' seçilmişti. Doblo üretiminin yüzde 90'ı dünyanın 54 ülkesine ihraç ediliyor.
Doblo nereden nereye geldi
2000 Eylül'ünde üretimine başlanan Fiat Doblo ilk yıl içinde 100 bin adet üretilerek bir rekora imza atmıştı.
Üretimin yüzde 90'ı dünyanın 43 ülkesine ihraç edildikten sonra bugün ihracat yapılan ülke sayısı 54'e ulaştı.
Tofaş'ın Bursa'daki fabrikasında üretimine başlanan Doblo, geçtiğimiz 6 yıl içerisinde İtalyan Fiat'ın hafif ticari araç segmentindeki lokomotif modeli oldu.
Fiat Doblo, Avrupa'da yüzde 10'nun üzerinde bir pazar payı elde ederken, İtalya'da yüzde 40 ile pazar lideri konumunda bulunuyor.
Şimdiye kadar 500 bin adetin üzerinde bir üretim rakamına ulaşan Doblo, tamamı Tofaş tarafından karşılanan 120 milyon Euro'luk yatırımla yenilendi.
http://hurarsiv.hurriyet.com.tr/goster/haber.aspx?id=4376656&tarih=2006-05-08
Yorum:
Tofaş’ın Bursa da üretimine başladığı ve yeni bir segment yarattığı bildirilen Türk otomotiv sektörünün en önemli projelerinden biri olan Minicargo’nun otomotiv sektöründe bir ilk olma özelliğine sahip. Tofaş, 10 yılda 1 milyon 187 bin Minicargo ihraç edip Türkiye'ye 11 milyar dolarlık döviz girişi sağlanması düşünülmekte. Peugeot'nun dünya başkanı Frederic Saint Geours, Minicargo'nun Türkiye, Fransa ve İspanya'da olmayan bir segmente hitap ettiğini, böyle bir segmente büyük şehirlerde iş yapmak isteyenlerin ihtiyacı olduğunu belirtti. Fiat, Peugeot, Citroen şirketleri fikri mülkiyeti Tofaşın elinde bulunan bu araca kendi logolarını takacak vede farklı isimler verecek. Asıl sorun tamamen aynı aracı kullanacak olan bu üç şirketin birbirlerinden nasıl farklılaşacağı? Aynı teknik ve görünüm özelliklerine sahip araçlar arasında en dikkat çekicisi Minicargo Combi’yi ’Nemo Concetto’ ismiyle vitrine çıkartmaya hazırlanan Citroen. Aracın hem iç hem dışını ’Balık Nemo’ gibi tasarlamış, turuncu ve beyaz renkleri kullanmış. Bu aracı geliştirmek için Walt Disney’e para ödeyen Citroen, bu modelle çocuklu aileleri de hedeflediğini ortaya koyuyor.
Deniz YILMAZ
107604144
1978 yılından bu yana ortaklaşa hafif ticari araç üretimi yapan ve bu ortaklığı 2017 yılına kadar sürdürmek için anlaşma imzalayan İtalyan Fiat ve Fransız PSA Grubu (Peugeot Citroen), Türkiye'yi bu ortaklığın üretim üssü yapmaya hazırlanıyor. Geçtiğimiz yıl Tofaş'ın lisansıyla Bursa'da hafif ticari araç sınıfında yer alan Minicargo projesinin üretimi için imza atan Fiat ve PSA Grubu, şimdi de Doblo'yu bu ortaklığa dahil etmek için hazırlanıyor. Anlaşmanın imzalanması halinde Tofaş, hafif ticari araç sınıfında yer alan Minicargo projesinde olduğu gibi Doblo'yu da 2008 yılından itibaren üç marka için Bursa'da üretecek.
TÜRK OTOMOTİVİNDE DEVRİM: Tofaş, Fiat ve PSA Grubu tarafından geçtiğimiz yıl imzalanan ve Türk otomotiv sanayiinde devrim sayılabilecek anlaşmayla birlikte, Bursa'da 2008 yılından itibaren 380 milyon dolar yatırımla yılda 160 bin adet Minicargo üretilecek. Üç marka için üretilecek ve yüzde 95'i ihraç edilecek Minicargo'nun ardından, Fiat ve PSA Grubu Tofaş tarafından 6 yıldan bu yana 500 bin adedin üzerinde üretilen Doblo'da bu ortaklığa dahil edilecek.
ORTAK ÜRETİM 360 BİNE ÇIKIYOR: Bu planın gerçekleşmesi halinde 2008 yılında tamamen yenilenecek Doblo'nun Tofaş tarafından üretimi devam edecek. Ama asıl önemlisi yeni Doblo bu tarihten itibaren Fiat'ın dışında Peugeot ve Citroen markaları için de üretilecek. Konuyla ilgili anlaşmanın önümüzdeki günlerde imzalanması beklenirken, şu an yılda 120 bin adet üretilen Doblo'nun bu anlaşmayla birlikte üretim kapasitesinin kademe kademe 200 bin adede çıkması bekleniyor. Bu da Tofaş'ın Fiat ve PSA Grubu ortaklığı için 2008'den itibaren 360 bini bulan bir ortak üretim yapmasını beraberinde getirecek. Fiat ve PSA ortaklığıyla Türkiye dışında gerçekleşen bir diğer hafif ticari araç üretimi ise İtalya ve Fransa'da gerçekleşiyor. Fiat markası altında Ducato, Peugeot markası altında Boxer ve Citroen markası altında ise Jumper olarak üretilen araçların iç ve dış tasarımları tamamen aynı. Bu ortaklıklık dahilinde yılda 390 bin adet araç üretilirken, bugüne kadar 4 milyona yakın araç üretildi.
500 bin adet üretildi, 54 ülkeye satılıyor
BURSA'daki Tofaş tesislerinde 6 yıldan bu yana 500 bin adedin üzerinde üretilen ve 120 milyon Euro'luk yatırımla geçtiğimiz yıl yenilenen Fiat Doblo, Amsterdam Avrupa Ticari Araçlar Fuarı'nda 'Yılın Hafif Ticari Aracı' seçilmişti. Doblo üretiminin yüzde 90'ı dünyanın 54 ülkesine ihraç ediliyor.
Doblo nereden nereye geldi
2000 Eylül'ünde üretimine başlanan Fiat Doblo ilk yıl içinde 100 bin adet üretilerek bir rekora imza atmıştı.
Üretimin yüzde 90'ı dünyanın 43 ülkesine ihraç edildikten sonra bugün ihracat yapılan ülke sayısı 54'e ulaştı.
Tofaş'ın Bursa'daki fabrikasında üretimine başlanan Doblo, geçtiğimiz 6 yıl içerisinde İtalyan Fiat'ın hafif ticari araç segmentindeki lokomotif modeli oldu.
Fiat Doblo, Avrupa'da yüzde 10'nun üzerinde bir pazar payı elde ederken, İtalya'da yüzde 40 ile pazar lideri konumunda bulunuyor.
Şimdiye kadar 500 bin adetin üzerinde bir üretim rakamına ulaşan Doblo, tamamı Tofaş tarafından karşılanan 120 milyon Euro'luk yatırımla yenilendi.
http://hurarsiv.hurriyet.com.tr/goster/haber.aspx?id=4376656&tarih=2006-05-08
Yorum:
Tofaş’ın Bursa da üretimine başladığı ve yeni bir segment yarattığı bildirilen Türk otomotiv sektörünün en önemli projelerinden biri olan Minicargo’nun otomotiv sektöründe bir ilk olma özelliğine sahip. Tofaş, 10 yılda 1 milyon 187 bin Minicargo ihraç edip Türkiye'ye 11 milyar dolarlık döviz girişi sağlanması düşünülmekte. Peugeot'nun dünya başkanı Frederic Saint Geours, Minicargo'nun Türkiye, Fransa ve İspanya'da olmayan bir segmente hitap ettiğini, böyle bir segmente büyük şehirlerde iş yapmak isteyenlerin ihtiyacı olduğunu belirtti. Fiat, Peugeot, Citroen şirketleri fikri mülkiyeti Tofaşın elinde bulunan bu araca kendi logolarını takacak vede farklı isimler verecek. Asıl sorun tamamen aynı aracı kullanacak olan bu üç şirketin birbirlerinden nasıl farklılaşacağı? Aynı teknik ve görünüm özelliklerine sahip araçlar arasında en dikkat çekicisi Minicargo Combi’yi ’Nemo Concetto’ ismiyle vitrine çıkartmaya hazırlanan Citroen. Aracın hem iç hem dışını ’Balık Nemo’ gibi tasarlamış, turuncu ve beyaz renkleri kullanmış. Bu aracı geliştirmek için Walt Disney’e para ödeyen Citroen, bu modelle çocuklu aileleri de hedeflediğini ortaya koyuyor.
Deniz YILMAZ
107604144
Consumer Evaluations of Brand Extensions
Brand extension is a marketing strategy in which a firm marketing a product with a well-developed image uses the same brand name in a different product category. Organisations use this strategy to increase and leverage brand equity An example of a brand extension is Jello-gelatin creating Jello pudding pops. It increases awareness of the brand name and increases profitability from offerings in more than one product category.A brand's "extendibility" depends on how strong consumer's associations are to the brand's values and goals.Apple brand successfully extended from ipod to music store.From 1977 to 1984 aproximately 40% of the 120 to 175 new brands that were introduce into supermarkets annually were extensions.In 1986 more than $ 15 billion in retail sales and mora than % 34 of apparel and accessory sales comprised products that were licenses or trade marks of brand names.
Brand extension are attractive to firms that face the reality of high new product failure rates.It has taken advantage brand name recognition and image to enter new market.Consumer who is knowladge about an established in product.Moreover brand extansion can increase the efficeny of promotional expenditures.
Product extensions are versions of the same parent product that serve a segment of the target market and increase the variety of an offering. An example of a product extension is Coke vs. Diet Coke in same product category of soft drinks. This tactic is undertaken due to the brand loyalty and brand awareness they enjoy consumers are more likely to buy a new product that has a tried and trusted brand name on it. This means the market is catered for as they are receiving a product from a brand they trust and Coca Cola is catered for as they can increase their product portfolio and they have a larger hold over the market in which they are performing in.
Brand extension depends on some assumptions as consumers have positive think and acceptable attitudes toward the original brand in consumer’s memory,these positive associations facilite the formation of positive think and acceptable attitides toward to brand extantion and negative associations do not effected on brand extention.
This article consist of two studies which name are extension reaction study and extension positioning study.First of all extension reaction study is about explored how an attitude toward a brand extension is formed.
Brand attribute association; this is a great variety of associations with the brand could potentially transferred to the extension.Associations have been created in the minds of many consumers such as; BMW cars and performance Apple and user friendliness.In addition to this a brand can have association with a use situation like Mercedes with wealthy and Toyotta with Japan.In some cases brand association can be harmful to the extension for instance the Betty Croker attribute association might be wieved as negative if the name use on a fashion product design to appeal to young women.
Attitude toward the original brand;brand attitude is based on certain attributes such as durability, incidence of defects, serviceability, features, performance.But it may also contain affect affect which is not reflected in the measured attributes even when a large set of attributes is inclued.Consumers perception of the quality of brand is a very important subject for brand extension.If the brand associated waith high quality the extension will be benefit the other side it is associated with inferrior quality the extendion will be harmed.Higher quality brand towards the original brand are associated with more favorable attitudes toward the extension.
Fit between the original and extension product classes;prior brand extension has explained mainly the role of fit or similarity between the two involved product classes in the formation of brand extansion evaluations.The transfer of a brand’s perceived quality is enhanced when the two product classes in some way fit together.When the fit is weak, the transfer is inhibited.The fit between the two involved product classes has a direct positive association with attitude toward the extension.The relationship between the difficulty of makingthe product class of extension ,difficult, and the attitude toward the extension is positive.
The extension positioning study has two approach.First approach is to provide a cue to consumers on the general quality of the original brand,so that positive aspects of the brand will be more salient and negative elements less salient in the new context.Second approach is to elaborate on a brand extension attribute to inhibit the development of any potentially negative belifs that consumer may infer.
To sum up;the extension reaction study was an exploratory study motivated by hypotheses that brand extension attitudes are influeced by the perceived quality of the brand name and the fit between the two product classes.An important strategic issue is the impact of extension on the original brand.
Tuba Gürsoylu
107604134
Brand extension are attractive to firms that face the reality of high new product failure rates.It has taken advantage brand name recognition and image to enter new market.Consumer who is knowladge about an established in product.Moreover brand extansion can increase the efficeny of promotional expenditures.
Product extensions are versions of the same parent product that serve a segment of the target market and increase the variety of an offering. An example of a product extension is Coke vs. Diet Coke in same product category of soft drinks. This tactic is undertaken due to the brand loyalty and brand awareness they enjoy consumers are more likely to buy a new product that has a tried and trusted brand name on it. This means the market is catered for as they are receiving a product from a brand they trust and Coca Cola is catered for as they can increase their product portfolio and they have a larger hold over the market in which they are performing in.
