Who is really apt to provide competitive career orientation and constructive advice for high school students and what are the means in doing so?
I feel like commenting on this socio-economic question, following recent talks with parents and education providers within a strong recession period, as we all go through for five consecutive years in this country.
No doubt, the selection of a trustworthy, reliable higher education institution parallel to employment opportunities and focus, is in my opinion, a task that has to be allocated to family as the major pillar of socio-economic stability status.
It is the father or the mother who should work systematically and scientifically on examining and cultivating students' skills and competences. In doing so, parents alone need to work collectivelly with their sons and daughters (e.g. through team work and involvement) examining current business trends, career opportunities within developing industry sectors and employability parameters. This is an indeed heavy research study. Obviously, it is parents who should devote time and effort in systematically disclosing at an early stage these special skills and competences that could later develop to professional talents.
On top of this painful process of disclosing and cultivating a set of competitive skills and competences, parents should examine the development of motivation best practices for their kids.
Motivation is the actual term used to describe those processes, both instinctive and rational by which people seek to satisfy the basic drives, perceived needs and personal goals which trigger human behavior.
Therefore, parents should consider the initiation and application of a basic motivation model for career orientation. In view of this model, parents following students' personal, emotional, or even social status needs, develop a set of stimuli aiming at triggering positive behavioural responses leading to job satisfaction.
Most pragmatically, as parents, we need to extract, disclose and apply a set of motivational stimuli providing the basis for a succesfull and focused career orientation. This is again a painful and hard-working process for parents. Otherwise, reputable higher educational institutions will keep on producing more unhappy, unfocused graduates who do not really like their professions and former studies.
Why do we need to add more people to lists of non-specialized and unemployed personnel?
All we need is to integrate higher education with clearly identifiable skills and competencies.
All we need is team work and involvement between parents and students.
Both are key words for:
a) The disclosure of students' skills and competences and
b) The set up of motivational parameters - stimuli to enhance and support future career orientation.
Friday 23 March 2012
Sunday 18 March 2012
When Football becomes a national Brand Ambassador
In 2006, Travel and Tourism (T&T) contributed 10.3 percent to world
GDP, had 12 percent of global investments and 8 percent of all jobs (WTTC, 2007; Arnold, 2007). Recently, Travel & Tourism forecast to pass 100m jobs and $2 trillion GDP in 2012. Travel & Tourism is set for a milestone year as the industry’s direct contribution to the global economy is expected to pass $2 trillion in GDP and 100 million jobs. According to research by the World Travel & Tourism Council (WTTC), the global Travel & Tourism industry will grow by 2.8% in 2012, marginally faster than the global rate of economic growth, predicted to be 2.5%.
This rate of growth means that Travel & Tourism industry is expected to directly contribute $2 trillion to the global economy and sustain some 100.3 million jobs. When the wider economic impacts of the industry are taken into account, Travel & Tourism is forecast to contribute some $6.5 trillion to the global economy and generate 260 million jobs – or 1 in 12 of all jobs on the planet.
Competition is fierce and constantly changing with 194 nations clamoring for a share of the tourist’s heart, mind and wallet. This indicates a need for a more strategic approach to branding as brand position leads to greater economic value (Matear et al., 2004; Davis,2002), growth and welfare. On the other hand, a key premise of nation branding is that "the reputations of countries are rather like the brand images of companies and products, and equally important" (Anholt, 2007, p. xi). In a similar pace of thinking, Branding is now widely acknowledged as a potent tool for companies to use to their advantage in achieving competitive strength in the market, as it generates value both for the producer and consumers (Keller, 2003). Clearly, the strategic power of brands has triggered a plethora of studies in the field, with the aim of exploring branding from various perspectives, enriching understanding of the issue through the development of a variety of concepts such as brand image, brand identity and brand personality (e.g. Aaker, 1996; Carpenter et al., 1994; Kapferer, 1992; Upshaw, 1995).
What if Footballers (e.g. Real Madrid) were presenting themeselves as part of an integrated communications campaign aiming at generating and enhancing a brand competitive image that of Madrid, Spain - a country with immense financial issues.
Legendary football club Real Madrid had signed a deal to promote Spain and Madrid as tourist destinations. The marketing campaign “Visit Spain, Visit Madrid” shows all of Real Madrid’s star players, like Cristiano Ronaldo act as "Brand Ambassadors" for both the Spanish capital and the country as a whole.
