Dr Brian's SmartaMarketing 2

Smarta Marketing Ideas for Smarta Marketers

Relevance of Marketing to Government and Social Service Agencies

Dr. Brian Monger

Growth of Agency Interest in Marketing

Although marketing is appropriate for all government and social service agencies, it becomes increasingly important as more of an agency’s financial costs are shifted directly onto clients and personnel start to recognise that clients have gained control of at least some of the resources that the agency needs to survive. Reduced tax support, increased reliance on revenues derived from direct user pricing, and increased critical scrutiny by citizens causes many agencies to conclude that they have real problems and need to improve their marketing.

 

Their traditional ways of operating were no longer receiving the necessary level of support from appointed or elected officials, or from citizen taxpayers. It became clear that agencies and professional helpers who could not attract satisfied users or clients were unlikely to survive. This feeling of crisis provoked agency personnel to explore marketing concepts and techniques and to accept them as a promising framework for planning and implementing service delivery.

 

Crises force reappraisal of existing operating methods and persuade managers that existing methods/formulas for success are often neither effective nor efficient in meeting the needs and wants of today’s clientele. This has been an effective stimulus for action and change. It has forced many agencies to examine the opportunities offered by marketing concepts and techniques.

 

Now that agencies are experimenting with broader Modern Marketing (not just Promotion/Marketing Communication), the remaining challenge, can be expressed as follows:

 

To further increase acceptance of marketing tools and concepts among public sector managers will require better understanding of modern marketing and the marketing of marketing itself (internal). The task is two-fold. First, it must be demonstrated that marketing is applicable to their organisation/agency second to specific situations. Third, government/public sector managers (like their business counterparts) must be educated to recognise the scope and complexity of Modern (market focus) Marketing

 

Marketing does not require government and social sector agencies to implement a series of highly sophisticated new activities or assign substantial new responsibilities. Indeed, it can be argued that agency personnel are already marketers because they already perform some tactical marketing activities. For this reason, the appropriate question is not whether an organisation should practice marketing or not, but rather whether it will practice it well or poorly.

 

A commitment to marketing offers public sector agencies three major benefits.

 

First, because marketing is a systematic process and offers a framework for decision making, relationships between actions previously regarded as independent are likely to become more apparent. Marketing activities are coordinated to achieve goals and objectives that otherwise might not be attained if they were pursued in an uncoordinated fashion. If, for example, a marketing problem or opportunity is seen only in information terms, or program terms, or distribution terms, it is unlikely to be optimally resolved.

 

Optimal marketing decisions require that all marketing activities and their interactions be reviewed simultaneously and integrated action taken.

 

The second major benefit is that some of the concepts and techniques used by marketers in their decision processes are often unfamiliar to public sector managers because they have not been exposed to these tools in their formal training. Familiarity with these marketing tools is likely to lead to improvements in decision making.

 

Finally, a commitment to marketing is likely to result in more popular and legislative support. To the extent that marketing improves the satisfaction levels of client groups, an agency is likely to receive improved support for its activities from legislators.

 

Interested in this topic? See also my previous article on Government Branding http://wp.me/p2uuvW-6W

And check out the Government Marketing Seminarhttp://www.arkgroupaustralia.com.au/Events-F019GovMarketing.htm

 

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing2.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Join Dr Brians LinkedIn groups:

Marketing – Dr-Brian’s-Marketers-Network  http://www.linkedin.com/groups/Dr-Brians-Marketers-Network-Number-2650856?trk=my_groups-b-grp-v

Manangement/Project Manangement – The Project Management Information Network.  http://www.linkedin.com/groups/Project-Management-Information-Network-Practical-6618103

Brand Development for Government Departments

Brand Development (is Harder) for Government Departments

Dr Brian Monger

Can a Government Department Successfully Develop a Brand Over Time When The Politicians in Charge Want to Make (Short-Term) Changes?

Brand is as important for government departments as it is for any commercial organisation that wants to achieve good results from its activities.

Certainly the basic strategy of developing a successful brand remain the same:

  1. Understanding the target market
  2. Developing Goals and Objectives that are in line with the target market
  3. Positioning the Brand
  4. Credibility
  5. And (importantly) a Long Term Sustainable Position (Consistency)

However, given the regular short term objectives of many politicians in charge of departments is very often to make themselves look good (for re-election) this can make items 2-5 rather hard – especially 3., 4., and five.

Political Myopia

In this context, myopia means narrow, short-term thinking. Such a mind-set can threaten a Department’s activities.