Brand extension depends on some assumptions as consumers have positive think and acceptable attitudes toward the original brand in consumer’s memory,these positive associations facilite the formation of positive think and acceptable attitides toward to brand extantion and negative associations do not effected on brand extention.
This article consist of two studies which name are extension reaction study and extension positioning study.First of all extension reaction study is about explored how an attitude toward a brand extension is formed.
Brand attribute association; this is a great variety of associations with the brand could potentially transferred to the extension.Associations have been created in the minds of many consumers such as; BMW cars and performance Apple and user friendliness.In addition to this a brand can have association with a use situation like Mercedes with wealthy and Toyotta with Japan.In some cases brand association can be harmful to the extension for instance the Betty Croker attribute association might be wieved as negative if the name use on a fashion product design to appeal to young women.
Attitude toward the original brand;brand attitude is based on certain attributes such as durability, incidence of defects, serviceability, features, performance.But it may also contain affect affect which is not reflected in the measured attributes even when a large set of attributes is inclued.Consumers perception of the quality of brand is a very important subject for brand extension.If the brand associated waith high quality the extension will be benefit the other side it is associated with inferrior quality the extendion will be harmed.Higher quality brand towards the original brand are associated with more favorable attitudes toward the extension.
Fit between the original and extension product classes;prior brand extension has explained mainly the role of fit or similarity between the two involved product classes in the formation of brand extansion evaluations.The transfer of a brand’s perceived quality is enhanced when the two product classes in some way fit together.When the fit is weak, the transfer is inhibited.The fit between the two involved product classes has a direct positive association with attitude toward the extension.The relationship between the difficulty of makingthe product class of extension ,difficult, and the attitude toward the extension is positive.
The extension positioning study has two approach.First approach is to provide a cue to consumers on the general quality of the original brand,so that positive aspects of the brand will be more salient and negative elements less salient in the new context.Second approach is to elaborate on a brand extension attribute to inhibit the development of any potentially negative belifs that consumer may infer.
To sum up;the extension reaction study was an exploratory study motivated by hypotheses that brand extension attitudes are influeced by the perceived quality of the brand name and the fit between the two product classes.An important strategic issue is the impact of extension on the original brand.
Tuba Gürsoylu
107604134
Consumer Evaluations of Brand Extensions
David A. Aaker & Kevin Lane Keller
Brand extension is a marketing strategy in which a firm marketing a product with a well-developed image uses the same brand name in a different product category. Organisations use this strategy to increase and leverage brand equity An example of a brand extension is Jello-gelatin creating Jello pudding pops. It increases awareness of the brand name and increases profitability from offerings in more than one product category.A brand's "extendibility" depends on how strong consumer's associations are to the brand's values and goals.Apple brand successfully extended from ipod to music store.From 1977 to 1984 aproximately 40% of the 120 to 175 new brands that were introduce into supermarkets annually were extensions.In 1986 more than $ 15 billion in retail sales and mora than % 34 of apparel and accessory sales comprised products that were licenses or trade marks of brand names.
Brand extension are attractive to firms that face the reality of high new product failure rates.It has taken advantage brand name recognition and image to enter new market.Consumer who is knowladge about an established in product.Moreover brand extansion can increase the efficeny of promotional expenditures.
Product extensions are versions of the same parent product that serve a segment of the target market and increase the variety of an offering. An example of a product extension is Coke vs. Diet Coke in same product category of soft drinks. This tactic is undertaken due to the brand loyalty and brand awareness they enjoy consumers are more likely to buy a new product that has a tried and trusted brand name on it. This means the market is catered for as they are receiving a product from a brand they trust and Coca Cola is catered for as they can increase their product portfolio and they have a larger hold over the market in which they are performing in.
Brand extension depends on some assumptions as consumers have positive think and acceptable attitudes toward the original brand in consumer’s memory,these positive associations facilite the formation of positive think and acceptable attitides toward to brand extantion and negative associations do not effected on brand extention.
This article consist of two studies which name are extension reaction study and extension positioning study.First of all extension reaction study is about explored how an attitude toward a brand extension is formed.
Brand attribute association; this is a great variety of associations with the brand could potentially transferred to the extension.Associations have been created in the minds of many consumers such as; BMW cars and performance Apple and user friendliness.In addition to this a brand can have association with a use situation like Mercedes with wealthy and Toyotta with Japan.In some cases brand association can be harmful to the extension for instance the Betty Croker attribute association might be wieved as negative if the name use on a fashion product design to appeal to young women.
Attitude toward the original brand;brand attitude is based on certain attributes such as durability, incidence of defects, serviceability, features, performance.But it may also contain affect affect which is not reflected in the measured attributes even when a large set of attributes is inclued.Consumers perception of the quality of brand is a very important subject for brand extension.If the brand associated waith high quality the extension will be benefit the other side it is associated with inferrior quality the extendion will be harmed.Higher quality brand towards the original brand are associated with more favorable attitudes toward the extension.
Fit between the original and extension product classes;prior brand extension has explained mainly the role of fit or similarity between the two involved product classes in the formation of brand extansion evaluations.The transfer of a brand’s perceived quality is enhanced when the two product classes in some way fit together.When the fit is weak, the transfer is inhibited.The fit between the two involved product classes has a direct positive association with attitude toward the extension.The relationship between the difficulty of makingthe product class of extension ,difficult, and the attitude toward the extension is positive.
The extension positioning study has two approach.First approach is to provide a cue to consumers on the general quality of the original brand,so that positive aspects of the brand will be more salient and negative elements less salient in the new context.Second approach is to elaborate on a brand extension attribute to inhibit the development of any potentially negative belifs that consumer may infer.
To sum up;the extension reaction study was an exploratory study motivated by hypotheses that brand extension attitudes are influeced by the perceived quality of the brand name and the fit between the two product classes.An important strategic issue is the impact of extension on the original brand.
Tuba Gürsoylu
107604134
David A. Aaker & Kevin Lane Keller
Brand extension is a marketing strategy in which a firm marketing a product with a well-developed image uses the same brand name in a different product category. Organisations use this strategy to increase and leverage brand equity An example of a brand extension is Jello-gelatin creating Jello pudding pops. It increases awareness of the brand name and increases profitability from offerings in more than one product category.A brand's "extendibility" depends on how strong consumer's associations are to the brand's values and goals.Apple brand successfully extended from ipod to music store.From 1977 to 1984 aproximately 40% of the 120 to 175 new brands that were introduce into supermarkets annually were extensions.In 1986 more than $ 15 billion in retail sales and mora than % 34 of apparel and accessory sales comprised products that were licenses or trade marks of brand names.
Brand extension are attractive to firms that face the reality of high new product failure rates.It has taken advantage brand name recognition and image to enter new market.Consumer who is knowladge about an established in product.Moreover brand extansion can increase the efficeny of promotional expenditures.
Product extensions are versions of the same parent product that serve a segment of the target market and increase the variety of an offering. An example of a product extension is Coke vs. Diet Coke in same product category of soft drinks. This tactic is undertaken due to the brand loyalty and brand awareness they enjoy consumers are more likely to buy a new product that has a tried and trusted brand name on it. This means the market is catered for as they are receiving a product from a brand they trust and Coca Cola is catered for as they can increase their product portfolio and they have a larger hold over the market in which they are performing in.
Brand extension depends on some assumptions as consumers have positive think and acceptable attitudes toward the original brand in consumer’s memory,these positive associations facilite the formation of positive think and acceptable attitides toward to brand extantion and negative associations do not effected on brand extention.
This article consist of two studies which name are extension reaction study and extension positioning study.First of all extension reaction study is about explored how an attitude toward a brand extension is formed.
Brand attribute association; this is a great variety of associations with the brand could potentially transferred to the extension.Associations have been created in the minds of many consumers such as; BMW cars and performance Apple and user friendliness.In addition to this a brand can have association with a use situation like Mercedes with wealthy and Toyotta with Japan.In some cases brand association can be harmful to the extension for instance the Betty Croker attribute association might be wieved as negative if the name use on a fashion product design to appeal to young women.
Attitude toward the original brand;brand attitude is based on certain attributes such as durability, incidence of defects, serviceability, features, performance.But it may also contain affect affect which is not reflected in the measured attributes even when a large set of attributes is inclued.Consumers perception of the quality of brand is a very important subject for brand extension.If the brand associated waith high quality the extension will be benefit the other side it is associated with inferrior quality the extendion will be harmed.Higher quality brand towards the original brand are associated with more favorable attitudes toward the extension.
Fit between the original and extension product classes;prior brand extension has explained mainly the role of fit or similarity between the two involved product classes in the formation of brand extansion evaluations.The transfer of a brand’s perceived quality is enhanced when the two product classes in some way fit together.When the fit is weak, the transfer is inhibited.The fit between the two involved product classes has a direct positive association with attitude toward the extension.The relationship between the difficulty of makingthe product class of extension ,difficult, and the attitude toward the extension is positive.
The extension positioning study has two approach.First approach is to provide a cue to consumers on the general quality of the original brand,so that positive aspects of the brand will be more salient and negative elements less salient in the new context.Second approach is to elaborate on a brand extension attribute to inhibit the development of any potentially negative belifs that consumer may infer.
To sum up;the extension reaction study was an exploratory study motivated by hypotheses that brand extension attitudes are influeced by the perceived quality of the brand name and the fit between the two product classes.An important strategic issue is the impact of extension on the original brand.
Tuba Gürsoylu
107604134
A Generic Concept of Marketing
Kotler, Philip, Journal of Marketing, Vol. 36, No. 2. (Apr., 1972), pp. 46-54
The aim of this article is to identify the concept of marketing and discuss the debates whether marketing is business oriented or customer focused.
According to Kotler, marketing has gone through different phases with different focus in each phase. Commodity focus is seen as farm products, minerals, manufactured goods, services; an institutional focus has dealt with producers, wholesalers, retailers and agents; a functional focus with emphasis on buying, selling, promoting, transporting, storing, pricing activities, a managerial focus with emphasis on analysis, planning, organization, control aspects and social focus with emphasis on market efficiency, product quality and social impact.
The scope of marketing can be examined in three parts; First part is identified as “consciousness one” by Kotler. “Consciousness one” sees the concept of marketing as a business subject and emphasized on trade; buying and selling activity. However in “consciousness two”, the main element of trade, payment, is not necessary. The aim is targeting consumers, market analysis and planning. With “consciousness two”, marketing evolved from market transactions to organization – client transaction. With “consciousness there”, the transaction is not only limited to customers but organization’s supporters, suppliers, employees, government, general public are all became the target of marketing. This concept introduced with “consciousness three” could be called generic marketing according to Kotler.
To define the criteria for generic marketing, four axioms are identified;
1. Marketing involves two or more social units.
2. At least one of the social units is seeking a specific response from one or more other units concerning some social object.
3. The market's response probability is not fixed.
4. Marketing is the attempt to produce the desired response by creating and offering values to the market.
With this new marketing process, marketing activities are reclassified as target market classification; product classification and marketer classification.
Target market classification differentiates the market activity according to the different “publics”. Public is defined as a “group with potential interest and impact on an organization”. Every organization has up to nine publics. There are three input publics (supporters, employees, suppliers), two output publics (agents, consumers), and four sanctioning publics (government, competitors, special publics, and general public). Marketing activities are directed by these groups since these groups are targets.
A product classification of marketing consists of goods marketing, service marketing, organization marketing, person marketing, place marketing, and idea marketing. The expertise is specified on the product.
Marketer classification focuses on the organization itself. Organizations are classified according to their character; Business organization marketing, political organization marketing, social organization marketing, religious organization marketing, cultural organization marketing, and knowledge organization marketing. Marketers should make market and product analysis and the major planning tasks are identified as product development, pricing, distribution and promotion. In addition to planning tasks, since nature of the organization is critical in this approach organizational task are also identified such as organization design, strategic staffing and motivation.
106604201
The aim of this article is to identify the concept of marketing and discuss the debates whether marketing is business oriented or customer focused.
According to Kotler, marketing has gone through different phases with different focus in each phase. Commodity focus is seen as farm products, minerals, manufactured goods, services; an institutional focus has dealt with producers, wholesalers, retailers and agents; a functional focus with emphasis on buying, selling, promoting, transporting, storing, pricing activities, a managerial focus with emphasis on analysis, planning, organization, control aspects and social focus with emphasis on market efficiency, product quality and social impact.
The scope of marketing can be examined in three parts; First part is identified as “consciousness one” by Kotler. “Consciousness one” sees the concept of marketing as a business subject and emphasized on trade; buying and selling activity. However in “consciousness two”, the main element of trade, payment, is not necessary. The aim is targeting consumers, market analysis and planning. With “consciousness two”, marketing evolved from market transactions to organization – client transaction. With “consciousness there”, the transaction is not only limited to customers but organization’s supporters, suppliers, employees, government, general public are all became the target of marketing. This concept introduced with “consciousness three” could be called generic marketing according to Kotler.
