Chief Economist
Marketing
Friday, November 9, 2012
Chief Economist
Tuesday, November 6, 2012
Online Marketing Updates This Week
A lot of interesting things happened this week, and I think each of them are worth reading about. From blogging reviews creating potential issues with the FTC, to Amazon shutting down it’s affiliate program in North Carolina, changes at LinkedIn (and possibly the direction of the social media site for professionals), to Google as blood suckers of the news industry, and SEO tips for building your personal brand.
Online Marketing News This Week
Should You Fear the FTC’s Sponsored Blogging Crackdown?
It appears the Federal Trade Commission is continuing its sloth-like race to enact new standards for bloggers that don’t currently disclose compensated endorsements.
The AP does its best to make bloggers out to be “quite different” from the “journalists” that work for mainstream media–and therefore must all be on the up-and-up, right? So, I’ll spare you the fluff and cut to the chase.
Bye Bye To Amazon Affiliates In North Carolina » Pirate’s Cove
You might, or might not, notice that all Amazon ads are gone. Why? Because North Carolina was going to tax the heck out of them, so, Amazon called their bluff. I knew it was coming, but, the email I recieved this morning is below
Changing Of The Guard: Jeff Weiner Takes CEO Spot At LinkedIn
LinkedIn had a management shakeup last December – CEO Dan Nye stepped down. Founding CEO Reid Hoffman stepped in again and former Yahoo exec Jeff Weiner joined the company as President…
Google “Sucking the Blood” Out of the Anemic Newspaper Industry
Dow Jones Chief Executive Les Hinton has been bitten by a vampire. He claims that Google is the “digital vampire” that has been “sucking the blood” out of the newspaper industry.
SEO Tips For Building Your Personal Brand
Most firms now recognize the importance of developing a powerful online brand. Now, an increasing number of professionals have started to recognize the benefits of developing a personal brand.
Friday, August 17, 2012
Successful Forum Marketing
12 Keys to Successful Forum Marketing
How to market your business using online forums
1. Find the right forums
- Look for forums that have at least 1,000 members and 10,000 posts.
- Make sure the forum gets at least ten to fifteen new posts on a daily basis.
- Ignore forums that are overrun by spam.
- Avoid forums hosted by your direct competitors.
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2. Create an account as soon as possible
3. Check the user agreement and posting guidelines
- Are users allowed to place links in their posts?
- Are users allowed to promote their own businesses?
- Are users allowed to post commercial messages in their signatures?
- Are users allowed to contact other members for commercial purposes?
- What restrictions are placed on new users?
- What special privileges are given to veteran users?
4. Pick a good user name and avatar
5. Create a compelling profile
6. Introduce yourself
7. Spend some time lurking
8. Make valuable contributions to the community
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9. Put your website's address in your signature
10. Stay away from drama
- Constantly remind yourself that your mission here is to build good will for your business.
- Stay away from charged topics like politics or religion.
- Resist the urge to respond to criticism. If you have to answer, at least give yourself a couple of hours to cool off before responding.
- Use emoticons to indicate when you are being facetious.
- End discussions the moment you sense that it is getting contentious. Just say you agree to disagree and that you want to move on to other more pleasant topics.
11. Create win-win marketing campaigns
12. Be careful how you outsource forum marketing
Friday, January 27, 2012
Financial Advisor Marketing
2011 is almost over and planning for the next year can get lost in the business of the of the holiday season. However, the best way to get 2012 off to a great start is to put some thought into your 2012 marketing plan outlining where you want to go and how you plan to get there.
For small business owners, your marketing plan can make all of the difference in your success. As you get ready to leap into the New Year, taking the time to develop a marketing plan will help keep you on track, ensure you are spending your marketing dollars effectively, and give you the focus you need to succeed.
I asked other small businesses for their thoughts on how to build a successful small business marketing plan for 2012 and received many responses. Small businesses are taking a hard look at what worked and what did not work in 2011 so that they can focus their marketing dollars in the most profitable places. Others are looking for creative and innovative ways to expand their reach without expanding their marketing budget. To help you build the best marketing plan for your business, I pulled together the most consistent themes, sprinkled them with a bit of my own experience, and let the small businesses speak for themselves.
1. Begin at the End
In order to ensure you pick the best tactics and strategies to meet your marketing goals for 2012, you need to be clear about your goals. What do you need marketing to do for you in 2012? Are you looking to expand your market presence, bring in more customers, generate more leads, or break into a new market?