What indeed wonderful news for a Real Madrid fun!
Real Madrid football club to sponsor the Mininsty of Industry, Tourism and Commerce as well as the Community and City of Madrid.
Casillas, Ramos, Kaka, Di Maria, Ozil and Benzema were all on hand as Real Madrid unveiled its latest sponsorship deal with the Ministry of Industry, Tourism and Commerce as well as the Community and City of Madrid that will see the club promote Spain at both international and domestic levels under the slogan "Visit Spain, Visit Madrid".
Florentino Perez:
"Our history and legend have made Real Madrid a universal team, but its grandeur begins in Madrid and Spain. For over 100 years it has been one of the most relevant references of this country and we have proudly carried the Madrid name around the world. We humbly accept this responsibility and we will carry it out with hard work, talent and commitment; values that identify with Madridismo."
Community VP Ignacio Gonzalez:
"We are grateful to this club because it will wear the Madrid and Spain logo everywhere it goes. We are also fortunate in that this Community boasts the best team in the world."
Mayor Alberto Ruiz Gallardon:
"This city's most important asset, and that which we feel most proud of, is Real Madrid and its values, which is what we want to promote around the world. In large part it belongs to all Spaniards, because you are ambassadors of Spain."
Minister of Industry, Tourism and Commerce Miguel Sebastian:
"Real Madrid is an icon of Spain. It is a winning team and one of the most visible clubs on an international level, but what we must promote is its culture of hard work and the excellence in its genes."
Tourism authorities expect the three-year agreement will reach a potential audience of over 300 million people because of Real Madrid’s worldwide fan base. A Spanish Tourist Office spokeswoman had commented after the agreement was secured: "This is a ground breaking agreement in which both Madrid and Spain will be promoted internationally through one of the most renowned clubs worldwide promoting both tourism brands to all corners of the globe". He emphatically stressed that: "The agreement, valid for three years, will allow the public institutions to use the main players of the club as "Spain and Madrid Brand Ambassadors" in various international advertising campaigns. The agreement also provides for the utilisation of advertising space in each of the official matches in the league and the Cup to be held in Santiago Bernabeu Stadium organised by Real Madrid.”
In parallel, the Valencia Region Tourist Board has launched a new five million euro (£4.4 million) global marketing campaign to promote the destination – including the Benidorm, Valencia Terra i Mar, Costa Blanca and Castellon brands – both nationally in Spain and internationally in key markets including the UK.
Using the strapline "Intense experiences must be shared", the two-year multi-media campaign is centred around the traveller as generator of content and key influencer through the use of social media. It combines innovative online, social media and street marketing with traditional media advertising and Public Relations best practices.
Regional Tourism Minister , Belen Juste, explains: "Travellers nowadays like sharing their holiday experiences with others on Facebook, Twitter, YouTube or Flickr; they read other people’s comments or travel blogs before planning their holiday; and use their mobiles to stay informed and connected before, during and after their trip. Our new campaign reflects all this, building on some of the initiatives that we have already introduced, such as blogger fan trips, mobile apps and advergames".
Nation Branding in two different rather innovative forms.
Most significantly, both branding approaches give us an indication that the classical, traditional communication campaigns in Tourism have long passed away.
Nations have got a precious product - tourism - to sell and they need to do it well if and only if they still want to remain competitive in such a fierce market.!!
GDP, had 12 percent of global investments and 8 percent of all jobs (WTTC, 2007; Arnold, 2007). Recently, Travel & Tourism forecast to pass 100m jobs and $2 trillion GDP in 2012. Travel & Tourism is set for a milestone year as the industry’s direct contribution to the global economy is expected to pass $2 trillion in GDP and 100 million jobs. According to research by the World Travel & Tourism Council (WTTC), the global Travel & Tourism industry will grow by 2.8% in 2012, marginally faster than the global rate of economic growth, predicted to be 2.5%.
This rate of growth means that Travel & Tourism industry is expected to directly contribute $2 trillion to the global economy and sustain some 100.3 million jobs. When the wider economic impacts of the industry are taken into account, Travel & Tourism is forecast to contribute some $6.5 trillion to the global economy and generate 260 million jobs – or 1 in 12 of all jobs on the planet.