To define the criteria for generic marketing, four axioms are identified;
1. Marketing involves two or more social units.
2. At least one of the social units is seeking a specific response from one or more other units concerning some social object.
3. The market's response probability is not fixed.
4. Marketing is the attempt to produce the desired response by creating and offering values to the market.
With this new marketing process, marketing activities are reclassified as target market classification; product classification and marketer classification.
Target market classification differentiates the market activity according to the different “publics”. Public is defined as a “group with potential interest and impact on an organization”. Every organization has up to nine publics. There are three input publics (supporters, employees, suppliers), two output publics (agents, consumers), and four sanctioning publics (government, competitors, special publics, and general public). Marketing activities are directed by these groups since these groups are targets.
A product classification of marketing consists of goods marketing, service marketing, organization marketing, person marketing, place marketing, and idea marketing. The expertise is specified on the product.
Marketer classification focuses on the organization itself. Organizations are classified according to their character; Business organization marketing, political organization marketing, social organization marketing, religious organization marketing, cultural organization marketing, and knowledge organization marketing. Marketers should make market and product analysis and the major planning tasks are identified as product development, pricing, distribution and promotion. In addition to planning tasks, since nature of the organization is critical in this approach organizational task are also identified such as organization design, strategic staffing and motivation.
106604201
Customer satisfaction and profitability: is there a lagged effect?
Authors: Chiquan Guo a; Anand Kumar b; Pornsit Jiraporn c
Affiliations: a Department of Management, Marketing and International Business, College of Business Administration, The University of Texas-Pan American, Edinburg, TX 78539, USA
b Department of Marketing, College of Business & Administration, Southern Illinois University at Carbondale, IL 62901-4629, USA
c Department of Economics & Finance, College of Business Administration, Texas A&M International University, Laredo, Texas, 78091-1900, USA
DOI: 10.1080/0965254042000262878
Published in: Journal of Strategic Marketing, Volume 12, Issue 3 September 2004 , pages 129 - 144
Although customer satisfaction is one of the fundamental concepts in marketing theory and practices, the direct link between customer satisfaction and a firm’s profitability is still not clear. While most research focuses on how customer satisfaction contributes to the firm’s profitability, financial resources required to implement satisfaction programs are largely ignored in the literature. The purpose of this paper is to investigate the linkage between marketing metrics like customer satisfaction and sales and financial metrics such as profitability and stock prices. This paper takes a conceptual middle ground, proposing that customer satisfaction influences profitability, and at the same time, profitability impacts satisfaction.
As one of the fundamental concepts in marketing, customer satisfaction has been extensively studied. Since it is a behavioral construct, most behavioral researchers have investigated customer satisfaction at the individual consumer level using a transaction-specific perspective. Such a perspective involves consumers’ assessments of their interactions with a firm (or its products and services) on a specific occasion. However, consumers could also make satisfaction judgments based on their overall experience with a firm, which may be based on multiple transactions over a period of time. While investigating the link between customer satisfaction and the firm’s financial metrics, it makes more sense to consider consumers’ satisfaction with a firm that is based on their overall experience and not their satisfaction based on any one transaction
How customer satisfaction affects profitability
There are several models developed in the literature that suggest a link between customer satisfaction and profitability, In each of these models, the specific paths by which satisfaction contributes to the firm’s profitability is likely to be one of the following:
(1) Satisfied customers tend to be loyal and would be willing to buy more (repeated purchases) of the firm’s products at more profitable prices (high prices)
(2) Satisfied customers serve as an advertising medium by positive word of mouth, helping new customer acquisition;
(3) A high level of customer satisfaction requires good quality of products and competent after-sale services, which minimizes resources spent on fixing defective products.
Although the above rationales are intuitively appealing, there is evidence to show that satisfied customers do not always engage in behaviors that are necessary for satisfaction to lead to profitability via the paths suggested in (1) and (2) above . It is interesting to note that only through path (3) is profitability a direct result of customer satisfaction, i.e., without the relationship being mediated by loyalty or word-of-mouth.
In this study, they had intended to explore whether customer satisfaction has an immediate effect or lagged effect or both on profitability. This issue is of great importance and it is largely neglected in the literature.
METHODOLOGY
Data
The data on customer satisfaction used in this study is from the American Customer Satisfaction Index (ACSI) database administered by the University of Michigan School of Business and American Society for Quality Control.
Model estimation
Three separate equations are employed to capture the possible concurrent or lagged dynamics occurring between satisfaction, sales, and profitability
CONCLUSION
Company satisfaction performance in the past period positively affects current return on assets (ROA). Since ROA is the ratio of net income to assets, an increase in ROA means an unevenly larger increase in net income than equity or assets. Thus, a focus on satisfaction curtails short selling but boosts net income, which is the main path linking satisfaction to financial performance. The finding that current satisfaction performance has a negative effect on ROA is not intuitive, and needs to be further examined. It seems that satisfaction programs are costly in the short term, but they have long term strategic implications for firms. They have also found that sales and satisfaction are negatively related providing the leap of faith from the existing belief that market share is negatively related to satisfaction. Furthermore, past satisfaction reduces current sales, another counter intuitive finding that must be explored in the future. The results of event study also confirm that satisfaction has a direct bearing on the firm’s financial well-being. They concluded that marketing variables, at least customer satisfaction, are indeed of critical importance to the firm’s survival, growth, and success.
Comments about the article: Maintaining customer satisfaction is one of the most important topics of CRM, Quality Management etc. But it is not easy to calculate the return on investment of such programs (investments). Prior to such an investment It should be considered that the effect of this investment to profitability will be lagged. Budgeting of these projects should be done very carefully. In addition to that, the way how profitability will be affected should be assessed as well. The indexes similar to ACSI are so important, this information can be merged with other data such as industry specific information, budget etc. And these all these data can be used as a decision support tool prior to investmenst.
Affiliations: a Department of Management, Marketing and International Business, College of Business Administration, The University of Texas-Pan American, Edinburg, TX 78539, USA
b Department of Marketing, College of Business & Administration, Southern Illinois University at Carbondale, IL 62901-4629, USA
c Department of Economics & Finance, College of Business Administration, Texas A&M International University, Laredo, Texas, 78091-1900, USA
DOI: 10.1080/0965254042000262878
Published in: Journal of Strategic Marketing, Volume 12, Issue 3 September 2004 , pages 129 - 144
Although customer satisfaction is one of the fundamental concepts in marketing theory and practices, the direct link between customer satisfaction and a firm’s profitability is still not clear. While most research focuses on how customer satisfaction contributes to the firm’s profitability, financial resources required to implement satisfaction programs are largely ignored in the literature. The purpose of this paper is to investigate the linkage between marketing metrics like customer satisfaction and sales and financial metrics such as profitability and stock prices. This paper takes a conceptual middle ground, proposing that customer satisfaction influences profitability, and at the same time, profitability impacts satisfaction.
As one of the fundamental concepts in marketing, customer satisfaction has been extensively studied. Since it is a behavioral construct, most behavioral researchers have investigated customer satisfaction at the individual consumer level using a transaction-specific perspective. Such a perspective involves consumers’ assessments of their interactions with a firm (or its products and services) on a specific occasion. However, consumers could also make satisfaction judgments based on their overall experience with a firm, which may be based on multiple transactions over a period of time. While investigating the link between customer satisfaction and the firm’s financial metrics, it makes more sense to consider consumers’ satisfaction with a firm that is based on their overall experience and not their satisfaction based on any one transaction
How customer satisfaction affects profitability
There are several models developed in the literature that suggest a link between customer satisfaction and profitability, In each of these models, the specific paths by which satisfaction contributes to the firm’s profitability is likely to be one of the following:
(1) Satisfied customers tend to be loyal and would be willing to buy more (repeated purchases) of the firm’s products at more profitable prices (high prices)
(2) Satisfied customers serve as an advertising medium by positive word of mouth, helping new customer acquisition;
(3) A high level of customer satisfaction requires good quality of products and competent after-sale services, which minimizes resources spent on fixing defective products.
Although the above rationales are intuitively appealing, there is evidence to show that satisfied customers do not always engage in behaviors that are necessary for satisfaction to lead to profitability via the paths suggested in (1) and (2) above . It is interesting to note that only through path (3) is profitability a direct result of customer satisfaction, i.e., without the relationship being mediated by loyalty or word-of-mouth.
In this study, they had intended to explore whether customer satisfaction has an immediate effect or lagged effect or both on profitability. This issue is of great importance and it is largely neglected in the literature.
METHODOLOGY
Data
The data on customer satisfaction used in this study is from the American Customer Satisfaction Index (ACSI) database administered by the University of Michigan School of Business and American Society for Quality Control.
Model estimation
Three separate equations are employed to capture the possible concurrent or lagged dynamics occurring between satisfaction, sales, and profitability
CONCLUSION
Company satisfaction performance in the past period positively affects current return on assets (ROA). Since ROA is the ratio of net income to assets, an increase in ROA means an unevenly larger increase in net income than equity or assets. Thus, a focus on satisfaction curtails short selling but boosts net income, which is the main path linking satisfaction to financial performance. The finding that current satisfaction performance has a negative effect on ROA is not intuitive, and needs to be further examined. It seems that satisfaction programs are costly in the short term, but they have long term strategic implications for firms. They have also found that sales and satisfaction are negatively related providing the leap of faith from the existing belief that market share is negatively related to satisfaction. Furthermore, past satisfaction reduces current sales, another counter intuitive finding that must be explored in the future. The results of event study also confirm that satisfaction has a direct bearing on the firm’s financial well-being. They concluded that marketing variables, at least customer satisfaction, are indeed of critical importance to the firm’s survival, growth, and success.
Comments about the article: Maintaining customer satisfaction is one of the most important topics of CRM, Quality Management etc. But it is not easy to calculate the return on investment of such programs (investments). Prior to such an investment It should be considered that the effect of this investment to profitability will be lagged. Budgeting of these projects should be done very carefully. In addition to that, the way how profitability will be affected should be assessed as well. The indexes similar to ACSI are so important, this information can be merged with other data such as industry specific information, budget etc. And these all these data can be used as a decision support tool prior to investmenst.
THE 22 IMMUTABLE LAWS OF BRANDING By Ries, Al & Ries, Laura
With the 22 laws of branding Ries and Ries recommends managers, entrepreneurs ways of building brands by showing the common mistakes done by various brands and good examples of how to build a brand.
1. The Law of Expansion: As the scope of the brand expanses, the power of that brand will diminish. Expansion may create higher sales in the short run however sales is not a way to measure the power of a brand. Sales are one of the ways that shows the strength or weakness of the brand in the competition.
2. The Law of Contraction: Narrowing the focus of the brand increases the force of the brand. The brand should be to the point and concentrated in order to sustain its power in the long term. It is good to become a specialist rather than being a generalist.
3. The Law of Publicity: Publicity is more effective than advertising. Actually the brands are born not made. For a new brand to be born, it should generate publicity. The best way to generate publicity is being first most of the times.
4. The Law of Advertising: Once the brand is born with publicity, advertising comes into the picture to keep it alive. Advertising is crucial to maintain the power once it is gained. Many brands goes through two phases: Phase I: Introduction of new category, it is crucial to gain publicity; Phase II: Rise of the company that pioneered the new category. The strategy transforms from publicity to advertising as the brand evolves from phase I to phase II.
5. The Law of the Word: “What comes to mind when you think about owning a Mercedes Benz?” Most people identify the word prestige with Mercedes Benz. A brand is associated with one word in the minds of consumers. It is critical to own a word which is free when building a brand
6. The Law of Credentials: Focusing on brand’s claim of authenticity rather than its benefits is critical. Customers do not believe in product claims such as healthy etc. The most direct way to establish credentials is to focus on leadership of the brand.
7. The Law of Quality: The perception of quality is shaped the customers’ mind. Quality must be available as much as affordable in any brand image however quality is not the only indicator.
8. The Law of Category: “The leading brand should promote the category, not the brand” It could be easier just to promote the brand not the category but promoting both is the most effective strategy. Categories take more attention than the brand by consumers and the brand being a leader or first mover in the category, you should not forget about marketing the category.
9. The Law of Name: In the short term, unique idea, concept and being first in a new category and an identifying word is critical for a brand however in the long run your name distinguishes the product from the competitors.
10. The Law of Extensions: Putting same name to all products is the worst thing to do. Since the core brand is successful, the name of the core brand is used for each new product. In the end of the day, the core brand name may be destroyed and some big opportunities could be lost.
11. The Law of Fellowship: The dominant brand in the market should welcome the competitors since the competition increases more consciousness in the category, resulting in higher consumption for that category.
12. The Law of Generic: It is hard for a generic brand to break into the minds of the consumers and create differentiation. Since majority of brand communication is done verbally, it is critical to be able to differentiate the brand verbally most probably with its name.
13. The Law of Company: The brand name should never be mixed with company name. Brands are important for the consumers and it should be the focus of attention and most preferably company names should not be used together with the brand name.