Beth Walsh from Clearpoint Agency, Inc. explained how they develop their marketing plan for the coming year.
We have several methods that we use to plan our marketing tactics, including a news release schedule and blog schedule, both of which are set-up as Excel spreadsheets. However, first, we are having a planning meeting with our staff of five where we will do a workshop on our key messages for the upcoming year. We plan our key messages based on what is true about our company culture and the services we deliver for clients and then we look for ways to differentiate from the competitors. We review competitors, look at their websites, marketing activities and press-pickup, and then we review our own in comparison.
2. Learn from Last Year
Look at your marketing plans for 2011 and compare them to actual results. Where were your marketing dollars most effective? Where were you unsuccessful in achieving the results you expected? What lessons can you learn from last year that will help increase the effectiveness of your marketing spend next year?
Catherine B. Ahles from Premier Aircraft Sales explained how experience dictates their marketing strategy.
Today, most aircraft purchasers do the bulk of their “hunting” online, rather than at their local airports. In 2012, we will be doing even more online advertising as well as creating more landing pages and other web-based tools. Incentives have become more important too. We will be offering things like free fuel for a year with purchase of a new aircraft. Also, we are still figuring out how to use Facebook to aid our customers in keeping up with new developments of interest. Our print advertising will go to bare minimum, and we will cease doing open houses and any trade shows except the very largest.
3. Stop Doing What Doesn’t Work
Understanding what worked and what didn’t is the first step, but in order to use that information effectively, you must also stop doing those things that aren’t working. For some small businesses, this can be difficult, especially when what isn’t working is one of those “marketing things” that every business is supposed to do.
Chris Tobias from School Skills shared this with me.
In 2012, we will no longer pay for advertising that does not directly drive sales. We will only pay for results. This means affiliate programs and partnering with publications to pay them based on the sales an ad produces rather than just paying for ad space. It means no more pay per click or pay for space. After spending a year and a half attempting to optimize click through conversion rates, design high quality marketing communications and locate appropriate advertising vehicles we have discovered that we are not advertising experts. We have also discovered that the risk for advertising success lies entirely with us. If we buy media space in a publication that does not produce results we lose both time and money.
4. Be Specific
It is always easier to hit the bull’s-eye on a target if you can see what the bull’s-eye looks like. Imagine you are shooting an arrow at a target that only has the giant red circle around the outside. It would be pretty hard to hit the center of the bull’s-eye without any other point of reference. Now think of that target as your 2012 marketing plan. If your marketing goal is to expand your social media presence, you only have a giant red circle to aim at. By planning out specific activities and actions as part of your marketing plan, you are effectively adding the other circles to the target that enable you to zero in on the bull’s-eye.
Leanne Hoagland-Smith from Increase Sales Coach talked me through the specific actions she included in her marketing plan for 2012.
Since 2005, I have been engaged in education based marketing with a primary component of article marketing. I plan to continue those efforts through at least 1 new article per week. Currently, I secure two new clients from inbound marketing activities each month and want that to double that in 2012. Continually updating the website is also critical as trends change keywords. Each morning I invest 1.5 hrs into marketing, the goal is to increase marketing activities by 20% as I have a new solution that will be offered in the summer of 2012. Blog posting must remain at an average of 5 per week. As I have expanded into Facebook through business pages, daily postings must be maintained on these pages as well.
5. Just do It
One of the biggest mistakes that I see businesses make when it comes to marketing is that they don’t take the time to put together a marketing plan at all. Their marketing plan consists of following the latest fad just because everyone says it’s the “thing” to do, without really taking the time to analyze if it’s the right marketing strategy for their business. So take some time now at the end of the year to put together your 2012 marketing strategy based on these tips and your experience. You’ll be rewarded with better results.
Are you in the process of writing your marketing plan for 2012? What are your tips? Share them here along with the link to your website. We always love hearing from you!
Want to get more inexpensive and practical small business marketing ideas, grab a free ebook called “Build Buzz for Your Biz, 23 Creative and Inexpensive Marketing Strategies That Will Get You Noticed” at http://23kazoos.com.
Wendy Kenney is the bestselling author of How to Build Buzz for Your Business available on Amazon.com, and has been featured in the Wall Street Journal, USA Today, and Newsday.
Marketing, Marketing, Business Plan, Marketing Plan
This is a guest post from Amplify Interactive’s partner at Business.com.
This is the first guest post we’ve put up on our site. We plan to bring more good content onto our blog from partners, colleagues, and experts. What do you think? Let us know in the comments.
