As a BD Managing Director Dhouby Ghaut, its very critical for you to understand developing brand strategy is extremely critical. The most important asset your company has is its brand. Quite simply, it drives the direction of your business. So you should definitely have a well thought out brand strategy in place.
Increasing competition in business develops similar products with good quality from different manufacturers. But only an effective, innovative and New Innovations & planning can make your business and products more popular.
For your profession as BD Managing Director Dhouby Ghaut it becomes your responsibility to stay connected with like-minded supporting industry experts who can guide and help you deal with your day to day work issues.
A Comparative Marketing Strategy Analysis Between Starbucks and Caffe Nero
If you are entrepreneurial in nature owning a business is very exciting adventure. It can also be the most difficult thing for you to get into if you are not prepared.
Market segmentation is widely defined as being a complex process consisting in two main phases:
- identification of broad, large markets
- segmentation of these markets in order to select the most appropriate target markets and develop Marketing mixes accordingly.
Everyone within the Marketing world knows and speaks of segmentation yet not many truly understand its underlying mechanics, thus failure is just around the corner. What causes this? It has been documented that most marketers fail the segmentation exam and start with a narrow mind and a bunch of misconceptions such as "all teenagers are rebels", "all elderly women buy the same cosmetics brands" and so on. There are many dimensions to be considered, and uncovering them is certainly an exercise of creativity.
The most widely employed model of market segmentation comprises 7 steps, each of them designed to encourage the marketer to come with a creative approach.
STEP 1: Identify and name the broad market
You have to have figured out by this moment what broad market your business aims at. If your company is already on a market, this can be a starting point; more options are available for a new business but resources would normally be a little limited.
The biggest challenge is to find the right balance for your business: use your experience, knowledge and common sense to estimate if the market you have just identified earlier is not too narrow or too broad for you.
STEP 2: Identify and make an inventory of potential customers' needs
This step pushes the creativity challenge even farther, since it can be compared to a brainstorming session.
What you have to figure out is what needs the consumers from the broad market identified earlier might have. The more possible needs you can come up with, the better.
Got yourself stuck in this stage of segmentation? Try to put yourself into the shoes of your potential customers: why would they buy your product, what could possibly trigger a buying decision? Answering these questions can help you list most needs of potential customers on a given product market.
STEP 3: Formulate narrower markets
McCarthy and Perreault suggest forming sub-markets around what you would call your "typical customer", then aggregate similar people into this segment, on the condition to be able to satisfy their needs using the same Marketing mix.
Start building a column with dimensions of the major need you try to cover: this will make it easier for you to decide if a given person should be included in the first segment or you should form a new segment. Also create a list of people-related features, demographics included, for each narrow market you form - a further step will ask you to name them.
There is no exact formula on how to form narrow markets: use your best judgement and experience. Do not avoid asking opinions even from non-Marketing professionals, as different people can have different opinions and you can usually count on at least those items most people agree on.
STEP 4: Identify the determining dimensions
Carefully review the list resulted form the previous step. You should have by now a list of need dimensions for each market segment: try to identify those that carry a determining power.
Reviewing the needs and attitudes of those you included within each market segment can help you figure out the determining dimensions.
STEP 5: Name possible segment markets
You have identified the determining dimensions of your market segments, now review them one by one and give them an appropriate name.
A good way of naming these markets is to rely on the most important determining dimension.
STEP 6: Evaluate the behavior of market segments
Once you are done naming each market segment, allow time to consider what other aspects you know about them. It is important for a marketer to understand market behavior and what triggers it. You might notice that, while most segments have similar needs, they're still different needs: understanding the difference and acting upon it is the key to achieve success using competitive offerings.
STEP 7: Estimate the size of each market segment
Each segment identified, named and studied during the previous stages should finally be given an estimate size, even if, for lack of data, it is only a rough estimate.
Estimates of market segments will come in handy later, by offering a support for sales forecasts and help plan the Marketing mix: the more data we can gather at this moment, the easier further planning and strategy will be.
These were the steps to segment a market, briefly presented. If performed correctly and thoroughly, you should now be able to have a glimpse of how to build Marketing mixes for each market segment.
This 7 steps approach to market segmentation is very simple and practical and works for most marketers. However, if you are curious about other methods and want to experiment, you should take a look at computer-aided techniques, such as clustering and positioning.
The Scope of Artificial Intelligence In Web Development Explored
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Through business relationships and experience sharing in confidential settings for BD Managing Director Dhouby Ghaut, we strive to create personal and business value for all our network peers.