14. The Law of Subbrands: Subbranding tries to push the core brand to other directions which the brand does not belong actually.
15. The Law of Siblings: The key to product family approach is to create new brands for each family member. A unique brand with unique identity. Six recommendations for creating a sibling friend are as follows; focus on common product area; select a single attribute to segment such as price or age or sex; set distinctions among products, no overlaps; create different, not similar brand names; new sibling brand is established only when a new category is introduced; keep control of the sibling family in order to keep the powerful brands.
16. The Law of Shape: The ideal shape for a logotype is horizontal and two an done fourth units wide an done unit high. The most crucial thing is it should fit both eyes. Legibility is also critical. It is the name that carries the brands’ power not the logo.
17. The Law of Color: “A brand should use a color opposite to its major competitor’s” It is best to select from the main colors palette. Colors are not equal according to people, because of the physical reasons. Colors on red spectrum are focused behind the retina, it creates the image that it moves toward you and colors on blue spectrum are focused behind the retina so it creates the effect that they move towards from you. Also moods that the colors are associated with are critical when choosing the right color for you brand. White is the color of purity, black is the color of luxury, blue is the color of leadership, and purple is the color of loyalty, green is the color of loyalty.
18. The Law of Borders: Expanding to new categories is not the only way to grow. Creating a global brand with narrow focus is also a way of growing. In order to be a global brand; you need to be first in the country and the product should fit to the perception of its country of origin. There is a general perception that watched from Switzerland are valuable so a Swiss watch
Brand could be a global brand since it satisfies the second rule.
19. The Law of Consistency: It takes years for a brand to be built properly and consistency of the product over these years is crucial for brands’ success. “Markets may change but the brands should not”.
20. The Law of Change: There are always exceptions in rules, brands may be changed under these 3 circumstances: “Your brand is weak or nonexistent in mind”; “You want to move the price of the brand down”; “Your brand is in a slow-moving field and the change is going to take place over an extended period of time”.
21. The Law of Mortality: It is wise to admit that the brands also have a life, they born, they grow and they must die. So we should let the brands die at some point.
22. The Law of Singularity: The brand should not lose its singularity. A brand could be identified only with one thing such as; safe car: Volvo, expensive Swiss watch: Rolex. The successful brands are identified with single thing.
In my opinion, main ideas that the book gives to the readers is building a brand has both a marketing and corporate perspective. The corporate strategies dominant in determining the duration of the brand. Authors discuss that expansion, contraction; sibling brands and category are the crucial laws that may lead the brand to lose power. These laws are affected by the companies’ corporate strategy rather than the marketing strategy. Only a top down strategy will not be sufficient, in order to build a sustainable successful brand a company should adopt a bottom up strategy.
106604201
1. The Law of Expansion: As the scope of the brand expanses, the power of that brand will diminish. Expansion may create higher sales in the short run however sales is not a way to measure the power of a brand. Sales are one of the ways that shows the strength or weakness of the brand in the competition.
2. The Law of Contraction: Narrowing the focus of the brand increases the force of the brand. The brand should be to the point and concentrated in order to sustain its power in the long term. It is good to become a specialist rather than being a generalist.
3. The Law of Publicity: Publicity is more effective than advertising. Actually the brands are born not made. For a new brand to be born, it should generate publicity. The best way to generate publicity is being first most of the times.
4. The Law of Advertising: Once the brand is born with publicity, advertising comes into the picture to keep it alive. Advertising is crucial to maintain the power once it is gained. Many brands goes through two phases: Phase I: Introduction of new category, it is crucial to gain publicity; Phase II: Rise of the company that pioneered the new category. The strategy transforms from publicity to advertising as the brand evolves from phase I to phase II.
5. The Law of the Word: “What comes to mind when you think about owning a Mercedes Benz?” Most people identify the word prestige with Mercedes Benz. A brand is associated with one word in the minds of consumers. It is critical to own a word which is free when building a brand
6. The Law of Credentials: Focusing on brand’s claim of authenticity rather than its benefits is critical. Customers do not believe in product claims such as healthy etc. The most direct way to establish credentials is to focus on leadership of the brand.
7. The Law of Quality: The perception of quality is shaped the customers’ mind. Quality must be available as much as affordable in any brand image however quality is not the only indicator.
8. The Law of Category: “The leading brand should promote the category, not the brand” It could be easier just to promote the brand not the category but promoting both is the most effective strategy. Categories take more attention than the brand by consumers and the brand being a leader or first mover in the category, you should not forget about marketing the category.
9. The Law of Name: In the short term, unique idea, concept and being first in a new category and an identifying word is critical for a brand however in the long run your name distinguishes the product from the competitors.
10. The Law of Extensions: Putting same name to all products is the worst thing to do. Since the core brand is successful, the name of the core brand is used for each new product. In the end of the day, the core brand name may be destroyed and some big opportunities could be lost.
11. The Law of Fellowship: The dominant brand in the market should welcome the competitors since the competition increases more consciousness in the category, resulting in higher consumption for that category.
12. The Law of Generic: It is hard for a generic brand to break into the minds of the consumers and create differentiation. Since majority of brand communication is done verbally, it is critical to be able to differentiate the brand verbally most probably with its name.
13. The Law of Company: The brand name should never be mixed with company name. Brands are important for the consumers and it should be the focus of attention and most preferably company names should not be used together with the brand name.
14. The Law of Subbrands: Subbranding tries to push the core brand to other directions which the brand does not belong actually.
15. The Law of Siblings: The key to product family approach is to create new brands for each family member. A unique brand with unique identity. Six recommendations for creating a sibling friend are as follows; focus on common product area; select a single attribute to segment such as price or age or sex; set distinctions among products, no overlaps; create different, not similar brand names; new sibling brand is established only when a new category is introduced; keep control of the sibling family in order to keep the powerful brands.
16. The Law of Shape: The ideal shape for a logotype is horizontal and two an done fourth units wide an done unit high. The most crucial thing is it should fit both eyes. Legibility is also critical. It is the name that carries the brands’ power not the logo.
17. The Law of Color: “A brand should use a color opposite to its major competitor’s” It is best to select from the main colors palette. Colors are not equal according to people, because of the physical reasons. Colors on red spectrum are focused behind the retina, it creates the image that it moves toward you and colors on blue spectrum are focused behind the retina so it creates the effect that they move towards from you. Also moods that the colors are associated with are critical when choosing the right color for you brand. White is the color of purity, black is the color of luxury, blue is the color of leadership, and purple is the color of loyalty, green is the color of loyalty.
18. The Law of Borders: Expanding to new categories is not the only way to grow. Creating a global brand with narrow focus is also a way of growing. In order to be a global brand; you need to be first in the country and the product should fit to the perception of its country of origin. There is a general perception that watched from Switzerland are valuable so a Swiss watch
Brand could be a global brand since it satisfies the second rule.
19. The Law of Consistency: It takes years for a brand to be built properly and consistency of the product over these years is crucial for brands’ success. “Markets may change but the brands should not”.
20. The Law of Change: There are always exceptions in rules, brands may be changed under these 3 circumstances: “Your brand is weak or nonexistent in mind”; “You want to move the price of the brand down”; “Your brand is in a slow-moving field and the change is going to take place over an extended period of time”.
21. The Law of Mortality: It is wise to admit that the brands also have a life, they born, they grow and they must die. So we should let the brands die at some point.
22. The Law of Singularity: The brand should not lose its singularity. A brand could be identified only with one thing such as; safe car: Volvo, expensive Swiss watch: Rolex. The successful brands are identified with single thing.
In my opinion, main ideas that the book gives to the readers is building a brand has both a marketing and corporate perspective. The corporate strategies dominant in determining the duration of the brand. Authors discuss that expansion, contraction; sibling brands and category are the crucial laws that may lead the brand to lose power. These laws are affected by the companies’ corporate strategy rather than the marketing strategy. Only a top down strategy will not be sufficient, in order to build a sustainable successful brand a company should adopt a bottom up strategy.
106604201
Corporate Marketing
John M.T. Balmer
Stephen A. Greyser
European Journal of Marketing, Vol. 40 No. 7/8, 2006
The "Corporate Marketing" article gives a perspective by looking past and future of marketing in terms of corporate identity, branding, communications and reputation. Also this article introduces the 6Cs of corporate marketing.
A production orientation, a sales focus, marketing orientation and relationship marketing orientation are stated before with their key questions:
• Production and manufacturing orientation: "Can we make it?"
• Sales orientation: "Can we sell what we can make?"
• Marketing orientation: “Can we determine what consumers want that we make and sell profitably with in our zones of skills?”
• Relationship marketing orientation: “Can we generate continuing business via consumer satisfaction with that and how we make, sell, and service?”
To us corporate-level marketing represents a further stage of development, that of corporate-level marketing orientation: “Can we, as an institution, have meaningful, positive and profitable bilateral on-going relationships with customers and other stakeholder groups and communities?”. It’s main concern is present and prospective relationships between multiple stakeholders groups and networks. Corporate marketing is more of a philosophy rather than a function. In essence, the philosophy of corporate-level marketing should permeate how people in the organization think and behave on its behalf. It focuses value creation as well as profit orientation.
Six elements of corporate marketing are: character, culture, communication, conceptualism, constituencies, and covenant.
Character (corporate identity) “what we indubitably are” : Characteristic factors in their totality, make one entity distinct from another. These include key tangible and intangible assets of the organization as well as organizational activities, markets served, corporate ownership and structure, organizational type, corporate philosophy and corporate history.
Culture (organizational identity) “what we feel we are” : This refers to the collective feeling of employees as to what they feel they are in the setting of the entity. These beliefs are derived from the values, beliefs and assumptions about the organization and its historical roots and heritage. Culture is important since it provides the context in which staff engages with each other and with other groups as customers in other words employees are the front line of the organization.
Communication (corporate communication) “what we say we are” : Corporate communications relates to the various outbound communications channels deployed by organizations to communicate with customers and other constituencies.
Conceptualism (Corporate reputation) “what we are seen to be” : This refers to perceptions held of the corporate brand by customers other key stakeholder groups. The latent perception of the organization held by the above will affect their view of and their behavior towards the organization.
Constituencies (Marketing and Stakeholder management) “whom we seek to serve” : Corporate marketing recognizes takes that many customers also belong to one or indeed many organizational constituencies or stakeholder groups and also comes with a realization that the success of an organization is dependent on meeting the wants and needs of such groups.
Covenant (Corporate Brand management) “What is promised and expected” : A corporate brand is underpinned by an informal contract that are expects from customers and stakeholders.
In terms of management, corporate marketing is a boardroom and CEO concern, responsibility for corporate marketing should be institution wide and should not be assigned to a particular department or directorate. In short, all staff are corporate marketers.
www.emeraldinsight.com/0309-0566.htm
Faruk Mert Alcı
107604123
Stephen A. Greyser
European Journal of Marketing, Vol. 40 No. 7/8, 2006
The "Corporate Marketing" article gives a perspective by looking past and future of marketing in terms of corporate identity, branding, communications and reputation. Also this article introduces the 6Cs of corporate marketing.
A production orientation, a sales focus, marketing orientation and relationship marketing orientation are stated before with their key questions:
• Production and manufacturing orientation: "Can we make it?"
• Sales orientation: "Can we sell what we can make?"
• Marketing orientation: “Can we determine what consumers want that we make and sell profitably with in our zones of skills?”
• Relationship marketing orientation: “Can we generate continuing business via consumer satisfaction with that and how we make, sell, and service?”
To us corporate-level marketing represents a further stage of development, that of corporate-level marketing orientation: “Can we, as an institution, have meaningful, positive and profitable bilateral on-going relationships with customers and other stakeholder groups and communities?”. It’s main concern is present and prospective relationships between multiple stakeholders groups and networks. Corporate marketing is more of a philosophy rather than a function. In essence, the philosophy of corporate-level marketing should permeate how people in the organization think and behave on its behalf. It focuses value creation as well as profit orientation.
Six elements of corporate marketing are: character, culture, communication, conceptualism, constituencies, and covenant.
Character (corporate identity) “what we indubitably are” : Characteristic factors in their totality, make one entity distinct from another. These include key tangible and intangible assets of the organization as well as organizational activities, markets served, corporate ownership and structure, organizational type, corporate philosophy and corporate history.
Culture (organizational identity) “what we feel we are” : This refers to the collective feeling of employees as to what they feel they are in the setting of the entity. These beliefs are derived from the values, beliefs and assumptions about the organization and its historical roots and heritage. Culture is important since it provides the context in which staff engages with each other and with other groups as customers in other words employees are the front line of the organization.
Communication (corporate communication) “what we say we are” : Corporate communications relates to the various outbound communications channels deployed by organizations to communicate with customers and other constituencies.
Conceptualism (Corporate reputation) “what we are seen to be” : This refers to perceptions held of the corporate brand by customers other key stakeholder groups. The latent perception of the organization held by the above will affect their view of and their behavior towards the organization.