How can a department effectively market unless they have established an effective Brand? How can they develop a Brand over a period of time (it doesn’t happen immediately) when the Government and Departmental ministers do not understand the Brand and its benefits? And even if they do, it is not their own priority?

 

Many people (including politicians) believe their Department does not have a brand. Nothing could be further from the truth. A more accurate assessment would be that their departments have failed to develop and manage their brand. If it is not managed, client/constituent experiences occur by chance or randomly rather than through a tightly integrated, promise-driven, and planned approach, a brand exists, but it suffers from neglect.

 

The development of successful branding, as applied to Government Departments, is usually different from branding in the commercial sector, because there is potential conflict between the Politicians (and especially their political advisors) and the folk trying to develop the marketing mix and the brand.

 

Political forces have a much greater impact on public sector organisations than on private organisations. Popular elections, political appointments, and the political agendas of elected officials tend to have a destabilising effect on government departments because political consensus and program and resource priorities can be changed frequently. This adversely affects the implementation of marketing activities such as mission and objective specification, long range planning, budgeting, pricing, program prioritising, and general operating procedures. Private organisations are not nearly as impacted by the destabilising events that regularly occur in the government arena because, in the private sector, professional managers control resource allocations and tend to be guided by consistent long-term objectives.

 

Most notably, branding in government departments (GD) is about who they are, what they stand for and represent to their market and is not limited to what any particular Product, except in a very broad sense. A government department brand is often equated to their reputation. Think of a GD brand as being synonymous with the institution’s personality— congruent with its mission, defined by its values.

 

Benefits of Branding

A strong Brand offers many advantages including:

  • Enhances Recognition and Trust
  • Helps Build Brand Loyalty
  • Helps With Product Positioning
  • Aids in Introduction of New Projects/Programs/Products

 

The values-centric approach inherent in developing a Brand provides a Department with an anchor to guide long term (sustainable) strategy responses to constituent needs and expectations. The brand is defined by where the organisation’s values and the constituents’ expectations intersect. The brand becomes the filter through which everything is vetted (e.g., strategic directions, resource allocations, hiring decisions, marketing communications and program/Product development). It serves as a lens to strategically focus the institution in the midst of fluid internal and external pressures as well as opportunities.

 

Perhaps the most significant benefit of Brand in for departments is the focus it will bring to the organisation, resulting in a more effective (performing) organisation.

 

For example, The Australian Tax Office. OK very few people “like” the tax man, but (as I suggested to them some years ago when consulting) if more folk appreciate what the ATO does for the nation and is more generally seen as often being helpful and reasonable, then they are likely to find it easier to do their job and will likely bring in more money. Tax payers are less likely to be resentful and cheat less.

 

Another example would be many GD’s who need to get their target market to trust them in order that they can more effectively deliver their services.

 

Interested in this topic? Check out the The Australian Government:
Community and Marketing 2014

http://www.arkgroupaustralia.com.au/Events-F019GovMarketing.htm

 

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing2.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Join Dr Brians LinkedIn groups:

Marketing – Dr-Brian’s-Marketers-Network  http://www.linkedin.com/groups/Dr-Brians-Marketers-Network-Number-2650856?trk=my_groups-b-grp-v

Manangement/Project Manangement – The Project Management Information Network.  http://www.linkedin.com/groups/Project-Management-Information-Network-Practical-6618103

Perceptual Fallacies

Understanding Perception in Buyer and Consumer Behaviour is Very Important

Our normal perceptions do not correspond directly to reality. The things that we percieve (see, hear, smell etc.) are not entirely determined by what our senses detect. Our perceptions are also determined by what we expect, what we know, what we believe.

  • Our perceptions are not photographs, they are constructions – something that our minds manufacture.
  • What we perceive is partially determined by what we know or believe.
  • Constructive perception has survival value – it helps us make sense of the world
  • Seeing is not necessarily believing. Here’s why:

Perceptual Constancies

Our tendency to have perceptual experiences in the absence of stimuli

  • Colour constancy
    • We often perceive an object to be a color because we expect it to be a certain colour.
    • We also perceive colour sometimes when it is physically impossible.  The vision cells in the center of the retina are the only ones that can see colour. Therefore, we should only see colour in the center of our visual field. Objects in our peripheral vision should not appear in colour. But we see colour through the field. Why? Colour constancy!
  • Size constancy – learned perception (does a truck driving in the distance get smaller?)
    • You percieve the size of familiar objects (like a truck) to be the same size no matter how far away they are because you know that distance doesn’t change the size of an object. However, the size of the image on your retina shrinks as an object moves away from you.