What is it that makes some brands connect so well with their audiences? We could learn something about building brands for organizations by also asking, What is it that makes some people connect so well with other people? In many ways, organizations are like individuals. Each has its own specific "fingerprint" -- strengths, character, and personality -- that makes it unique and recognizable. It's how we get to know our friends and understand what it is about them that we like. In a world where no one has time to carefully weigh all available brand options, this fingerprint acts as shorthand to help us sort through the maze, a very real point of value at a time when it is increasingly difficult to tell one product or service from another. When an organization's brand fingerprint is clearly defined and articulated so that customers, shareholders, distributors, employees, and partners consistently feel they "know" the organization and know what to expect from it, magic happens.
This is when high emotional engagement occurs. This is when "raving fans" and customer loyalty are created. This is when organizations gain sustainable competitive advantage. Discovering and communicating this brand fingerprint helps organizations bring strategic focus to the power of their brand -- giving brands a meaningful and recognizable shorthand that helps cut through the noise and clutter to connect with people.
Brand fingerprint process
Following a process to help uncover the organization's brand fingerprint will ensure that the intangible attributes assigned to the brand -- assets like integrity and innovation -- are translated into a visual, tangible representation to which audiences can relate. The process has two phases, strategy and visual translation. It works like this:
Phase I. Strategy
Step 1. Finding your brand values, character, and personality
Step 2. Understanding the competitive landscape
Step 3. Determining your position in the marketplace
Step 4. Developing your value proposition
Phase II. Visual Translation
Step 1. Developing the brand mood
Step 2. Determining the key brand elements
Step 3. Developing the brand roadmap
Phase I. Strategy
The strategy phase can be compared to traditional methods of brand development and is based on core values. The difference here is that the exercises used in the facilitated sessions with company decision makers are designed not only to uncover brand values and attributes, but to gather information in a way that it will be useful for development of the visual translation of the brand. Pairing the creative team with decision makers at the very beginning of brand strategy development is essential in gathering input that will be critical to visual translation.
This is important since experts say that 80% of what we learn comes to us visually, and customers will most likely see brands long before they understand the strategy. There are many benefits of considering how the brand will be communicated visually at the strategy stage. Some of these benefits include: - translation of intangible company assets and attributes into tangible representations that truly reflect the company's core values - avoidance of possible disconnects when logos, websites, and print materials are developed - development of marketing materials that really communicate key messages - deeper understanding and long-term recall of brand messages by customer audiences - consistency of brand messages over time
Phase II: Visual Translation
The visual translation phase takes all of the information gathered in the strategy phase and translates it into a visual form that people can see and relate to -- the visible brand fingerprint. A clear and accurate brand fingerprint can communicate assets like integrity, zero defects, and innovation and make them palpable. Visible. Understandable. Audiences will know at a glance "who" the organization is, what it is saying to them, and why they should buy, react, or be moved. And it will be real, it will be authentic, and it will stand the test of time -- because what people see represents the synthesis of the brand strategy.
The benefits of developing the visual components of the brand directly from strategy exercises include:
- a brand mood that will communicate to customers on an emotional level, because the design is based on authentic aspects of the brand's character and personality - because the mood is a direct translation of strategy jointly developed by company decision makers and creative team, there are no unpleasant surprises at the design stage - the main visual components of the brand will look and feel "real" and will become the pillars upon which other marketing materials will be built - there will be no need for new themes, visual approaches, or deviations from the established visual translation. Brand equity builds with consistency. This is a cost-effective benefit.
Being true to the organization's authentic brand is how trust, loyalty, and sustainable relationships are developed between the organization and its audiences. Great graphics and cool animation aren't effective if they don't accurately communicate the company's character or brand. Something's amiss if the organization is not clear and consistent about how it is presenting itself in front of its publics. If the organization's brand and its image are not aligned, "brand schizophrenia" occurs, which significantly affects the quality of the relationship and level of trust with valued audiences, including customers and employees. Both lose trust in companies when they don't know what to expect. With brand strategy and visuals clearly articulated in a unique brand "fingerprint," organizations can make a real connection with their audiences. Once established, this connection enables them to communicate compelling value, promote long-term recall of brand messages, and foster the trust, loyalty, and emotional attachment that sustain relationships.
Networking has always been considered a powerful tool for improving business prospects, advancing a career, and developing ideas. Other than some brief, structured events, networking has been mostly informal and inexpensive in comparison to cost they otherwise spend on different channels. But membership is growing in many formal, long-term networking groups, and so is the price tag.
Our groups are not groups for generating sales leads, nor are they places where individuals can drop-in to gain quick advice on an immediate challenge. Members also sign a confidentiality agreement and benefits from the guided mentoring to help each other.
These groups include an experienced facilitator and use a structured discussion method to ensure appropriate participation.