Management Styles
Supervisory Approach
Management - Miscellaneous
Communication-Verbal/Listening
Communication - Non-verbal
Creative Process
Creativity
Staff Motivation
Problem Employees
Personal Crisis -Indicators
Work Related Values &
Work Environment
Meetings
Presentations
Marketing Assessment
Prospecting
Customer Service
Management Files - main mage
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MANAGEMENT AND MARKETING
Marketing Assessment
— Can your management team answer the following?
- Who are your best customers?
- How can you attract more clients whose buying behaviors are similiar to your
best clients' buying behaviors?
- When applicable: Who are your credit and cash clients? Where are they located?
What key factors drive the their buying decision-making process?
- Which products and/or services do existing clients value the most?
— Profile your loyal and best clients then develop a model to predict their
propensity to purchase promoted products and/or services.
— This information collecting and client profiling offers a tool with which to build
stronger ties with current clients, while analyzing and developing
strategies for identifying and acquiring new clients.
— It is imperative to understand what drives consumer behavior. "Business as usual"
thinking must be replaced with one driven by market intelligence.
Understanding and using changes in purchasing preferences should
drive marketing strategies.
- What is the importance of the products'and/or services' features?
- What features would a consumer give up in order to obtain another feature
e.g., low price for convenience)?
- What is the ideal offering from the target prospects' point of view?
- What is the appropiate combination of features and services that will maximize
sales and profitabliity for your target segments?
— Use focus groups to stay current with client and prospect needs and interests.
— When presented with different product and/or service alternatives, customers
assess the differnet attributes present in each offering and
attach an importance ("weight") to each.
- They then choose (if available) that offering which has the highest
importance/weight or utility to them.
- This is not always a conscious process. They will not always be able to
discuss the importance of each feature.
- They should be able to discuss which alternatives they prefer over others.
— Identify opportunities for improving image, product/service definition and
competitive positioning. Compare these items to that of your competitors.
— Positive companies weave market intelligence throughtout all layers of the
company, to rather than react to change. Collect preference data, initiate, track
competitors' activities and monitor the economic environment to provide
continuous information.
— When a new product/service surfaces in the market - react - do NOT assume that
it can not have any impact on your firm.
— Look for potential future trends and how your firm is situated to react to them.
New Product / Service Strategy
Effective team work = efficiency of time + money = effective outcome
— Departments involved must make an effective team.
— Quick, effective development requires:
- Close cooperation among design, manufacturing and marketing -
more than most companies are accustomed to experiencing.
- Management that is able to choregraph the proceedings.
— Companies that continue to have design teams "toss" new products to
manufacturingand marketing, risk adding critical time to development -
competitors may have more effective, cooperative development teams.
— Do not leave the clients and prospects out of the process.
- Use focus groups that include clients and prospects.
Discuss their interests and unfullfilled needs.
- Why develop something that the market is not interested in purchasing.
- Many new product design mistakes have been eliminated before going to
manufacturing - saving time and money.
- Often only modifications or repackaging is needed.
- Occassionally, the whole project needs to be discarded.
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