Competition is fierce and constantly changing with 194 nations clamoring for a share of the tourist’s heart, mind and wallet. This indicates a need for a more strategic approach to branding as brand position leads to greater economic value (Matear et al., 2004; Davis,2002), growth and welfare. On the other hand, a key premise of nation branding is that "the reputations of countries are rather like the brand images of companies and products, and equally important" (Anholt, 2007, p. xi). In a similar pace of thinking, Branding is now widely acknowledged as a potent tool for companies to use to their advantage in achieving competitive strength in the market, as it generates value both for the producer and consumers (Keller, 2003). Clearly, the strategic power of brands has triggered a plethora of studies in the field, with the aim of exploring branding from various perspectives, enriching understanding of the issue through the development of a variety of concepts such as brand image, brand identity and brand personality (e.g. Aaker, 1996; Carpenter et al., 1994; Kapferer, 1992; Upshaw, 1995).
What if Footballers (e.g. Real Madrid) were presenting themeselves as part of an integrated communications campaign aiming at generating and enhancing a brand competitive image that of Madrid, Spain - a country with immense financial issues.
Legendary football club Real Madrid had signed a deal to promote Spain and Madrid as tourist destinations. The marketing campaign “Visit Spain, Visit Madrid” shows all of Real Madrid’s star players, like Cristiano Ronaldo act as "Brand Ambassadors" for both the Spanish capital and the country as a whole.
What indeed wonderful news for a Real Madrid fun!
Real Madrid football club to sponsor the Mininsty of Industry, Tourism and Commerce as well as the Community and City of Madrid.
Casillas, Ramos, Kaka, Di Maria, Ozil and Benzema were all on hand as Real Madrid unveiled its latest sponsorship deal with the Ministry of Industry, Tourism and Commerce as well as the Community and City of Madrid that will see the club promote Spain at both international and domestic levels under the slogan "Visit Spain, Visit Madrid".
Florentino Perez:
"Our history and legend have made Real Madrid a universal team, but its grandeur begins in Madrid and Spain. For over 100 years it has been one of the most relevant references of this country and we have proudly carried the Madrid name around the world. We humbly accept this responsibility and we will carry it out with hard work, talent and commitment; values that identify with Madridismo."
Community VP Ignacio Gonzalez:
"We are grateful to this club because it will wear the Madrid and Spain logo everywhere it goes. We are also fortunate in that this Community boasts the best team in the world."
Mayor Alberto Ruiz Gallardon:
"This city's most important asset, and that which we feel most proud of, is Real Madrid and its values, which is what we want to promote around the world. In large part it belongs to all Spaniards, because you are ambassadors of Spain."
Minister of Industry, Tourism and Commerce Miguel Sebastian:
"Real Madrid is an icon of Spain. It is a winning team and one of the most visible clubs on an international level, but what we must promote is its culture of hard work and the excellence in its genes."
Tourism authorities expect the three-year agreement will reach a potential audience of over 300 million people because of Real Madrid’s worldwide fan base. A Spanish Tourist Office spokeswoman had commented after the agreement was secured: "This is a ground breaking agreement in which both Madrid and Spain will be promoted internationally through one of the most renowned clubs worldwide promoting both tourism brands to all corners of the globe". He emphatically stressed that: "The agreement, valid for three years, will allow the public institutions to use the main players of the club as "Spain and Madrid Brand Ambassadors" in various international advertising campaigns. The agreement also provides for the utilisation of advertising space in each of the official matches in the league and the Cup to be held in Santiago Bernabeu Stadium organised by Real Madrid.”
In parallel, the Valencia Region Tourist Board has launched a new five million euro (£4.4 million) global marketing campaign to promote the destination – including the Benidorm, Valencia Terra i Mar, Costa Blanca and Castellon brands – both nationally in Spain and internationally in key markets including the UK.
Using the strapline "Intense experiences must be shared", the two-year multi-media campaign is centred around the traveller as generator of content and key influencer through the use of social media. It combines innovative online, social media and street marketing with traditional media advertising and Public Relations best practices.
Regional Tourism Minister , Belen Juste, explains: "Travellers nowadays like sharing their holiday experiences with others on Facebook, Twitter, YouTube or Flickr; they read other people’s comments or travel blogs before planning their holiday; and use their mobiles to stay informed and connected before, during and after their trip. Our new campaign reflects all this, building on some of the initiatives that we have already introduced, such as blogger fan trips, mobile apps and advergames".