Constituencies (Marketing and Stakeholder management) “whom we seek to serve” : Corporate marketing recognizes takes that many customers also belong to one or indeed many organizational constituencies or stakeholder groups and also comes with a realization that the success of an organization is dependent on meeting the wants and needs of such groups.
Covenant (Corporate Brand management) “What is promised and expected” : A corporate brand is underpinned by an informal contract that are expects from customers and stakeholders.
In terms of management, corporate marketing is a boardroom and CEO concern, responsibility for corporate marketing should be institution wide and should not be assigned to a particular department or directorate. In short, all staff are corporate marketers.
www.emeraldinsight.com/0309-0566.htm
Faruk Mert Alcı
107604123
Produce MArketting and Retail Buying Practices
Paul M. Patterson and Tİmothy J. Richards
Review of Agricultural Economics - Volume 22, Number 1 - Pages 160-171
Summury:
As the growers and shippers of fresh fruits and vegetables claim, retail produce buyers are beginning to use some business practices including slotting fees, pay-to-stay, promotional allowances, lease-back agreements, failure fees etc.. which threatens them. Retailers use these methods to raise both economic and legal issues. AT the stake is the economic viability of small shippers who play by the rules, and the ability of US consumers to obtain the best quality produce at the lowest possible price.
In this paper, it is reviewed the potential impact of these business practices on stake-holders in the US fruit and vegetable marketing system. Particular attention is given to the relationship between produce shippers or suppliers and retail buyers.
Allowances: Payments for Services Rendered, or Extortion?
Retailers support slotting fees and argue that such payments are consistent because every year producers bring thousands of new, largely untested products to a highly competitive, risky environment.
It is very likely of the new product to fail. In 1997, 95% of 28.000 new products didn’t meet sales targets. Retailers were the ones to shoulder the costs and aggregating over all products in a store, and all stores in a chain, these costs can be significant.
Retailers also incur costs in screening which lead new products to enter the market. The ones who agree to pay slotting fees are the ones who trust their goods most and at least giving a guarantee for their goods. (Otherwise they wouldn’t accept such payment). That reduces screening costs and allowances become an efficient way to allocate new products.
These allowances not only help to decide which products make it to store shelves, but also the number of products. Consumers want to find a variety of products at each store. Storing these products increase the costs for retailers. As a result, there is some equilibrium price between consumers’ willingness to pay and both suppliers’ cost that equates the supply and demand of new products. In a competitive retail industry, this price will be an efficient market outcome.
Because people are constrained in the amount of calories they can consume, new food products do not increase the total demand immediately. New products should take the place of old products in order to meet targets since shelf space is an increasingly scarce resource. So retailers and many economists also offer a compelling argument that allowances simply allocate the economic surplus, or “rents” due to any asset or resource that is fixed in supply. By offering a wide variety of products, convenient locations, good hours, a clean store, and helpful staff, a successful supermarket’s shelves will add considerable value to a product.
Slotting fees may be seen as the result of competitive bargaining between retailers and suppliers. The problem arises when this bargaining is not truly competitive, or if the result of the agreement itself helps to destroy the competitiveness of future agreements.
Anti-Competitive Arguments
The anti-competitive arguments are gathered into 2 groups. The first one is the consumer and supplier groups who see these practices resulting from a retail-grocery cartel, and the second one is the rival suppliers who view the allowances as a monopolization of certain markets by sellers. By demanding payments from supplies, retailers are creating anti-competitive practices among suppliers. There are many ways in which these practices can be interpreted as anti-competitive.
First; shipper who are particularly small, independent ones, argue that these payments create barriers to entering a product market, thereby creating a monopoly power for larger sellers. This is reasonable because many fees are levied on a per-store basis, so accessing to a major chain market can be well expensive.
A second, more important case can be made for the anti-competitive effects of allowances between suppliers. One supplier can prevent another one to enter the market which at the end harms not only rival suppliers, but also consumers as well through higher prices and, perhaps, fewer new products.
Third, allowances may decrease the rate of innovation which is most damaging to consumer’s interests. If suppliers must pay to introduce new products, allowances become another cost of development that must be covered by suppliers. Unless they can, that will lead fewer new products in the market for consumers to choose.
The fourth anti-competitive effect, therefore, is the retailer-cartel argument. Thanx to the allowances, the average net margin went to 3.1% from 1.8% in 1998, so without allowances, supermarkets, on average, would have lost 1.3% on sales. New products continually prove their worth relative to other new products. At the same time the proliferation of new products gives retailers the ability to be more selective in deciding what products make it to their shelves.
Suppliers often claim that they pay different fees to different retailers. This is a form of price discrimination. By price discriminating, retailers are able to extract the maximum possible profit from all of their suppliers.
While many of the arguments retailers use in support of their use of allowances may have some validity for traditional grocery products, the fresh produce market is fundamentally different. Because of the absence of brand power, and the fact that most shippers are small in relation to industry, they do not have the power to set prices as most grocery manufacturers do.
There are 2 strategies to fight against slotting fees. One somewhat obvious solution to the problem is for suppliers refuse to pay them. While collectively this may be an optimal solution, it is not a stable equilibrium, as it throws the suppliers into the classic prisoner’s dilemma game. Second, some form of enforcement but it is also difficult. Another strategy to fight is to increase consumer advertising and promotional efforts. But if the producer is small, due to lack of brand power in the produce sector makes this strategy useless.
Review of Existing Legislation
The laws that are mostly likely to be applied in any legal challenge on slotting allowances will depend on the identity of the plaintiffs and defendants. It is possible that growers and shippers could question the actions of competing, larger shippers under existing antitrust legislation but such a case is the least likely to occur under existing rules.
A grower or shipper intent on challenging the legality of slotting allowances demanded by a retailer would most likely pursue his case through the statutory authority provided by the Robinson-Patman Act, which is broadly intended to arrest the discriminatory pricing practices of buyers and sellers.
Although a shipper would risk loosing a potential buyer, he or she could also challenge a retailer’s demand for slotting allowances under Perishable Agricultural Commodities Pact (PACA). Any handler who buys and sells more than 2.000 pounds of fruits or vegetables is required to be licensed under PACA, including wholesale and retail buyer. Violators of PACA regulations may be required to pay damages to the injured party and may face debarment and other penalties.
An alternative and more likely line of legal action buy a shipper, in particular a small shipper, would be directed toward other, large shippers. These actions could be supported by applications of various arguments under either Sherman Act or the Robinson-Patman Act.
One, the plaintiff would claim that the slotting allowances offered by a competitor blocks his or her access to an “essential facility”.
Two, the plaintiff could argue the promotional allowances are a form of predatory promotion which are illegal in Sherman Act.
Finally a shipper could challenge the actions of a large shipper basing on the Robinson-Patman Act that promotional discrimination is per se illegal.
While shippers could challenge the actions of their competitors or retailers, these actions are costly, they generally have a low probability of success, and may even be politically untenable. For these reasons, some suggest that the most prudent complaint would be the FTC since FTC is expected to prevent “unfair methods of competition.”
Changes in Retail Industry: Will the Problem Solve Itself?
In particular, three trends may render current retail practices obsolete: the increased market share of supercenters, the adoption of efficient consumer response (ECR), and the emergence of retail contracting. Although each of these dev elopement is likely to show its own influence on retail practices, they are not independent of each other.
As the number of supercenters increases, the competence will increase that growers or shippers will be much satisfied.
ECR is a retail paradigm that includes efficient promotion, efficient assortment, efficient product information and efficient replenishment. Detailed knowledge on consumers’ buying behavior will let supermarkets determine which products are selling, how much to order and what price to set.
Finally, contracting between retailers and suppliers in on the rise. With the contracts both supplier and retailer will have a certainty over the amount of profit they are likely to make. Contracts are designed to promote successful long-term relationship between retailers and suppliers.
These trends have some disadvantages too. ECR methods require a significant investment. Also contracting may disadvantageous for smaller suppliers which can not compete with the larger ones.
Tardu Çetin - 107604054
Paul M. Patterson and Tİmothy J. Richards
Review of Agricultural Economics - Volume 22, Number 1 - Pages 160-171
Summury:
As the growers and shippers of fresh fruits and vegetables claim, retail produce buyers are beginning to use some business practices including slotting fees, pay-to-stay, promotional allowances, lease-back agreements, failure fees etc.. which threatens them. Retailers use these methods to raise both economic and legal issues. AT the stake is the economic viability of small shippers who play by the rules, and the ability of US consumers to obtain the best quality produce at the lowest possible price.
In this paper, it is reviewed the potential impact of these business practices on stake-holders in the US fruit and vegetable marketing system. Particular attention is given to the relationship between produce shippers or suppliers and retail buyers.
Allowances: Payments for Services Rendered, or Extortion?
Retailers support slotting fees and argue that such payments are consistent because every year producers bring thousands of new, largely untested products to a highly competitive, risky environment.
It is very likely of the new product to fail. In 1997, 95% of 28.000 new products didn’t meet sales targets. Retailers were the ones to shoulder the costs and aggregating over all products in a store, and all stores in a chain, these costs can be significant.
Retailers also incur costs in screening which lead new products to enter the market. The ones who agree to pay slotting fees are the ones who trust their goods most and at least giving a guarantee for their goods. (Otherwise they wouldn’t accept such payment). That reduces screening costs and allowances become an efficient way to allocate new products.
These allowances not only help to decide which products make it to store shelves, but also the number of products. Consumers want to find a variety of products at each store. Storing these products increase the costs for retailers. As a result, there is some equilibrium price between consumers’ willingness to pay and both suppliers’ cost that equates the supply and demand of new products. In a competitive retail industry, this price will be an efficient market outcome.
Because people are constrained in the amount of calories they can consume, new food products do not increase the total demand immediately. New products should take the place of old products in order to meet targets since shelf space is an increasingly scarce resource. So retailers and many economists also offer a compelling argument that allowances simply allocate the economic surplus, or “rents” due to any asset or resource that is fixed in supply. By offering a wide variety of products, convenient locations, good hours, a clean store, and helpful staff, a successful supermarket’s shelves will add considerable value to a product.
Slotting fees may be seen as the result of competitive bargaining between retailers and suppliers. The problem arises when this bargaining is not truly competitive, or if the result of the agreement itself helps to destroy the competitiveness of future agreements.
Anti-Competitive Arguments
The anti-competitive arguments are gathered into 2 groups. The first one is the consumer and supplier groups who see these practices resulting from a retail-grocery cartel, and the second one is the rival suppliers who view the allowances as a monopolization of certain markets by sellers. By demanding payments from supplies, retailers are creating anti-competitive practices among suppliers. There are many ways in which these practices can be interpreted as anti-competitive.
First; shipper who are particularly small, independent ones, argue that these payments create barriers to entering a product market, thereby creating a monopoly power for larger sellers. This is reasonable because many fees are levied on a per-store basis, so accessing to a major chain market can be well expensive.
A second, more important case can be made for the anti-competitive effects of allowances between suppliers. One supplier can prevent another one to enter the market which at the end harms not only rival suppliers, but also consumers as well through higher prices and, perhaps, fewer new products.
Third, allowances may decrease the rate of innovation which is most damaging to consumer’s interests. If suppliers must pay to introduce new products, allowances become another cost of development that must be covered by suppliers. Unless they can, that will lead fewer new products in the market for consumers to choose.
The fourth anti-competitive effect, therefore, is the retailer-cartel argument. Thanx to the allowances, the average net margin went to 3.1% from 1.8% in 1998, so without allowances, supermarkets, on average, would have lost 1.3% on sales. New products continually prove their worth relative to other new products. At the same time the proliferation of new products gives retailers the ability to be more selective in deciding what products make it to their shelves.
Suppliers often claim that they pay different fees to different retailers. This is a form of price discrimination. By price discriminating, retailers are able to extract the maximum possible profit from all of their suppliers.
While many of the arguments retailers use in support of their use of allowances may have some validity for traditional grocery products, the fresh produce market is fundamentally different. Because of the absence of brand power, and the fact that most shippers are small in relation to industry, they do not have the power to set prices as most grocery manufacturers do.
There are 2 strategies to fight against slotting fees. One somewhat obvious solution to the problem is for suppliers refuse to pay them. While collectively this may be an optimal solution, it is not a stable equilibrium, as it throws the suppliers into the classic prisoner’s dilemma game. Second, some form of enforcement but it is also difficult. Another strategy to fight is to increase consumer advertising and promotional efforts. But if the producer is small, due to lack of brand power in the produce sector makes this strategy useless.
Review of Existing Legislation
The laws that are mostly likely to be applied in any legal challenge on slotting allowances will depend on the identity of the plaintiffs and defendants. It is possible that growers and shippers could question the actions of competing, larger shippers under existing antitrust legislation but such a case is the least likely to occur under existing rules.
A grower or shipper intent on challenging the legality of slotting allowances demanded by a retailer would most likely pursue his case through the statutory authority provided by the Robinson-Patman Act, which is broadly intended to arrest the discriminatory pricing practices of buyers and sellers.