Does Your B2B Marketing Plan for 2012 Involve More or Less Social Media?
With 2012 kicking off, it is important for B2B marketers to have a fix on whether or not social media will play an important role in their marketing efforts over the next 12 months.
For some marketers, social media has already paid major dividends in leading their businesses to more exposure and sales for that matter. Others, however, have been slow to adapt social media into their marketing plans, be it to lack of planning, shortage of faith or a combination of both.
When you stop to look at the various studies on social media and its importance to B2B marketers, the numbers are quite frankly randomly scattered.
According to a survey from email and social media marketer StrongMail, more than 50 percent of B2B marketers report they will be adding to their marketing budgets over the next 12 months, while just eight percent plan to decrease their efforts.
For those planning on additional marketing, 55 percent said increases will go towards social media efforts, i.e. LinkedIn, Facebook and Twitter, while 68 percent report they will do more to integrate social media with their email marketing plans. Lastly, 64 percent state that awareness building proved the most important feature when it came to social media.
Meantime, a BtoB Magazine report claims that 93 percent of all B2B marketers are currently using some means of social media marketing, with the majority utilizing the best-known sites, i.e. Facebook, Twitter and LinkedIn. The exact numbers broke down to the following:
- 72 percent use LinkedIn;
- 71 percent use Facebook;
- 67 percent use Twitter;
- 48 percent use YouTube;
- 44 percent blog;
- 22 percent participate in online communities.
So, such numbers would seem to indicate many B2B marketers are using social media, but don’t let the data fool you. As it turns out, many marketing pros still report a number of obstacles when it comes to integrating social media into their marketing efforts.
According to the survey, 70 percent of B2B marketers named a shortage of resources as the biggest stumbling block to properly implementing a social media plan. Among the other challenges was:
- 57 percent reporting badly defined success metrics and critical performance measurements;
- 44 percent noting a shortage of knowledge when it comes to social media;
- 22 percent stating management resistance.
While the survey did not break down the reasoning for the 22 percent showing resistance to using social media in their marketing plans, it is safe to say that some older marketers, those who have not been exposed as much to SM as younger professionals, may feel it is not worth their time and effort.
In the event you want your 2012 marketing efforts to include more emphasis on social media, keep these factors in mind:
- Become engaged – In the event your company’s marketing efforts presently do not include sites like Facebook, Twitter, LinkedIn and Google+ then make those priorities in January. On Facebook, set up a fan page. With Twitter, you can share industry links with articles on trends and more. LinkedIn works as a great business resource, while Google+ allows you to construct a circle of friends, exposing them to your marketing efforts;
- Construct your brand – With a strong emphasis on social media, you can increase your company’s B2B brand awareness, better your rank among search engines, and provide both present and potential clients with added reason to want to visit your company’s Web site;
- Measure your results – It is certainly not unheard of to come across B2B marketers who are not effectively measuring their social media efforts. So, why employ a social media strategy if you’re not going to measure the results? You want to see who is engaging in your social media efforts, where they are coming from, what specifically is of interest to them and more. Recording such analytics will help you better focus your social media efforts, letting you know where there needs to be more effort and improvement.
While social media is not the end all of your marketing efforts, it can and should play a major role in your plans for 2012. If it doesn’t, you’re simply being anti-social.
About the Author: Dave Thomas, who covers among other items starting a business, writes extensively for Business.com, an online resource destination for businesses of all sizes to research, find, and compare the products and services they need to run their businesses.
Get Amplify Interactive’s SEM Secrets whitepaper, which covers the topic of integrating SEO & Social Media Marketing.
Thursday, January 19, 2012
strategic planning - the link with marketing
Introduction
Businesses that succeed do so by creating and keeping customers. They do this by providing better value for the customer than the competition.
Marketing management constantly have to assess which customers they are trying to reach and how they can design products and services that provide better value (“competitive advantage”).
The main problem with this process is that the “environment” in which businesses operate is constantly changing. So a business must adapt to reflect changes in the environment and make decisions about how to change the marketing mix in order to succeed. This process of adapting and decision-making is known as marketing planning.
Where does marketing planning fit in with the overall strategic planning of a business?
Strategic planning is concerned about the overall direction of the business. It is concerned with marketing, of course. But it also involves decision-making about production and operations, finance, human resource management and other business issues.
The objective of a strategic plan is to set the direction of a business and create its shape so that the products and services it provides meet the overall business objectives.