Nation Branding in two different rather innovative forms.
Most significantly, both branding approaches give us an indication that the classical, traditional communication campaigns in Tourism have long passed away.
Nations have got a precious product - tourism - to sell and they need to do it well if and only if they still want to remain competitive in such a fierce market.!!
Thursday 15 March 2012
Application and Development of Trade Marketing Strategies - why?
Defining Trade Marketing would be a good start to this post since many would possibly argue the need for the development of such a department - job post(s) within a competitive organization.
Therefore, Trade Marketing is a clear B2B business approach aiming at satisfying concurrently the end-user with tailor made marketing activities and the Trade as business partners.
This is a rather personalized business activity, a Service-Dominant approach acccording to Vargo and Lusch, (2004, 2008, 2009). A business activity that has as a single goal, to plan and program Distribution Channels and thus key accounts with the same effectiveness and efficiency that an FMCG firm would carry out Brand management.
Trade marketers place a strong emphasis on single customer returns, whereas consumer marketing experts focus on product returns. More specifically, in view of Trade Marketing corporate orientation Trade Marketers would emphasize strongly on annual deals with the Trade regarding bargained position per brand (Stock Keeping Unit) and build marketing intelligence systems with an emphasis on analysis per customer. Literally, Trade marketing gets parallel to Consumer Marketing - A dual, marketing - business approach.
Why would a competitive FMCG firm initiate and implement a Trade Marketing business approach into markets?
For a number of reasons:
A) Distribution Channels tend to concentrate
B) There is a radical development of the Final Customer Purchasing Process and
c) Mass Marketing Strategies have a high operational cost and doubtful results
The need for improvisation and launch of unique tailor made Trade Marketing activities represents a generic, commercial status development, moving from the traditional Key Account Management sales approach to a "sell-in" business approach directed at providing a Relationship Management perspective both to our busines partners - the Trade and the markets.
Therefore, Trade Marketing is a clear B2B business approach aiming at satisfying concurrently the end-user with tailor made marketing activities and the Trade as business partners.
This is a rather personalized business activity, a Service-Dominant approach acccording to Vargo and Lusch, (2004, 2008, 2009). A business activity that has as a single goal, to plan and program Distribution Channels and thus key accounts with the same effectiveness and efficiency that an FMCG firm would carry out Brand management.
Trade marketers place a strong emphasis on single customer returns, whereas consumer marketing experts focus on product returns. More specifically, in view of Trade Marketing corporate orientation Trade Marketers would emphasize strongly on annual deals with the Trade regarding bargained position per brand (Stock Keeping Unit) and build marketing intelligence systems with an emphasis on analysis per customer. Literally, Trade marketing gets parallel to Consumer Marketing - A dual, marketing - business approach.
Why would a competitive FMCG firm initiate and implement a Trade Marketing business approach into markets?
For a number of reasons:
A) Distribution Channels tend to concentrate
B) There is a radical development of the Final Customer Purchasing Process and
c) Mass Marketing Strategies have a high operational cost and doubtful results
The need for improvisation and launch of unique tailor made Trade Marketing activities represents a generic, commercial status development, moving from the traditional Key Account Management sales approach to a "sell-in" business approach directed at providing a Relationship Management perspective both to our busines partners - the Trade and the markets.
Sunday 11 March 2012
Fage - Greek Yogurt Branding Strategy
The yoghurt production and distribution facility of Fage USA Dairy Industry in Johnstown, New York, US, is undergoing expansion. The plant produces several varieties of its Greek-style yogurt products, for which there is huge demand in the US. The products are marketed across the US and distributed through natural and speciality food stores and supermarket chains. The plant opened in April 2008 at an investment of $148.3m, it employs more than 170 people and has a capacity to produce 85,000t of yogurt annually.