Although a shipper would risk loosing a potential buyer, he or she could also challenge a retailer’s demand for slotting allowances under Perishable Agricultural Commodities Pact (PACA). Any handler who buys and sells more than 2.000 pounds of fruits or vegetables is required to be licensed under PACA, including wholesale and retail buyer. Violators of PACA regulations may be required to pay damages to the injured party and may face debarment and other penalties.
An alternative and more likely line of legal action buy a shipper, in particular a small shipper, would be directed toward other, large shippers. These actions could be supported by applications of various arguments under either Sherman Act or the Robinson-Patman Act.
One, the plaintiff would claim that the slotting allowances offered by a competitor blocks his or her access to an “essential facility”.
Two, the plaintiff could argue the promotional allowances are a form of predatory promotion which are illegal in Sherman Act.
Finally a shipper could challenge the actions of a large shipper basing on the Robinson-Patman Act that promotional discrimination is per se illegal.
While shippers could challenge the actions of their competitors or retailers, these actions are costly, they generally have a low probability of success, and may even be politically untenable. For these reasons, some suggest that the most prudent complaint would be the FTC since FTC is expected to prevent “unfair methods of competition.”
Changes in Retail Industry: Will the Problem Solve Itself?
In particular, three trends may render current retail practices obsolete: the increased market share of supercenters, the adoption of efficient consumer response (ECR), and the emergence of retail contracting. Although each of these dev elopement is likely to show its own influence on retail practices, they are not independent of each other.
As the number of supercenters increases, the competence will increase that growers or shippers will be much satisfied.
ECR is a retail paradigm that includes efficient promotion, efficient assortment, efficient product information and efficient replenishment. Detailed knowledge on consumers’ buying behavior will let supermarkets determine which products are selling, how much to order and what price to set.
Finally, contracting between retailers and suppliers in on the rise. With the contracts both supplier and retailer will have a certainty over the amount of profit they are likely to make. Contracts are designed to promote successful long-term relationship between retailers and suppliers.
These trends have some disadvantages too. ECR methods require a significant investment. Also contracting may disadvantageous for smaller suppliers which can not compete with the larger ones.
Tardu Çetin - 107604054
An investigation into whether complaining can cause increased consumer satisfaction
Prashanth U.Nyer
Journal Of Consumer Marketing, Vol.17, No.1 2000
Even though in general people think in the opposite way, consumer complaints are very useful and important for customer-initiated markets, especially for the sectors giving direct service to customers. Consumer complaints provide the related information to the marketers to identify the sources causing dissatisfaction to customers and give them the opportunity to take appropriate responses about the complaints, thus making the customers less dissatisfied in the future and preventing them fro m switching. This can be interpreted as the indirect benefit of complaining.
There are also direct benefits of complaining. By complaining, dissatified consumers can vent the negative emotions and reduce dissonance, thus feeling better about the source of dissatisfaction after they express their dissatisfaction. It is mostly the desire to vent frustration and to obtain emotional release for complaining. But in short-term, vending may cause increase in negative emotions,which dissipates after a few days.
Nyer studied in this article whether consumer complainings by themselves cause increased satisfaction allowing dissatified consumers a chance to vent their anger and frustration.
To measure the satisfaction and product evaluation, 772 trial members(subjects) of a newly opened fitness center who responded to the offer of a free one-day trial membership were given at the end of the one-day trial a questionnaire to complete, which included the measures of satisfaction,product evaluation and also the manipulation of complaining. Subjects were randomly assigned to one of two groups (complaning and non-complaning). The last item in the questionnaire for the former group was a request for any complaints that the trial member may have regarding the experience at the fitness center. Subjects in the latter group were provided with a filler task. Depending on their initial satisfaction with the fitness center, subjects were assigned to three groups;
- low initial satisfaction
- moderate initial satisfaction
- high initial satisfaction
To see the beneficial effects of complaining on satisfaction, the trial members were called after one-week from the time of complaining, so that the short-term increase in dissatisfaction would be dissipated. Referring to the data obtained and analysis of the data in this measurement, it is found and interpreted as;
- Dissatisfied consumers who complain experience greater increase in satisfaction and product evaluation when compared to the dissatisfied consumers who do not complain, after a period of one-week.
- Initially low satisfied complaining consumers have the greatest complaining induced increases in satisfaction and product evaluation.
- The complaining induced increases in satisfaction and product evaluation are influenced by the intensity of complaining.
- Consumers who are encouraged to complain are more likely to engage in
purchasing power than those who are not explicitly asked to express their feelings and opinions.
Regarding to the above findings and summing up, encouraging dissatisfied consumers to express their feeling and opinions may cause increased level of satisfaction and product evaluation. This increase is seen obviously in most dissatisfied complaining customers and to a lesser increase for customers who are moderately dissatisfied. The intensity of complaning influences the increase in satisfaction and product evalution in a positive manner. The more the intensely a customer complains, the greater the increases in satisfaction and product evaluation. Complaining also has an effect on purchasing behaviour of customers, which leads them to purchase more than the less complaining customers.
Sevgi Şener - 107604153
Journal Of Consumer Marketing, Vol.17, No.1 2000
Even though in general people think in the opposite way, consumer complaints are very useful and important for customer-initiated markets, especially for the sectors giving direct service to customers. Consumer complaints provide the related information to the marketers to identify the sources causing dissatisfaction to customers and give them the opportunity to take appropriate responses about the complaints, thus making the customers less dissatisfied in the future and preventing them fro m switching. This can be interpreted as the indirect benefit of complaining.
There are also direct benefits of complaining. By complaining, dissatified consumers can vent the negative emotions and reduce dissonance, thus feeling better about the source of dissatisfaction after they express their dissatisfaction. It is mostly the desire to vent frustration and to obtain emotional release for complaining. But in short-term, vending may cause increase in negative emotions,which dissipates after a few days.
Nyer studied in this article whether consumer complainings by themselves cause increased satisfaction allowing dissatified consumers a chance to vent their anger and frustration.
To measure the satisfaction and product evaluation, 772 trial members(subjects) of a newly opened fitness center who responded to the offer of a free one-day trial membership were given at the end of the one-day trial a questionnaire to complete, which included the measures of satisfaction,product evaluation and also the manipulation of complaining. Subjects were randomly assigned to one of two groups (complaning and non-complaning). The last item in the questionnaire for the former group was a request for any complaints that the trial member may have regarding the experience at the fitness center. Subjects in the latter group were provided with a filler task. Depending on their initial satisfaction with the fitness center, subjects were assigned to three groups;
- low initial satisfaction
- moderate initial satisfaction
- high initial satisfaction
To see the beneficial effects of complaining on satisfaction, the trial members were called after one-week from the time of complaining, so that the short-term increase in dissatisfaction would be dissipated. Referring to the data obtained and analysis of the data in this measurement, it is found and interpreted as;
- Dissatisfied consumers who complain experience greater increase in satisfaction and product evaluation when compared to the dissatisfied consumers who do not complain, after a period of one-week.
- Initially low satisfied complaining consumers have the greatest complaining induced increases in satisfaction and product evaluation.
- The complaining induced increases in satisfaction and product evaluation are influenced by the intensity of complaining.
- Consumers who are encouraged to complain are more likely to engage in
purchasing power than those who are not explicitly asked to express their feelings and opinions.
Regarding to the above findings and summing up, encouraging dissatisfied consumers to express their feeling and opinions may cause increased level of satisfaction and product evaluation. This increase is seen obviously in most dissatisfied complaining customers and to a lesser increase for customers who are moderately dissatisfied. The intensity of complaning influences the increase in satisfaction and product evalution in a positive manner. The more the intensely a customer complains, the greater the increases in satisfaction and product evaluation. Complaining also has an effect on purchasing behaviour of customers, which leads them to purchase more than the less complaining customers.
Sevgi Şener - 107604153
Efe Rakı masaüstünüzde dansöz oynatıyor
Rakı dünyasına getirdiği ilklerle adından sıkça söz ettiren Efe Alkollü İçecekler, yine ilginç bir projeyle rakıseverleri keyiflendirmeye devam ediyor.
Efe Rakı, rakı muhabbetlerinin vazgeçilmezi, dansözü www.caloynasin.com ile masaüstünüze getiriyor. Dünyada çok az örneği bulunan ve Türkiye’de bir ilk olan bu oyun, sesle kontrol edilebiliyor. Efe severlerin alkışları bu defa bir dansözün ritmini yakalamaya çalışıyor. Üstelik bu kez dansöze, tuşlara vurarak ya da alkışlayarak eşlik etmenin, izleme zevki dışında başka ödülleri de var. Dansözün kıvrak ritmine ayak uydurmayı başaranlar, hem ekranda süpriz bir dans izliyor hem de eğlenceli hediyeler kazanma şansı elde ediyor.
Bu oyunda dans eden oryantal, sıradan biri değil. O, geçtiğimiz yaz dünyaca ünlü şarkıcı Sting ile karşılıklı dans eden Nuran Sultan. Dansöz filmindeki başarılı performansı ile dikkatleri çeken oryantal, Sean Connery, David Copperfield, Roman Abramoviç, Hint Kralı gibi ünlü isimler için düzenlenen özel partilerde de dans etmişti.
Şimdi, www.caloynasin.com’da rakı severler için dans eden Nuran Sultan; birinciye LCD ekran televizyon ve Play Station 3, ikinciye Play Station 3, üçüncüye PSP kazandırıyor. En yüksek puanı alan ilk 20 kişi ise Nuran Sultan’ın özel partisine katılma hakkı kazanıyor.
Rabarba Reklam Ajansı tarafından uygulanan oyun 3 Aralık 2007-18 Ocak 2008 tarihleri arasında kendine güvenen yarışmacıları bekliyor olacak.
http://www.mediacatonline.com/tr/news/details.asp?a=1&id=5316&page=1
12.12.2007
Sevgi Şener - 107604153
Efe Rakı, rakı muhabbetlerinin vazgeçilmezi, dansözü www.caloynasin.com ile masaüstünüze getiriyor. Dünyada çok az örneği bulunan ve Türkiye’de bir ilk olan bu oyun, sesle kontrol edilebiliyor. Efe severlerin alkışları bu defa bir dansözün ritmini yakalamaya çalışıyor. Üstelik bu kez dansöze, tuşlara vurarak ya da alkışlayarak eşlik etmenin, izleme zevki dışında başka ödülleri de var. Dansözün kıvrak ritmine ayak uydurmayı başaranlar, hem ekranda süpriz bir dans izliyor hem de eğlenceli hediyeler kazanma şansı elde ediyor.
Bu oyunda dans eden oryantal, sıradan biri değil. O, geçtiğimiz yaz dünyaca ünlü şarkıcı Sting ile karşılıklı dans eden Nuran Sultan. Dansöz filmindeki başarılı performansı ile dikkatleri çeken oryantal, Sean Connery, David Copperfield, Roman Abramoviç, Hint Kralı gibi ünlü isimler için düzenlenen özel partilerde de dans etmişti.
Şimdi, www.caloynasin.com’da rakı severler için dans eden Nuran Sultan; birinciye LCD ekran televizyon ve Play Station 3, ikinciye Play Station 3, üçüncüye PSP kazandırıyor. En yüksek puanı alan ilk 20 kişi ise Nuran Sultan’ın özel partisine katılma hakkı kazanıyor.
Rabarba Reklam Ajansı tarafından uygulanan oyun 3 Aralık 2007-18 Ocak 2008 tarihleri arasında kendine güvenen yarışmacıları bekliyor olacak.
http://www.mediacatonline.com/tr/news/details.asp?a=1&id=5316&page=1
12.12.2007
Sevgi Şener - 107604153
Education-Based Marketing Sells
In the article, “Education Based Marketing Sells” , the author gives example situations to convince the customers. More generally, tele- marketing and salesperson’s daily examples are given. For example Company X wants to sell a telephone system and uses the old method they calles some big companies and try to tell their new product. In fact, according to the article, 5 or more years old telephone systems are not useful now and should be changed, if the change done the companies will have more benefits then they ever imagine. After discovering education based marketing, three steps are necessary to convince the customers.
Step 1- Company X must target bigger companies.The bigger the company, the bigger the phone system. The bigger the phone system, the bigger the sales potential.
Step 2- The salespeople called the 2,000 largest companies in their market with two simple questions: "Hi, we're doing our annual telephone system survey. I just need to know two things. What is the model of your phone system and how old is it?" By the way they got 508 companies’ telephone system information.
Step 3- Now education based marketing comes, company X has a list, when they call to these companies they offer one thing; "We have a new educational program entitled The Nine Ways You're Wasting Money on Your Voice and Data Spending. We've been in the telephone business for 10 years now and we've found that every company wastes money on its voice and data spending in at least nine areas. We've put together a white paper to teach companies how to stop wasting and start saving money. If you ever need any help at all with your voice, data, or telephone system needs, we want you to know about us. So we're sending you our white paper."