Expectation – We perceive what we expect to perceive

  • Flashing light experiment- subjects were told to walk down a hall and stop walking when they saw a light flash. Many subjects stopped walking despite the fact that no flash was given. They simply expected a flash and believed they saw one. Similar experiments have shown subjects who could feel warmth, smell an odor, or feel an electric shock because they expected to.
  • We have all experienced such hallucinations. Have you ever seen the hands on a clock move only to find out that the clock didn’t run? Have you ever heard the phone ring when you were in the shower, but later found it had not rung at all?
  • What other experiences have you had that may have been due to expectation?

Looking for Clarity in Vagueness

When our senses are confronted with a formless stimulus, we often perceive something distinct. We look at clouds, smoke, fuzzy paintings and see shapes that are familiar. This illusion is called pareidolia. Many cases of pareidolia are common:

  • Man in the Moon – a cultural example
    • Samoans see a woman weaving
    • Chinese see a monkey pounding rice
  • Messages in rock music played backwards
  • Man in the shadows – Do you ever feel as though someone is following you?
  • UFOs – we try to make something familiar out of a vague object.

Memory

Our memories are consturctive, not literal

Imagine a scene…How do you look at it? Recall a scene – do you look at it through your own eyes?

Selective memory – Dreams, we have over 250 a night but only remember a few of them.

Judging

We can lead ourselves to believe that something is paranormal or supernatural when it actually isn’t.

 

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing2.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Join Dr Brians LinkedIn groups:

Marketing – Dr-Brian’s-Marketers-Network  http://www.linkedin.com/groups/Dr-Brians-Marketers-Network-Number-2650856?trk=my_groups-b-grp-v

Manangement/Project Manangement – The Project Management Information Network.  http://www.linkedin.com/groups/Project-Management-Information-Network-Practical-6618103

The Unique Selling Proposition – USP

Development of this “central idea,” or what is often called a unique selling proposition, is one of the copywriter’s most difficult tasks, The USP (as it is often abbreviated) originated at the Ted Bates advertising agency in the early 1940s; as its famous originator, author, and agency vice-president, Rosser Reeves, has indicated, however, it has been picked up by hundreds of agencies and has spread from country to country. Unfortunately, it has also become a very misused concept; frequently, it is applied loosely and without understanding to slogans, clever phrases, unusual pictures or sound combinations-in short, to almost anything deemed “different” in copy, layout, or production. We hope our interpretation of the USP will come close to the one intended by Rosser Reeves, but every student of advertising creativity must ultimately develop his or her own.

A USP, Reeves claims, gives leverage to an advertising cam­paign-that extra tug that pulls consumers over the line of indecision or confusion to specific product preference, and then to brand loyalty. Now consider the three words individually.

 

“Unique”

“Unique” refers either to a unique feature of the brand itself  or to a claim not currently being made by competing brands (even though they could if they so desired!).

It is important to point out that today’s Federal Trade Commission does require substantiation of advertising claims, and may take issue with anything presented as “unique.”

 

“Selling”

“Selling refers to sales value. The claim-whatever it is-must be strong enough, important enough, relevant enough, believable enough to convince consumers that it is in their own best interests to try  the brand in question. Consider vegetable juice again, and suppose that V-8 had been developed by a person named Valdimir Van Vaulkenburg! Unique? Certainly-but the consumer’s reaction will merely be: “So what? Who cares?”

There is no sales value in the name Vladimir Van Vaulkenburg. Even if he represented a well-known company, it is doubtful in this day and age that consumers would buy his juice without some idea of its taste and/or nutritional value. On the other hand,  a number of factors motivate consumers today, such as health, convenience, and the desire to care for loved ones; these are the kinds of qualities copywriters should latch onto and develop in the food and beverage line.

 

“Proposition”

“Proposition” refers to a promise: that if the consumer buys a certain product, with the unique feature or claim attached (selling point), he or she will receive a specific benefit. In other words, the USP matches a selling point with a consumer benefit, and does so in a unique way. 

USPs are often difficult to grasp and apply-but they make or break most advertising campaigns. They are really so crucial to creative (and overall communicative) success that they should pretty well fill their respective advertisements. A maxim for copywriters is: one solid USP per ad-and if “additional” selling points and benefits are included, they had best be few in number and relatively minor in importance. (Otherwise, they overpower the USP.)