Marketing has a key role to play in strategic planning, because it is the job of marketing management to understand and manage the links between the business and the “environment”.
Sometimes this is quite a straightforward task. For example, in many small businesses there is only one geographical market and a limited number of products (perhaps only one product!).
However, consider the challenge faced by marketing management in a multinational business, with hundreds of business units located around the globe, producing a wide range of products. How can such management keep control of marketing decision-making in such a complex situation? This calls for well-organised marketing planning.
What are the key issues that should be addressed in strategic and marketing planning?
The following questions lie at the heart of any marketing and strategic planning process:
• Where are we now?
• How did we get there?
• Where are we heading?
• Where would we like to be?
• How do we get there?
• Are we on course?
Why is marketing planning essential?
Businesses operate in hostile and increasingly complex environment. The ability of a business to achieve profitable sales is impacted by dozens of environmental factors, many of which are inter-connected. It makes sense to try to bring some order to this chaos by understanding the commercial environment and bringing some strategic sense to the process of marketing products and services.
A marketing plan is useful to many people in a business. It can help to:
• Identify sources of competitive advantage• Gain commitment to a strategy
• Get resources needed to invest in and build the business
• Inform stakeholders in the business
• Set objectives and strategies
• Measure performance
Saturday, September 24, 2011
Marketing Plan
There are two major components to your marketing strategy:
- how your enterprise will address the competitive marketplace
- how you will implement and support your day to day operations.
In the process of creating a marketing strategy you must consider many factors. Of those many factors, some are more important than others. Because each strategy must address some unique considerations, it is not reasonable to identify 'every' important factor at a generic level. However, many are common to all marketing strategies. Some of the more critical are described below.
You begin the creation of your strategy by deciding what the overall objective of your enterprise should be. In general this falls into one of four categories:
- If the market is very attractive and your enterprise is one of the strongest in the industry you will want to invest your best resources in support of your offering.
- If the market is very attractive but your enterprise is one of the weaker ones in the industry you must concentrate on strengthening the enterprise, using your offering as a stepping stone toward this objective.
- If the market is not especially attractive, but your enterprise is one of the strongest in the industry then an effective marketing and sales effort for your offering will be good for generating near term profits.
- If the market is not especially attractive and your enterprise is one of the weaker ones in the industry you should promote this offering only if it supports a more profitable part of your business (for instance, if this segment completes a product line range) or if it absorbs some of the overhead costs of a more profitable segment. Otherwise, you should determine the most cost effective way to divest your enterprise of this offering.
- A COST LEADERSHIP STRATEGY is based on the concept that you can produce and market a good quality product or service at a lower cost than your competitors. These low costs should translate to profit margins that are higher than the industry average. Some of the conditions that should exist to support a cost leadership strategy include an on-going availability of operating capital, good process engineering skills, close management of labor, products designed for ease of manufacturing and low cost distribution.
- A DIFFERENTIATION STRATEGY is one of creating a product or service that is perceived as being unique "throughout the industry". The emphasis can be on brand image, proprietary technology, special features, superior service, a strong distributor network or other aspects that might be specific to your industry. This uniqueness should also translate to profit margins that are higher than the industry average. In addition, some of the conditions that should exist to support a differentiation strategy include strong marketing abilities, effective product engineering, creative personnel, the ability to perform basic research and a good reputation.
- A FOCUS STRATEGY may be the most sophisticated of the generic strategies, in that it is a more 'intense' form of either the cost leadership or differentiation strategy. It is designed to address a "focused" segment of the marketplace, product form or cost management process and is usually employed when it isn't appropriate to attempt an 'across the board' application of cost leadership or differentiation. It is based on the concept of serving a particular target in such an exceptional manner, that others cannot compete. Usually this means addressing a substantially smaller market segment than others in the industry, but because of minimal competition, profit margins can be very high.
Having defined the overall offering objective and selecting the generic strategy you must then decide on a variety of closely related operational strategies. One of these is how you will price the offering. A pricing strategy is mostly influenced by your requirement for net income and your objectives for long term market control. There are three basic strategies you can consider.
- A SKIMMING STRATEGY
If your offering has enough differentiation to justify a high price and you desire quick cash and have minimal desires for significant market penetration and control, then you set your prices very high. - A MARKET PENETRATION STRATEGY
If near term income is not so critical and rapid market penetration for eventual market control is desired, then you set your prices very low. - A COMPARABLE PRICING STRATEGY
If you are not the market leader in your industry then the leaders will most likely have created a 'price expectation' in the minds of the marketplace. In this case you can price your offering comparably to those of your competitors.