This new method increases the appointments from 3 to 30 in a week.Company X’s revenue also increases.
Cristine Comaford-Lynch also submits that three inefficient ways of education based marketing and their efficient ways examples:
For a real estate agency;
Ineffective offer: "Let me teach you why you should list your house with me."
Effective offer: "Let me teach you the five mistakes everyone makes when selling a house. No matter who you list with, you'll need to know these things."
The whole article is about building a warm relationship with your customers, building a rapport. When you sold something, you often break the rapport. However if you are educated, you won’t break the relationship, your credibility increases, when you begin meetings with data to the prospect.
If a company embraces education based marketing, it will out market its competitors at every turn. Education based marketing attracts more buyers, even they did not think of buying something. It provides wider viewpoint, attracts more people if the education is done properly, and also gives high percentage of expectations.
Çiğdem Tümer
Education-Based Marketing Sells. By: Comaford-Lynch, Christine, Business Week Online, 00077135, 10/9/2007
Yahoo Deal Adds Content From CNBC
Yahoo Finance, the most popular business news Web site, will begin distributing content from the business news channel CNBC on Wednesday.
“We’re bringing together the leader on television with the leader online for financial content,” said Scott Moore, the head of media for Yahoo.
The Yahoo deal is CNBC’s first prominent relationship with an online portal, and represents the first time either company has committed to a global content syndication deal.
Although CNBC is the dominant business brand on television, its Web site has struggled to gain market share. The site’s traffic has tripled since a highly publicized reintroduction a year ago, but it still averaged only 538,000 unique visitors in November, according to the company comScore, which measures Internet use.
Yahoo Finance, which attracted 13.8 million visitors in November, will provide a much broader platform for the network’s content.
The agreement calls for CNBC video and CNBC.com articles to appear on the Yahoo Finance site. Yahoo already distributes videos from some other providers, including the Fox Business Network, CNN, the BBC and The New York Times.
CNBC.com currently publishes 100 to 150 videos each weekday; several dozen of those will appear on Yahoo’s site.
The arrangement will also provide Yahoo with content for its 21 international financial sites.
Facing stiffer competition from two main rivals, MSN Money and AOL Money & Finance, Yahoo has made several recent moves to solidify its leadership position as a financial news aggregator. The site has added new content partners and plans to introduce an online program covering technology stocks next month.
By BRIAN STELTER
Published: December 12, 2007
Published: December 12, 2007
Midterm I
Oytun Koçlar Abut
107672021
2200 dolarlık iPlatinyum
Yazılım dünyasında Microsoft’un en ciddi rakiplerinden Apple bu alana ciddi yatırım yapmasına karşın son dönemde yeni ürünü iPhone ile gündemde.
ABD’nin ardından İngiltere, Almanya ve Fransa’da satışa çıkan iPhone’un özel seri üretimine de başlandı. Sadece ABD’de üretilen bu seri 250 iPhone’dan oluşup titanyum malzeme kullanılarak tasarlandı. ABD’de GoldStriker tarafından satılacak olan platinyum kaplı iPhone’un fiyatı 2200 dolar. Klasik iPhone’un satış fiyatı ise 400 dolar seviyesinde bulunuyor. En çok iPhone aranıyor!Google’ın son dönemde hızlı çıkış yapan arama kelimelerine bakıldığında Apple’ın iPhone’u listede lider durumda bulunuyor. Google üzerinde yapılan aramalarda internet kullanıcıları iPhone’un özelliklerini yoğun olarak tararken onu Badoo ile Facebook takip ediyor.
http://teknoloji.milliyet.com.tr/detay.asp?prm=0,9860932&id=3667
Faruk Mert Alcı
107604123
ABD’nin ardından İngiltere, Almanya ve Fransa’da satışa çıkan iPhone’un özel seri üretimine de başlandı. Sadece ABD’de üretilen bu seri 250 iPhone’dan oluşup titanyum malzeme kullanılarak tasarlandı. ABD’de GoldStriker tarafından satılacak olan platinyum kaplı iPhone’un fiyatı 2200 dolar. Klasik iPhone’un satış fiyatı ise 400 dolar seviyesinde bulunuyor. En çok iPhone aranıyor!Google’ın son dönemde hızlı çıkış yapan arama kelimelerine bakıldığında Apple’ın iPhone’u listede lider durumda bulunuyor. Google üzerinde yapılan aramalarda internet kullanıcıları iPhone’un özelliklerini yoğun olarak tararken onu Badoo ile Facebook takip ediyor.
http://teknoloji.milliyet.com.tr/detay.asp?prm=0,9860932&id=3667
Faruk Mert Alcı
107604123
New marketing, improved marketing, apocryphal marketing ( is one marketing concept enough ? )
Summary
This article has charted a brief conceptual history of recent marketing thought. It relates with truth, value of marketing concept and nature of marketing. Truth is very important issue in marketing. Without truth, there is no trust and without trust what passes as truth is just utilitarian rhetoric.
Satisfying customer is a primary goal for marketers, namely marketing’s response and customer needs.
There are 3 types of marketing concepts that we knew; new marketing, improved marketing and apocryphal marketing.
The new marketing as a function rather than an occupation and saw it and goods/service performance as mutually dependent relaties, actioned by part-time marketers.
In the new marketing, performance becomes the most important P. However it has yet to find its proper place in the marketing Lexicon at the first.
The relationship between marketing and selling has never been resolved. New marketing focused on quality of product, service and experience to satisfy customer’s wants and needs.
Improved marketing redefine the contemparory marketing domain, thinks that organizations can discover what customers want and provide products to match. Customer behaviour is predictable and manageable. Quality is important, needs and wants are recenceived as features and quantities and role of the organization is corresponding with the marketing concept to provide appropriately satisfying outputs.
Market orientation (MO) brings benefits, but it is difficult to implement. Relationship marketing (RM) asked to fields of beyond B2B and services into wider and more generally centrived product.
The apocryphal marketing; marketers tease not please their customers and should use pre-marketing ideals to address a new preoccupation with consumption. The product innovativeness and aggressive adverting outperform other more customer-focused approaches. It thinks that, customers don’t knew what they want, products are desired and consumed as signifiers of status, social and cultural belonging. Quality is the most prestigious option with plentiful consumption a defining factor.
Innovation and creativity are stated with focused on consumers and little paid to that of the organization is defined as the marketer’s role.
On the other hand market orientation (MO) is directed at both customers and organisation.
In marketing space, there are some marketing styles. If we are deliver truth then we earn the customer’s trust. We have two marketing concepts, first one; will focus unashamed, upon organizational objectives and pursuing what would be right for the consumer. This will be the domain of the full-time marketer, where the seven veils of marketing mystery can be practised with honour and impurity.
The second will concentrate, again with conviction on what would be right for the consumer and what should be right for the organisation. This will be domain of the part-time marketer, where organisations will grapple with the explosion of subjectives.
The full-time marketer establishes expectations and part-time marketer delivers on perceptions; everyone knows that satisfaction is a function of both.
Oğuz İnce
107604100
www.emeraldinsight.com/0309-0566.htm
This article has charted a brief conceptual history of recent marketing thought. It relates with truth, value of marketing concept and nature of marketing. Truth is very important issue in marketing. Without truth, there is no trust and without trust what passes as truth is just utilitarian rhetoric.
Satisfying customer is a primary goal for marketers, namely marketing’s response and customer needs.
There are 3 types of marketing concepts that we knew; new marketing, improved marketing and apocryphal marketing.
The new marketing as a function rather than an occupation and saw it and goods/service performance as mutually dependent relaties, actioned by part-time marketers.
In the new marketing, performance becomes the most important P. However it has yet to find its proper place in the marketing Lexicon at the first.
The relationship between marketing and selling has never been resolved. New marketing focused on quality of product, service and experience to satisfy customer’s wants and needs.
Improved marketing redefine the contemparory marketing domain, thinks that organizations can discover what customers want and provide products to match. Customer behaviour is predictable and manageable. Quality is important, needs and wants are recenceived as features and quantities and role of the organization is corresponding with the marketing concept to provide appropriately satisfying outputs.
Market orientation (MO) brings benefits, but it is difficult to implement. Relationship marketing (RM) asked to fields of beyond B2B and services into wider and more generally centrived product.
The apocryphal marketing; marketers tease not please their customers and should use pre-marketing ideals to address a new preoccupation with consumption. The product innovativeness and aggressive adverting outperform other more customer-focused approaches. It thinks that, customers don’t knew what they want, products are desired and consumed as signifiers of status, social and cultural belonging. Quality is the most prestigious option with plentiful consumption a defining factor.
Innovation and creativity are stated with focused on consumers and little paid to that of the organization is defined as the marketer’s role.
On the other hand market orientation (MO) is directed at both customers and organisation.
In marketing space, there are some marketing styles. If we are deliver truth then we earn the customer’s trust. We have two marketing concepts, first one; will focus unashamed, upon organizational objectives and pursuing what would be right for the consumer. This will be the domain of the full-time marketer, where the seven veils of marketing mystery can be practised with honour and impurity.
The second will concentrate, again with conviction on what would be right for the consumer and what should be right for the organisation. This will be domain of the part-time marketer, where organisations will grapple with the explosion of subjectives.
The full-time marketer establishes expectations and part-time marketer delivers on perceptions; everyone knows that satisfaction is a function of both.
Oğuz İnce
107604100
www.emeraldinsight.com/0309-0566.htm
Havada Rekabet Kızışıyor
Pegasus Hava Taşımacılığı A.Ş. Yönetim Kurulu Başkanı Ali Sabancı, uçuşları keyifli hale getirmek için uçak içinde promosyon reklamlarına ağırlık verdiklerini bildirdi. Pegasus'un havacılık sektöründe aktif rol almasıyla birlikte bilet fiyatlarının oldukça düştüğünü ve rekabet başladığını anlatan Sabancı, Emniyet ve güvenden taviz vermeden, rahat ulaşılabilecek, zamanında kalkabilecek ve güven veren bir şirket olmak için yola çıktıklarını kaydetti. Uçuşları keyifli hale getirmek için uçak içinde promosyon reklamlarına ağırlık verdiklerini ifade eden Sabancı, şöyle konuştu: ''Artık uçağımızın motorlarına bile reklam alıyoruz. Uçaklarımızda şimdi bir deterjan firmasının promosyonları yapılıyor. (Şu koltukta oturan sayın yolcumuz) dediğimizde yolcu ürkmeyecek, (Ne oldu) demeyecek. Biz de (Sayın yolcumuz 2,5 kilogramlık deterjan kazandınız) diyeceğiz. Böylece sıkıntılı ve monoton geçen yolculuğu keyifli hale getiriyoruz. Uçuşlarımızda plazma televizyon bile vereceğiz. Yolcumuz deterjanını alıp gittiği gibi televizyonunu da alıp gidecek. Yolcular hem keyifli yolculuk yapacak hem de biz para kazanmış olacağız.''
Bundan birkaç sene önceye kadar uzun yıllar rekabete sahne olmayan ve hatta monopol bir yapı sergileyen havayolu şirketleri piyasasında, hızla artan havayolu şirketlerinin sayısı ve piyasaya yeni girecek olan büyük grupların rekabeti arttıracak olmasından dolayı bir süredir düşüş eğiliminde olan uçak bilet fiyatları dışında , havayolu şirketleri piyasada yeni uygulamalara başlamak zorunluluğu hissetti. Uzun süredir THY’nın müşterilerine bedava mil kazanma şansı sunduğu miles&smiles kartı ile başlayan bu kampanyalar, Onur havayollarının ve Pegasus havayollarının ucuz bilet imkanı sağladığı , daha sonraları piyasadaki şirketlerin, erken rezervasyon yapıldığında daha da ucuza uçak bileti alma imkanları ile geniş bir boyut kazanmıştı. Rekabetin çok sert ve fazla olduğu bu piyasada yıllardır hüküm süren ve hatta monopol diyebileceğimiz THY bile ucuz billet kampanyalarına başlamak zorunda kaldı. Son olarak bu kampanyalara eklenen Pegasus havayollarının uçuş esnasında müşterilerine bedava ürünler dağıtma politikası bize gösteriyor ki; bu piyasanın çok çetin bir yapıya ulaşması rekabeti çok arttırmış olup her geçen zaman havayolu şirketlerinin piyasada yer kapmak yada mevcut müşteri sayısını artırmak için yeni kampanyalara ve promosyonlara başlayacağını hatta başlamak zorunda olacağını tarafımıza göstermiştir. Bütün bu gelişmeler müşterilere yeni imkanlar sağlayacak olup, bizim gibi havayolculuğunu tercih eden hatta daha önce tercih etmemiş olan potansiyel müşterileri bu yola sevk edecektir. Bu da göstermektedir ki rekabet, müşterilere her zaman ürünün ve hizmetin daha iyi olanaklarla daha iyi koşullarda alınmasına imkan sağlar.