 

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing2.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Join Dr Brians LinkedIn groups:

Marketing – Dr-Brian’s-Marketers-Network  http://www.linkedin.com/groups/Dr-Brians-Marketers-Network-Number-2650856?trk=my_groups-b-grp-v

Manangement/Project Manangement – The Project Management Information Network.  http://www.linkedin.com/groups/Project-Management-Information-Network-Practical-6618103?

 

 

How to Clone Your Ideal Client

Who is your ideal client?  Do you already work with him or her?

 

Whether you do or don’t, you can create clone after clone of your ideal client (barring conflicts of interest) by taking the following actions:

1)      Write down exactly what your ideal client looks like.  Be specific.

2)      Research where these clients hang out.  Join the associations they join, be where they are as often as possible.  This can include social networks online.

3)      Communicate with them.  Most people will tell you everything you want to know about them or their business if you ask them about it.  People love to talk about themselves, their business, how they got started.

4)      Talk to your current “ideal client” and find out who they know who are like them.  Ask them to introduce you to these new people and provide the new group with information in the form of email correspondence, blog posts, and articles written.

The more often you perform these action items the more chances you will have to meet those who meet your criteria for the “ideal client”.

As always, you must be proactive.  Just waiting for the phone to ring is not going to bring you the clients you want or need.

Is Marketing the Same as Selling? Are Marketing and Sales Different?

Dr. Brian Monger

Is Marketing the Same as Selling?

Only is a broad, somewhat simplistic concept, where “selling” is thought of as the exchange activity. Marketing is an overall Organisational activity (the planning, pricing, promotion, packaging, advertising and selling of any Value Offer (Product. Selling is therefore only a part of the overall Marketing of any Product and therein lies the difference.

Are Marketing and Sales Different?

This is a perenial topic in forums and will get lots of responses – particularly I have found from sales folk.  Their basic message is that Sales and Marketing are different.  Marketers don’t understand Selling.  Sales people are important and underappreciated.

The basic problem with the topic and discussion is that very few participants understand or use the terms correctly.  They only think of “sales” and “marketing” as organisational departments, not as functions.

 

It is difficult to have a useful discussion if the key terms are not understood and agreed

So here are a few useful definitions to help (I hope) the discussions

Marketing

The process of exchange of value between Provider (Seller) and Customer (Buyer).  Involves creating and providing what customers want in return for something they are willing to give (money, time, or membership)

The systematic planning, implementation and control of a mix (see Marketing Mix Strategy) of business activities intended to bring together buyers and sellers for the mutually advantageous exchange or transfer of products (Sale, Hire, Acquisition) for some form of Payment. The process of planning and executing the conception, Product Pricing, Promotion and Place (Distribution) of offers (ideas, goods and services) to create exchanges that satisfy individual and organisational objectives.

(1) The management process responsible for identifying, anticipating and satisfying customer requirements while achieving organisational objectives (including profitably).

(2) Fundamental policy-forming activity devoted to selecting and developing suitable products for sale – promoting and distributing these products in a manner providing the optimum return on capital employed. (Teach Yourself Marketing, John Stapleton, 1975.)

(3) Marketing starts in the market place with the identification of the customers’ needs and wants. It then moves on to determining a means of satisfying these needs and of promoting, selling and supplying a satisfaction. The principal marketing functions might be defined as Marketing Information and Research, Product Planning, Advertising and Promotion, and Distribution.

Marketing is generally thought of as one of the three or four basic activities of all organisations.  Thus – Marketing; Finance and Operations (or Production and HR)

Marketing Department

A division within a company with responsibility for the planning and coordination of all marketing activities

Marketing department marketing/Marketing department orientation
A term used to refer to the orientation of an organisation which has established a separate department to look after its marketing activities, but which is not totally imbued with the marketing philosophy. An orientation in which all marketing activities are brought under the control of one department to improve short-run policy planning and to try to integrate the firm’s activities.

Sale

A sale relates to someone or some organisation buying something. Sales are often confused with the process of Selling. Result – or pinnacle activity involved in selling products (goods and services) in return for payment (money or some other compensation of value to the seller).

The amount of Products (both goods and services) sold in a given period of time. Sales are operating revenues earned by a company when it sells its products.

Sales

The amount of Products(all forms) sold in a given period of time

The simplistic term to mean the “Sales Department.  This is OK except where it confuses the overall activity of the organisation in the Marketing function

Sales department

Sales department is the division of a business or an organization accountable for selling services or products. The department responsible for planning, organising, controlling and evaluating the activities of the sales force.