Fage USA Dairy Industry is a subsidiary of Fage Yogurt, a Greece-based yogurt company. Fage Yogurt operates three plants in Greece and is a major producer of yogurt, cheese and milk dairy products. The state-of-the-art yogurt Fage USA production facility, has a floor area of 145,000ft². The two-storey white-coloured building, houses four filling lines and a warehouse and includes four packaging lines, with a fifth line installed in 2011. The Fage USA yogurt plant is equipped with modern technologies and is designed to achieve Fage's authentic recipe. In April 2011, a $26m expansion plan was approved by New York's Planning Board for an additional 19,000ft². The space will be used for the installation of two bays to receive milk and for additional dry storage.
Marketing, as a business activity, aims at satisfying human needs and wants through competitive, differentiated products. The strategic brand development effort of FAGE SA in an international business environment, is of outmost importance for the staggering Greek Economy.
"TOTAL", a flagship brand of the FAGE portfolio, hit UK supermarket shelves in the early 1980’s. It was the first strained FAGE yogurt to be successfully launched in Europe and the numbers of those who love its indulgently rich texture and taste have continued to grow ever since.
Interestingly enough, and as part of competition, the French Dairy firm Danone launched their Greek-style yogurt product range and developed their integrated communications plan, in various European countries.
In parallel, Chobani, a turkish origin firm, has launched fruit-based Greek yogurt style products for the US consumers. A strained yogurt market has been developed for international consumers.
Is it the Greek FAGE, the French Danone or the Turkish Chobani who will manage the largest market share? In my understanding, the niche is there, a significant business opportunity. All it takes is innovative Marketing.
Fage USA Dairy Industry is a subsidiary of Fage Yogurt, a Greece-based yogurt company. Fage Yogurt operates three plants in Greece and is a major producer of yogurt, cheese and milk dairy products. The state-of-the-art yogurt Fage USA production facility, has a floor area of 145,000ft². The two-storey white-coloured building, houses four filling lines and a warehouse and includes four packaging lines, with a fifth line installed in 2011. The Fage USA yogurt plant is equipped with modern technologies and is designed to achieve Fage's authentic recipe. In April 2011, a $26m expansion plan was approved by New York's Planning Board for an additional 19,000ft². The space will be used for the installation of two bays to receive milk and for additional dry storage.
Marketing, as a business activity, aims at satisfying human needs and wants through competitive, differentiated products. The strategic brand development effort of FAGE SA in an international business environment, is of outmost importance for the staggering Greek Economy.
"TOTAL", a flagship brand of the FAGE portfolio, hit UK supermarket shelves in the early 1980’s. It was the first strained FAGE yogurt to be successfully launched in Europe and the numbers of those who love its indulgently rich texture and taste have continued to grow ever since.
Interestingly enough, and as part of competition, the French Dairy firm Danone launched their Greek-style yogurt product range and developed their integrated communications plan, in various European countries.
In parallel, Chobani, a turkish origin firm, has launched fruit-based Greek yogurt style products for the US consumers. A strained yogurt market has been developed for international consumers.
Is it the Greek FAGE, the French Danone or the Turkish Chobani who will manage the largest market share? In my understanding, the niche is there, a significant business opportunity. All it takes is innovative Marketing.
Friday 9 March 2012
Channel Design Decisions
How do we come to decide upon the right or wrong channeling decision?
Obviously, any marketing activity that we design and implement has no value whatsoever, unless the product is placed on the shelf. In fact, proper channeling reflects on the realization of our entire marketing plan development. Truly, such a decision is critically affected by a number of parameters that have a direct impact upon our selection process;
A) Analysing Consumer Needs. We really need to know what do customers want, what do customers expect out of the channel?
For example, would a customer buy a car from TESCO?
B) Setting Channel Objectives has a strong impact upon our speed in product delivery (e.g. Optimum Stock Turnover Rates), care about the existing and prospective customer (e.g. Exceed optimum customer care levels) and cost measurement. These are three factors that need to be strongly considered by line management. We obviouly want our supply chain management best practices to be our competitive advantage and not a debatable issue.
C) Identifying major alternatives regarding the types and numbers of intermediaries and hence their responsibilities.
D) Evaluation of alternative channeling decisions on the ground that the conusmer has the product available when required at the right price involving the right blend-set of Stock Keeping Units (SKU's).
E) Adaptation of the channeling selection involves economic and control parameters. In many cases it is not what we desire in marketing but what we can afford and how can we eventually control performance effectivenes.
Does the channeling selection decision-making process has a direct impact upon Trade Marketing Strategies best practices?