Oğuz ince
107604100
http://www.marketingturkiye.com/Haberler/Detay/?no=9846
Bundan birkaç sene önceye kadar uzun yıllar rekabete sahne olmayan ve hatta monopol bir yapı sergileyen havayolu şirketleri piyasasında, hızla artan havayolu şirketlerinin sayısı ve piyasaya yeni girecek olan büyük grupların rekabeti arttıracak olmasından dolayı bir süredir düşüş eğiliminde olan uçak bilet fiyatları dışında , havayolu şirketleri piyasada yeni uygulamalara başlamak zorunluluğu hissetti. Uzun süredir THY’nın müşterilerine bedava mil kazanma şansı sunduğu miles&smiles kartı ile başlayan bu kampanyalar, Onur havayollarının ve Pegasus havayollarının ucuz bilet imkanı sağladığı , daha sonraları piyasadaki şirketlerin, erken rezervasyon yapıldığında daha da ucuza uçak bileti alma imkanları ile geniş bir boyut kazanmıştı. Rekabetin çok sert ve fazla olduğu bu piyasada yıllardır hüküm süren ve hatta monopol diyebileceğimiz THY bile ucuz billet kampanyalarına başlamak zorunda kaldı. Son olarak bu kampanyalara eklenen Pegasus havayollarının uçuş esnasında müşterilerine bedava ürünler dağıtma politikası bize gösteriyor ki; bu piyasanın çok çetin bir yapıya ulaşması rekabeti çok arttırmış olup her geçen zaman havayolu şirketlerinin piyasada yer kapmak yada mevcut müşteri sayısını artırmak için yeni kampanyalara ve promosyonlara başlayacağını hatta başlamak zorunda olacağını tarafımıza göstermiştir. Bütün bu gelişmeler müşterilere yeni imkanlar sağlayacak olup, bizim gibi havayolculuğunu tercih eden hatta daha önce tercih etmemiş olan potansiyel müşterileri bu yola sevk edecektir. Bu da göstermektedir ki rekabet, müşterilere her zaman ürünün ve hizmetin daha iyi olanaklarla daha iyi koşullarda alınmasına imkan sağlar.
Oğuz ince
107604100
http://www.marketingturkiye.com/Haberler/Detay/?no=9846
The Buddhist Theory of Impermanence and Marketing
"Excellent firms don't believe in excellence - only in constant improvement and constant change. That is, excellent firms of tomorrow will cherish impermanence - and thrive on chaos."
Many business marketing and economic theories embody the concept of impermanence. Taking the product life cycle theory as an example, each and every product may be considered to pass through the following stages each of which is impermanent: birth, growth, maturity and death, just as human beings do. The product 'development' stage that begins with the idea generation of a new product is just like the conception of a new being. The 'introduction' stage with slow sales growth and heavy expenses is no different from the birth of a baby. The 'growth' stage with rapid market acceptance and increasing profit is just like the growth of a child or youth. The 'maturity' stage in which the sales and profits reach the peak, but sale growth begins to slow down, is analogous to the maturity of a middle-aged man. Finally, the 'decline' stage in which sales fall off and profits drop parallels the aging toward death of an old man. These stages encompass the periods from a product's initial debut, to its increasing exposure and market share, to its gaining product maturity and finally to its eventual decline and exit from the market to make way for newer products.
Impermanence is also exemplified in the BCG Growth- Share Matrix management concept. The BCG Growth- Share Matrix is generally used to determine whether a firm is allocating its resources towards its various strategic business units (SBUs) in a healthy and profitable manner. Managers can use the BCG Matrix to classify a firm's SBUs into four categories - question marks, stars, cash cows and dogs, depending on the growth rate and market share of each SBU. The state of any product within the matrix is impermanent and subject to change depending on the market environment. A 'question mark', which is a low-share business unit in a high-growth market may, if it succeeds in growing into a market leader, become a 'star' that enjoys high market share. With a sustained market share, this 'star' would eventually become a 'cash cow' with low-growth but high- share, and reap large amounts of cash for the company. Then, due to changes in consumer tastes, advances in technology and competitors' strategies, these 'cash cows' may one day become 'dogs,' , becoming a low- growth and low- share business unit, declining in profitability until it is removed from the market altogether. This highlights the fact the position of any strategic business unit within the BCG Matrix is impermanent.
Example of Impermanence in Business:
Pfizer Pharmaceuticals
In recognition of the impermanence in the business environment, Pfizer, the largest pharmaceuticals company in the world, maintains its position by continual and simultaneous investments in multiple areas of pharmaceuticals research and product development to constantly churn out one new drug after another. Hence, while the cholesterol lowering drug Lipitor established itself as the world's most widely prescribed and highest revenue-yielding medication, Pfizer introduced the anti-impotence drug Viagra which was legendary both in its media coverage and its sales growth rate. As revenues from both Lipitor (28% growth in 2000-1) and Viagra (13% growth in 2000-1) start to plateau, the novel analgesic Celebrex came to the rescue with a 115% growth rate in revenue in 2000-1. This pattern of constant innovation and business development arising from Pfizer 's deeply rooted belief in impermanence in the business environment is one of the essential factors responsible for the company's continual success in the industry.
Impermanence theory is of particular significance to marketing managers, as they must understand that the apparent success of a strategic business unit or the entire company is the result of being at the right place at the right time. Thus, despite the success of a company's portfolio today, future success is not guaranteed. Consequently, managers need to possess a sense of danger, and to continually monitor the market environment for any trends that should prompt changes in the firm's business strategy.
This would not only serve the managers' own physical and psychological health well, but would also enable them to keep their minds open for market opportunities that may lead their companies out of their difficult positions.
Business cycles are getting shorter and shorter, and stated, "No company is safe. IBM is declared dead in 1979, the best of the best in 1982, and dead again in 1986." . To survive and prosper, managers must always bear in mind the impermanent nature of a successful business and its environment, which they must deal with by emphasizing a new set of working principles that include: striving to be the best in quality and service, enhanced responsiveness and flexibility in its operations, continuous and rapid new product development and innovation, diversification and new market exploration.
Subjects : Marketing, Studies, Buddhists, Correlation analysis, Economic theory
Locations : Hong Kong
Author(s) : Alan Ching Biu Tse, Ka Chun Tse, Ka Ho Tse, Alan Au, Vane-ing Tian
Publication title : Innovative Marketing. Sumy: 2007. Vol. 3, Iss. 2; pg. 17, 5 pgs
This article examines the meaning and implications of impermanence, the connection between impermanence theory and life-cycle-based theories in business and the implications that this connection has to business managers using recent examples from marketing issues worldwide to illustrate the point.
Many business marketing and economic theories embody the concept of impermanence. Taking the product life cycle theory as an example, each and every product may be considered to pass through the following stages each of which is impermanent: birth, growth, maturity and death, just as human beings do. The product 'development' stage that begins with the idea generation of a new product is just like the conception of a new being. The 'introduction' stage with slow sales growth and heavy expenses is no different from the birth of a baby. The 'growth' stage with rapid market acceptance and increasing profit is just like the growth of a child or youth. The 'maturity' stage in which the sales and profits reach the peak, but sale growth begins to slow down, is analogous to the maturity of a middle-aged man. Finally, the 'decline' stage in which sales fall off and profits drop parallels the aging toward death of an old man. These stages encompass the periods from a product's initial debut, to its increasing exposure and market share, to its gaining product maturity and finally to its eventual decline and exit from the market to make way for newer products.
Impermanence is also exemplified in the BCG Growth- Share Matrix management concept. The BCG Growth- Share Matrix is generally used to determine whether a firm is allocating its resources towards its various strategic business units (SBUs) in a healthy and profitable manner. Managers can use the BCG Matrix to classify a firm's SBUs into four categories - question marks, stars, cash cows and dogs, depending on the growth rate and market share of each SBU. The state of any product within the matrix is impermanent and subject to change depending on the market environment. A 'question mark', which is a low-share business unit in a high-growth market may, if it succeeds in growing into a market leader, become a 'star' that enjoys high market share. With a sustained market share, this 'star' would eventually become a 'cash cow' with low-growth but high- share, and reap large amounts of cash for the company. Then, due to changes in consumer tastes, advances in technology and competitors' strategies, these 'cash cows' may one day become 'dogs,' , becoming a low- growth and low- share business unit, declining in profitability until it is removed from the market altogether. This highlights the fact the position of any strategic business unit within the BCG Matrix is impermanent.
Example of Impermanence in Business:
Pfizer Pharmaceuticals
In recognition of the impermanence in the business environment, Pfizer, the largest pharmaceuticals company in the world, maintains its position by continual and simultaneous investments in multiple areas of pharmaceuticals research and product development to constantly churn out one new drug after another. Hence, while the cholesterol lowering drug Lipitor established itself as the world's most widely prescribed and highest revenue-yielding medication, Pfizer introduced the anti-impotence drug Viagra which was legendary both in its media coverage and its sales growth rate. As revenues from both Lipitor (28% growth in 2000-1) and Viagra (13% growth in 2000-1) start to plateau, the novel analgesic Celebrex came to the rescue with a 115% growth rate in revenue in 2000-1. This pattern of constant innovation and business development arising from Pfizer 's deeply rooted belief in impermanence in the business environment is one of the essential factors responsible for the company's continual success in the industry.
Impermanence theory is of particular significance to marketing managers, as they must understand that the apparent success of a strategic business unit or the entire company is the result of being at the right place at the right time. Thus, despite the success of a company's portfolio today, future success is not guaranteed. Consequently, managers need to possess a sense of danger, and to continually monitor the market environment for any trends that should prompt changes in the firm's business strategy.
This would not only serve the managers' own physical and psychological health well, but would also enable them to keep their minds open for market opportunities that may lead their companies out of their difficult positions.
Business cycles are getting shorter and shorter, and stated, "No company is safe. IBM is declared dead in 1979, the best of the best in 1982, and dead again in 1986." . To survive and prosper, managers must always bear in mind the impermanent nature of a successful business and its environment, which they must deal with by emphasizing a new set of working principles that include: striving to be the best in quality and service
Subjects : Marketing, Studies, Buddhists, Correlation analysis, Economic theory
Locations : Hong Kong
Author(s) : Alan Ching Biu Tse, Ka Chun Tse, Ka Ho Tse, Alan Au, Vane-ing Tian
Publication title : Innovative Marketing. Sumy: 2007. Vol. 3, Iss. 2; pg. 17, 5 pgs
Midterm I
Oytun Koçlar Abut
107672021
Mc Donald`s, Kahve Zincirleriyle Geliyor
Son dönemde basında, Starbucks’ın ilk kez müşteri kaybına uğradığına dair haberler yer alıyordu. Mc Donald`s’ın kahve sektörüne girmesiyle Starbucks’ı daha zor günler bekleyecek gibi... Mc Donald`s ABD Başkanı Don Thompson, restaurantlarda sattıkları içecekleri artık yeni bir alanda müşterilerine sunmak istediklerini söyledi. Thompson`a göre Mc Donalds, hızı, uygun fiyatı ve sunduğu konfor ile sektörde dişli bir rakip olacak. Mc Donald`s restaurantlarında kahve çeşitleri olarak latte, mocha, cappucino ve espresso satılıyor. Sektör analistleri, Mc Donalds`ın kahvelerinin ABD`de Starbucks`a göre 50 sent daha ucuz olduğunu belirtiyor. Türkiye`de ise bu fark biraz daha açık. Mc Donald`s ile Starbucks arasında yarıya yakın fiyat farkı bulunuyor.
http://www.perakende.org/news_detay.aspx?id=11535
Tuğçe Pakakar
107604066
http://www.perakende.org/news_detay.aspx?id=11535
Tuğçe Pakakar
107604066
Mc Donald`s, Kahve Zincirleriyle Geliyor
Son dönemde basında, Starbucks’ın ilk kez müşteri kaybına uğradığına dair haberler yer alıyordu. Mc Donald`s’ın kahve sektörüne girmesiyle Starbucks’ı daha zor günler bekleyecek gibi... Mc Donald`s ABD Başkanı Don Thompson, restaurantlarda sattıkları içecekleri artık yeni bir alanda müşterilerine sunmak istediklerini söyledi. Thompson`a göre Mc Donalds, hızı, uygun fiyatı ve sunduğu konfor ile sektörde dişli bir rakip olacak. Mc Donald`s restaurantlarında kahve çeşitleri olarak latte, mocha, cappucino ve espresso satılıyor. Sektör analistleri, Mc Donalds`ın kahvelerinin ABD`de Starbucks`a göre 50 sent daha ucuz olduğunu belirtiyor. Türkiye`de ise bu fark biraz daha açık. Mc Donald`s ile Starbucks arasında yarıya yakın fiyat farkı bulunuyor.
http://www.perakende.org/news_detay.aspx?id=11535
Tuğçe Pakakar
107604066
http://www.perakende.org/news_detay.aspx?id=11535
Tuğçe Pakakar
107604066
Subscribe to:
Posts (Atom)