Selling

Process of persuasion leading to an exchange or trading arrangement.

Personal Selling

One of the possible activities of the Promotional Mix\

The process of making oral commercial representations during a buyer/seller interview situation. Direct, face-to-face communication between buyer and seller. Personal selling is a basic activity and is old as marketing itself . Colloquially referred to as face-to-face selling. Sometimes known as buyer/seller interface.

 

Dr Brian Monger is Executive Director of MAANZ International and an internationally known business consultant with over 45 years of experience assisting both large and small companies with their projects.  He is also a highly effective and experienced trainer and educator

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

In Branding – Look to success in the margins

Dr. Brian Monger

Lets fact it – In the real world, competitive brands seldom differ much from each other. Any market successful innovation tends to be quickly cloned. Nor does much advertising give very different images or values to functionally similar brands, despite what tends to be said about this.

Differentiation?

It is often said that brands need to be differentiated. In a differentiation strategy, a firm seeks to be unique. it selects one or two attributes that many buyers in an industry perceive as important (Michael Porter, 1985).

Differentiation which is successful (in terms of sales) asks to be copied.

If we steal a lead we find the advantage is only temporary. So we rapidly lose our edge and off we go again, striving to get ahead once more. Thus the battle of the brands continues, with broad competitive parity/ over time the normal and natural state of most of our markets.

Me-tooism remains the dominant force in competition. Being competitive means cashing in on one’s competitors’ successes.

So innovation may not the stuff of effective long-term competition, except defensively. One probably cannot afford to be left behind..

The key strategic objective needs to be remembered – to gain a sustainable competitive advantage by building sustained customer loyalty with products (goods and services)

What is brand salience?

According to Neil Barnard and and John Scriven (Ehrenberg, A., Barnard, N., and Scriven, J. (1997). ‘Differentiation or salience’, Journal of Advertising Research, 37/6: 7–14.) If Brand A has more salience than B, it has more people who:

  • Are “aware” of it (for just about any awareness measure)
  • Have it in their active brand repertoires (for frequently bought products)
  • And/or have it in their consideration sets (i.e., brands they might buy)
  • Are familiar with the brand
  • Feel it has brand assurance (e.g., retail availability, after-sales service, etc.)
  • Have positive attribute beliefs about Brand A
  • Regard it as value for money
  • Harbour intentions to buy and/or to use it in the future (and do so)
  • Would buy-A-if-their-usual-brand-was not-available
  • Choose A in a named product test
  • Note and recall its advertisements (by and large)
  • “Talk more often and more richly about it in focus groups
  • Are “loyal” to A (by any measure of loyalty)

Salience is about how many consumers regard it well, or “well enough,” or see it as “salient”

So – the real differences need to occur in what we see as the margin . That is ensuring competitive brands will differ in emotional features (e.g., brands have different personalities) which link with specific target segment desires. The real differentiation is understanding that a brand’s true salience and value lives inside consumers minds and help them identify products that promise them a certain set of benefits.

 

Dr Brian Monger is Executive Director of MAANZ International and an internationally known business consultant with over 45 years of experience assisting both large and small companies with their projects.  He is also a highly effective and experienced trainer and educator

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Why They Don’t Get the Message

Dr Brian Monger

People use a sophisticated psychological defence mechanism to filter out unwanted information. This mechanism consists of four “rings of defence”:

Selective Exposure.

People tend to seek out only that information which agrees with their existing attitudes or beliefs.

Selective Attention.

People tune out communication that goes against their attitudes or beliefs, or they pay attention only to parts that reinforce their positions, forgetting the dissonant parts. This is why two people with differing points of view can come to different conclusions about the same message. Each of them is tuning out the parts with which they disagree.

Selective Perception

People seek to interpret information so that it agrees with their attitudes and beliefs. This accounts for a lot of misinterpretation of messages. Some people don’t block out dissonant information; they simply reinterpret it so that it matches their preconceptions.

Selective Retention.

People tend to let psychological factors influence their recall of information. In other words, we forget the unpleasant or block out the unwanted. This also means that people tend to be more receptive to messages presented in pleasant environments

 

Dr Brian Monger is Executive Director of MAANZ International and an internationally known business consultant with over 45 years of experience assisting both large and small companies with their projects.  He is also a highly effective and experienced trainer and educator

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Guerrilla, Viral and Ambush Marketing

Dr Bian Monger
Guerrilla marketing is unconventional marketing activities intended to get maximum results from minimal resources. It is more about matching creative idea and wits than matching budgets. Rather than marching their marketing dollars, guerrilla marketers snipe away with their marketing resources for maximum impact.
Undercover marketing is a subset of guerrilla marketing where the buyer doesn’t realise they’re being marketed to. For example, a marketing company might pay an actor or socially adept person to use a certain product visibly and convincingly in locations where target segments congregate. The actor will talk up the product to people they befriend in that location, even handing out samples if it is economically feasible.