It is soon to be discussed
Obviously, any marketing activity that we design and implement has no value whatsoever, unless the product is placed on the shelf. In fact, proper channeling reflects on the realization of our entire marketing plan development. Truly, such a decision is critically affected by a number of parameters that have a direct impact upon our selection process;
A) Analysing Consumer Needs. We really need to know what do customers want, what do customers expect out of the channel?
For example, would a customer buy a car from TESCO?
B) Setting Channel Objectives has a strong impact upon our speed in product delivery (e.g. Optimum Stock Turnover Rates), care about the existing and prospective customer (e.g. Exceed optimum customer care levels) and cost measurement. These are three factors that need to be strongly considered by line management. We obviouly want our supply chain management best practices to be our competitive advantage and not a debatable issue.
C) Identifying major alternatives regarding the types and numbers of intermediaries and hence their responsibilities.
D) Evaluation of alternative channeling decisions on the ground that the conusmer has the product available when required at the right price involving the right blend-set of Stock Keeping Units (SKU's).
E) Adaptation of the channeling selection involves economic and control parameters. In many cases it is not what we desire in marketing but what we can afford and how can we eventually control performance effectivenes.
Does the channeling selection decision-making process has a direct impact upon Trade Marketing Strategies best practices?
It is soon to be discussed
Channeling and the effect on Marketing
An introduction to channels of distribution, by Brian K. McCarthy, December 2010
Wednesday 7 March 2012
A relational focus sales-rep needs to be prepared...
A relational focus sales-rep needs to be carefully prepared before arranging and finally implementing a sales meeting with a prospective, target customer. Truly, a relational oriented sales-rep is more of a competent, skilful "social status type" of a business entrepreneur investing on the development and enhancement of Long-Term Relationship Marketing practices (see previous posts). As such, planning, organizing and implementing sales action represent necessary business conditions before the actual implementation of any Marketing / Sales activity. Therefore, we may well say that a sequential Segmentation - Target Marketing - Positioning and at the end of the day Brand development process reflects accuratelly on Relational Personal Selling.
Segmentation - Target Marketing - Positioning - Brand Development.
A relational oriented sales-rep needs to perform systemic archiving.
In this sense, sales-reps need to have a systematic, fully controlled Marketing Management business approach to their carefully selected sales points (for example, clear market segments), customer categories identification (e.g. target groups of interest), areas of focus (e.g. market positioning) using marketing intelligence practices(for example, statistical data, name day calendar, work calendar).
Sales-reps' work organization
Efficiency and effectiveness requires best use of time, money and resources. Thus, a relational oriented sales-rep organizes systematically his/her contacts by:
A) Developing and safeguarding a daily, weekly and monthly program allocating optimum resources in an efficient manner
B) Preparing a competition report in accomplishing demanding sales quotas
C) Preparing a competitive "book" of material containing information that might resolve sales issues during the sales encounter process. For example, product / services brochures, flyers, samples, price lists, competition material, invoices, order sheets.
The actual, core job of a relational oriented sales-rep is to satisfy in parallel- performing on a golden edge - the demanding sales goals' performance along with the development and maintenance of a fruitful, empathetic business relationship with his customers portfolio. This a hard and demanding job approach but it pays in the long run.
Segmentation - Target Marketing - Positioning - Brand Development.
A relational oriented sales-rep needs to perform systemic archiving.
In this sense, sales-reps need to have a systematic, fully controlled Marketing Management business approach to their carefully selected sales points (for example, clear market segments), customer categories identification (e.g. target groups of interest), areas of focus (e.g. market positioning) using marketing intelligence practices(for example, statistical data, name day calendar, work calendar).
Sales-reps' work organization
Efficiency and effectiveness requires best use of time, money and resources. Thus, a relational oriented sales-rep organizes systematically his/her contacts by:
A) Developing and safeguarding a daily, weekly and monthly program allocating optimum resources in an efficient manner
B) Preparing a competition report in accomplishing demanding sales quotas
C) Preparing a competitive "book" of material containing information that might resolve sales issues during the sales encounter process. For example, product / services brochures, flyers, samples, price lists, competition material, invoices, order sheets.
The actual, core job of a relational oriented sales-rep is to satisfy in parallel- performing on a golden edge - the demanding sales goals' performance along with the development and maintenance of a fruitful, empathetic business relationship with his customers portfolio. This a hard and demanding job approach but it pays in the long run.