To sell an offering you must effectively promote and advertise it. There are two basic promotion strategies, PUSH and PULL.
- The PUSH STRATEGY maximizes the use of all available channels of distribution to "push" the offering into the marketplace. This usually requires generous discounts to achieve the objective of giving the channels incentive to promote the offering, thus minimizing your need for advertising.
- The PULL STRATEGY requires direct interface with the end user of the offering. Use of channels of distribution is minimized during the first stages of promotion and a major commitment to advertising is required. The objective is to "pull" the prospects into the various channel outlets creating a demand the channels cannot ignore.
- Product Comparison advertising
In a market where your offering is one of several providing similar capabilities, if your offering stacks up well when comparing features then a product comparison ad can be beneficial. - Product Benefits advertising
When you want to promote your offering without comparison to competitors, the product benefits ad is the correct approach. This is especially beneficial when you have introduced a new approach to solving a user need and comparison to the old approaches is inappropriate. - Product Family advertising
If your offering is part of a group or family of offerings that can be of benefit to the customer as a set, then the product family ad can be of benefit. - Corporate advertising
When you have a variety of offerings and your audience is fairly broad, it is often beneficial to promote your enterprise identity rather than a specific offering.
You must also select the distribution method(s) you will use to get the offering into the hands of the customer. These include:
- On-premise Sales involves the sale of your offering using a field sales organization that visits the prospect's facilities to make the sale.
- Direct Sales involves the sale of your offering using a direct, in-house sales organization that does all selling through the Internet, telephone or mail order contact.
- Wholesale Sales involves the sale of your offering using intermediaries or "middle-men" to distribute your product or service to the retailers.
- Self-service Retail Sales involves the sale of your offering using self service retail methods of distribution.
- Full-service Retail Sales involves the sale of your offering through a full service retail distribution channel.
The Environment
Environmental factors positively or negatively impact the industry and the market growth potential of your product/service. Factors to consider include:
- Government actions - Government actions (current or under consideration) can support or detract from your strategy. Consider subsidies, safety, efficacy and operational regulations, licensing requirements, materials access restrictions and price controls.
- Demographic changes - Anticipated demographic changes may support or negatively impact the growth potential of your industry and market. This includes factors such as education, age, income and geographic location.
- Emerging technology - Technological changes that are occurring may or may not favor the actions of your enterprise.
- Cultural trends - Cultural changes such as fashion trends and life style trends may or may not support your offering's penetration of the market
It is essential to understand the market segment(s) as defined by the prospect characteristics you have selected as the target for your offering. Factors to consider include:
- The potential for market penetration involves whether you are selling to past customers or a new prospect, how aware the prospects are of what you are offering, competition, growth rate of the industry and demographics.
- The prospect's willingness to pay higher price because your offering provides a better solution to their problem.
- The amount of time it will take the prospect to make a purchase decision is affected by the prospects confidence in your offering, the number and quality of competitive offerings, the number of people involved in the decision, the urgency of the need for your offering and the risk involved in making the purchase decision.
- The prospect's willingness to pay for product value is determined by their knowledge of competitive pricing, their ability to pay and their need for characteristics such as quality, durability, reliability, ease of use, uniformity and dependability.
- Likelihood of adoption by the prospect is based on the criticality of the prospect's need, their attitude about change, the significance of the benefits, barriers that exist to incorporating the offering into daily usage and the credibility of the offering.
You should be thoroughly familiar with the factors that establish products/services as strong contenders in the marketplace. Factors to consider include:
- Whether some or all of the technology for the offering is proprietary to the enterprise.
- The benefits the prospect will derive from use of the offering.
- The extent to which the offering is differentiated from the competition.
- The extent to which common introduction problems can be avoided such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
- The potential for product obsolescence as affected by the enterprise's commitment to product development, the product's proximity to physical limits, the ongoing potential for product improvements, the ability of the enterprise to react to technological change and the likelihood of substitute solutions to the prospect's needs.
- Impact on customer's business as measured by costs of trying out your offering, how quickly the customer can realize a return from their investment in your offering, how disruptive the introduction of your offering is to the customer's operations and the costs to switch to your offering.
- The complexity of your offering as measured by the existence of standard interfaces, difficulty of installation, number of options, requirement for support devices, training and technical support and the requirement for complementary product interface.