Undercover marketing is also know as buzz marketing or stealth marketing.

The goal of any undercover campaign is to generate buzz. Spontaneous word of mouth, or buzz, is free, can reach consumers isolated from all other media, and unlike conventional media, consumers tend to trust it. Marketers find it very hard to predict buzz let alone generate it on demand. However when it works, undercover marketing does exactly that: an ideal consumer from the example above will not only begin using that product themselves, but will also tell their friends about it, inciting a planned viral marketing campaign that looks spontaneous.

Viral marketing refers to marketing techniques that seek to exploit pre-existing social networks to produce exponential increases in brand awareness, through viral processes similar to the spread of an epidemic. The term “viral advertising” refers to the idea that people will pass on and share cool and entertaining content; this is often sponsored by a brand, which is looking to build awareness of a product or service. These viral commercials often take the form of funny video clips, or interactive Flash games, images, and even text.

Ambush Marketing refers to the strategic placement of marketing material and promotions at events that will attract consumer and media attention. It has been defined as “the practice whereby another firm, seeks association with the sponsored activity without payment to the activity owner”. This company attempts to deflect some of the audience attention away from the sponsor to itself.

 

Did you find this article useful?  Please let us know

These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing2.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Join Dr Brians LinkedIn groups:

Marketing – Dr-Brians-Marketers-Network  http://www.linkedin.com/groups/Dr-Brians-Marketers-Network-Number-2650856

Manangement/Project Manangement – The Project Management Information Network.  http://www.linkedin.com/groups/Project-Management-Information-Network-Practical-6618103

Come on over and share more great information and ideas.

Increasing Training Effectiveness

Dr. Brian Monger

Establishing an open and encouraging internal climate to increase training effectiveness

Normally, people returning from a course are left almost alone.

The supervisor is not very interested in what they have learned and how to make use of new ideas and factual knowledge.  The employees are, at best, left alone to implement new ideas.  Even more frequently, the returning employees realise that everybody, especially the boss, is totally uninterested in what they have learned.  Sometimes they get the impression that the fact that they have been away for training has only created problems, for example, with under-capacity.  Nobody seems to care about any positive effects of the course.

In such situations, any new idea and favourable-attitude effects are rapidly destroyed.

Instead, the manager or supervisor should encourage the employees to implement new ideas and help them realising how they could be applied in their specific environment.  Moreover, some on-the-premises training is often helpful and encouraging as a continuation of the course or training program.

The management style demonstrated in the daily job by managers and supervisors has an immediate impact on the job environment and internal climate.  Probably, recognition is the issue that keeps it going.  It may sound soft, but it is critical. The mere way of managing is, therefore, an internal marketing issue.

Joint planning and decision making with the employees involved is a means of achieving commitment in advance to further actions that emerge from the planning process.

The need for information and feedback 

Here, the supervisor has a key role.  Moreover, he or she is responsible for creating an open climate where service-related and customer-related issues are raised and discussed.

Management support and the internal interactive communication are the predominant tools of the attitude management aspect of internal marketing, but they are, of course, key ingredients of communication management as well.

 

Dr Brian Monger is Executive Director of MAANZ International and an internationally known consultant with over 45 years of experience assisting both large and small companies with their projects.  He is a specialist in negotiation and behaviour He is also a highly effective and experienced trainer and educator

He is very well known and highly regarded as a Linked In groups manager

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These articles are usually taken from notes from a MAANZ course.  If you are interested in obtaining the full set of notes (and a PowerPoint presentation) please contact us – info@marketing.org.au

Also check out other articles on http://smartamarketing2.wordpress.com

MAANZ International website http://www.marketing.org.au

Smartamarketing Slideshare (http://www.slideshare.net/bmonger)

Join Dr Brians LinkedIn groups:

Marketing – Dr-Brians-Marketers-Network  http://www.linkedin.com/groups/Dr-Brians-Marketers-Network-Number-2650856?trk=my_groups-b-grp-v

Manangement/Project Manangement – The Project Management Information Network.  http://www.linkedin.com/groups/Project-Management-Information-Network-Practical-6618103?

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