Monday 5 March 2012
The fifth ‘P’ of marketing: premium shopper experience
Ken McMeikan, the chief executive of Greggs ("the home of fresh baking")says: "If people can buy goods as easily online [as they could in-store], retailers will have to think about why customers would come to their shops. The service in shops has to be so good that it will encourage people to browse and buy in-store."
Sales-reps at the front really make the difference. It is the sales-reps who deal directly with one of the only things that makes money for a company: customers. Recent research by agency Iris puts forward the idea of the ‘outsellers’, those retailers which consider the fifth ‘P’ of marketing: premium shopper experience. It cites an Accenture study showing that a quarter of shoppers have gone to another retailer because of a bad experience and just 8% would accept poorer customer service if it means they get a lower price.
With M&S launching an online outlet shop and Tesco trialling virtual fitting rooms via Facebook, it will be interesting to see how retailers also focus on making shopping in-store a brilliant experience.
Greggs - a retailers' case
After more than 10 years of delivering yeast and eggs to local families so they could bake their own bread, John Gregg opened a small bakery on Gosforth High Street in 1951. With a single shop and bakery at the rear, Greggs began to bake superb quality bread, using flour milled from specially selected wheat for that distinctive Greggs taste and texture. Following the death of his father, Ian Gregg took over the family business in 1964. Under Ian's leadership, Greggs developed a reputation for good quality and great value. Greggs also began to grow by acquiring regional bakery retailers across the UK and by the 1970s there were shops in Scotland, Yorkshire and the North West. By the 1990s competition was strong as supermarkets began to make their mark in the bakery market. But Greggs' continued to focus on their strengths: developing fresh, quality food-on-the-go at great value prices.
Today, Greggs has over 1,400 shops. The plan is to open 600 new shops over the next few years. "We still bake our delicious bread every day in our own local bakeries. Our bakers are meticulous and they understand that baking a great loaf is all about precision, timing and experience. Quality is a priority and the people with the friendly faces you see behind the counter at Greggs, expertly make our tasty sandwiches in store every day, using our own fresh bread. And our legendary delicious golden sausage rolls and pasties are all baked on the premises in small amounts, throughout the day, for maximum freshness - just one reason they call us the home of fresh baking".
The Premium shopper experience remains a "hard to compete" parameter for the faceless on-line, abstract competition. In my understanding of marketing, I always fancy a smiling, knowledgeable, non - stereotype front-line employee who will provide me with a quality product.
Sales-reps at the front really make the difference. It is the sales-reps who deal directly with one of the only things that makes money for a company: customers. Recent research by agency Iris puts forward the idea of the ‘outsellers’, those retailers which consider the fifth ‘P’ of marketing: premium shopper experience. It cites an Accenture study showing that a quarter of shoppers have gone to another retailer because of a bad experience and just 8% would accept poorer customer service if it means they get a lower price.
With M&S launching an online outlet shop and Tesco trialling virtual fitting rooms via Facebook, it will be interesting to see how retailers also focus on making shopping in-store a brilliant experience.
Greggs - a retailers' case
After more than 10 years of delivering yeast and eggs to local families so they could bake their own bread, John Gregg opened a small bakery on Gosforth High Street in 1951. With a single shop and bakery at the rear, Greggs began to bake superb quality bread, using flour milled from specially selected wheat for that distinctive Greggs taste and texture. Following the death of his father, Ian Gregg took over the family business in 1964. Under Ian's leadership, Greggs developed a reputation for good quality and great value. Greggs also began to grow by acquiring regional bakery retailers across the UK and by the 1970s there were shops in Scotland, Yorkshire and the North West. By the 1990s competition was strong as supermarkets began to make their mark in the bakery market. But Greggs' continued to focus on their strengths: developing fresh, quality food-on-the-go at great value prices.
Today, Greggs has over 1,400 shops. The plan is to open 600 new shops over the next few years. "We still bake our delicious bread every day in our own local bakeries. Our bakers are meticulous and they understand that baking a great loaf is all about precision, timing and experience. Quality is a priority and the people with the friendly faces you see behind the counter at Greggs, expertly make our tasty sandwiches in store every day, using our own fresh bread. And our legendary delicious golden sausage rolls and pasties are all baked on the premises in small amounts, throughout the day, for maximum freshness - just one reason they call us the home of fresh baking".