It is essential to know who the competition is and to understand their strengths and weaknesses. Factors to consider include:
- Each of your competitor's experience, staying power, market position, strength, predictability and freedom to abandon the market must be evaluated.
An honest appraisal of the strength of your enterprise is a critical factor in the development of your strategy. Factors to consider include:
- Enterprise capacity to be leader in low-cost production considering cost control infrastructure, cost of materials, economies of scale, management skills, availability of personnel and compatibility of manufacturing resources with offering requirements.
- The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
- The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.
- The prominence of the enterprise.
- The competence of the management team.
- The adequacy of the enterprise's infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
- The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, creditors, investors and other outside influences.
- Freedom from having to deal with legal problems.
A review of the strength and viability of the product/service development program will heavily influence the direction of your strategy. Factors to consider include:
- The strength of the development manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the development personnel.
- Personnel who understand the relevant technologies and are able to perform the tasks necessary to meet the development objectives.
- Adequacy and appropriateness of the development tools and equipment.
- The necessary funding to achieve the development objectives.
- Design specifications that are manageable.
You should review your enterprise's production organization with respect to their ability to cost effectively produce products/services. The following factors are considered:
- The strength of production manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the manufacturing personnel.
- Economies of scale allowing the sharing of operations, sharing of production and the potential for vertical integration.
- Technology and production experience
- The necessary production personnel skill level and/or the enterprise's ability to hire or train qualified personnel.
- The ability of the enterprise to limit suppliers bargaining power.
- The ability of the enterprise to control the quality of raw materials and production.
- Adequate access to raw materials and sub-assembly production.
The marketing and sales organization is analyzed for its strengths and current activities. Factors to consider include:
- Experience of Marketing/Sales manager including contacts in the industry (prospects, distribution channels, media), familiarity with advertising and promotion, personal selling capabilities, general management skills and a history of profit and loss responsibilities.
- The ability to generate good publicity as measured by past successes, contacts in the press, quality of promotional literature and market education capabilities.
- Sales promotion techniques such as trade allowances, special pricing and contests.
- The effectiveness of your distribution channels as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
- Advertising capabilities including media relationships, advertising budget, past experience, how easily the offering can be advertised and commitment to advertising.
- Sales capabilities including availability of personnel, quality of personnel, location of sales outlets, ability to generate sales leads, relationship with distributors, ability to demonstrate the benefits of the offering and necessary sales support capabilities.
- The appropriateness of the pricing of your offering as it relates to competition, price sensitivity of the prospect, prospect's familiarity with the offering and the current market life cycle stage.
The strength of the customer service function has a strong influence on long term market success. Factors to consider include:
- Experience of the Customer Service manager in the areas of similar offerings and customers, quality control, technical support, product documentation, sales and marketing.
- The availability of technical support to service your offering after it is purchased.
- One or more factors that causes your customer support to stand out as unique in the eyes of the customer.
- Accessibility of service outlets for the customer.
- The reputation of the enterprise for customer service.
After defining your strategy you must use the information you have gathered to determine whether this strategy will achieve the objective of making your enterprise competitive in the marketplace. Two of the most important assessments are described below.
Cost To Enter Market
This is an analysis of the factors that will influence your costs to achieve significant market penetration. Factors to consider include:
- Your marketing strength.
- Access to low cost materials and effective production.
- The experience of your enterprise.
- The complexity of introduction problems such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
- The effectiveness of the enterprise infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
- Distribution effectiveness as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
- Technological efforts likely to be successful as measured by the strength of the development organization.
- The availability of adequate operating capital.
This is an analysis of the factors that could influence the potential for generating and maintaining profits over an extended period. Factors to consider include:
- Potential for competitive retaliation is based on the competitors resources, commitment to the industry, cash position and predictability as well as the status of the market.
- The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
- The intensity of competitive rivalry as measured by the size and number of competitors, limitations on exiting the market, differentiation between offerings and the rapidity of market growth.
- The ability of the enterprise to limit suppliers bargaining power.
- The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.
- The availability of substitute solutions to the prospect's need.
- The prospect's bargaining power as measured by the ease of switching to an alternative, the cost to look at alternatives, the cost of the offering, the differentiation between your offering and the competition and the degree of the prospect's need.
- Market potential for new products considering market growth, prospect's need for your offering, the benefits of the offering, the number of barriers to immediate use, the credibility of the offering and the impact on the customer's daily operations.
- The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, investors and other outside influences.