The Premium shopper experience remains a "hard to compete" parameter for the faceless on-line, abstract competition. In my understanding of marketing, I always fancy a smiling, knowledgeable, non - stereotype front-line employee who will provide me with a quality product.
Thursday 1 March 2012
How do we recruit and select effective sales-reps in services?
Being involved into Sales Management for a long period of time primarily as a Line Manager and further as an Academic, I strongly believe that there are "needed, required elements" in producing an effective and efficient Sales-Rep in services - the sales-reps' identity in services.
The identity of an effective sales-rep is characterized by a set of inherent features and a set of acquired features.
An combination of the two sets leads to a competitive sales-rep's personality which along with managerial abilities provide Administration with an Idealized Sales-reps' Identity Framework. One may argue that the below indicated lists are representing a realistic framework that applies in every industry / market. This is quite true. One should not forget that an idealized design depends on organizational inputs (e.g. predefined corporate set of skills and competences) and organizational outcomes (e.g. performance metrics, behavioural issues). For the sake of this discussion, we need to agree that selection and recruitment of talented sales-reps, largely depends on corporate expectations, organizational support, sales infrastructure and sales / marketing orientation parameters.
Identity of a Sales-Rep - Inherent features:
a) SELFISH URGE FOR SALES GOALS ACCOMPLISHMENT
b) COMMUNICATION / INTUITION
c) TEAM WORK
d) CREATIVE PROBLEM SOLVING
e) SELF-RESPECT / SELF-CONTROL
f) SYSTEMIC ORGANISATION
g) ENTREPRENEURIAL SPIRIT
This is a set of inherent features that I would personally look for plus the "sparkle in the eyes" of the candidate for a sales-rep's position. This is indeed hard to find and even harder to develop. However, as a "people-oriented" personality, I strongly believe that we could develop a set of ACQUIRED FEATURES such as:
a) POSITIVENESS
b) EDUCATION
c) EXPERIENCE
d) KNOWLEDGE OF THE MARKET / PRODUCT
e) POSITIVE ATTITUDE
It really requires a substantial business effort, money and time in building a competent sales-force team. Recession times call for few, yet competent sales-reps in accomplishing corporate set demanding sales-quotas. Nothing should be left to coincidence. We need to plan and implement Marketing with a long-term perspective investing into people - the human asset capital of a services firm.
The identity of an effective sales-rep is characterized by a set of inherent features and a set of acquired features.
An combination of the two sets leads to a competitive sales-rep's personality which along with managerial abilities provide Administration with an Idealized Sales-reps' Identity Framework. One may argue that the below indicated lists are representing a realistic framework that applies in every industry / market. This is quite true. One should not forget that an idealized design depends on organizational inputs (e.g. predefined corporate set of skills and competences) and organizational outcomes (e.g. performance metrics, behavioural issues). For the sake of this discussion, we need to agree that selection and recruitment of talented sales-reps, largely depends on corporate expectations, organizational support, sales infrastructure and sales / marketing orientation parameters.
Identity of a Sales-Rep - Inherent features:
a) SELFISH URGE FOR SALES GOALS ACCOMPLISHMENT
b) COMMUNICATION / INTUITION
c) TEAM WORK
d) CREATIVE PROBLEM SOLVING
e) SELF-RESPECT / SELF-CONTROL
f) SYSTEMIC ORGANISATION
g) ENTREPRENEURIAL SPIRIT
This is a set of inherent features that I would personally look for plus the "sparkle in the eyes" of the candidate for a sales-rep's position. This is indeed hard to find and even harder to develop. However, as a "people-oriented" personality, I strongly believe that we could develop a set of ACQUIRED FEATURES such as:
a) POSITIVENESS
b) EDUCATION
c) EXPERIENCE
d) KNOWLEDGE OF THE MARKET / PRODUCT
e) POSITIVE ATTITUDE
It really requires a substantial business effort, money and time in building a competent sales-force team. Recession times call for few, yet competent sales-reps in accomplishing corporate set demanding sales-quotas. Nothing should be left to coincidence. We need to plan and implement Marketing with a long-term perspective investing into people - the human asset capital of a services firm.
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