Marketing Key Concepts Product Marketing Pricing Distribution
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Bank Competition and Underwriting Incentives
Breaking Down the Barriers: Bank Competition and Underwriting Incentives Anil Shivdasani Wei-Ling Song Kenan-Flagler Business School E. J. Ourso College of Business University of North Carolina at Chapel Hill Louisiana State University Chapel Hill, NC 27599 Baton Rouge, LA 70803 Phone: (919) 962-6124 Phone: 225-578-6258 Fax: (919) 962-2068 Fax: 225-578-6366 Email: [email protected] E-mail: [email protected] December 2007 JEL classification: G21; G24; G28; K22; L14 Keywords: Bank entry, Banking deregulation, Underwriting, Certification, Investment banking We thank Matthias Kahl and Paolo Fulghieri and seminar participants at the University of North Carolina and Wharton’s Accounting group, and the Corporate Finance Conference at Indian School of Business for helpful comments. Shivdasani acknowledges support from UNC’s Wachovia Center for Corporate Finance, and Song acknowledges support from the Wharton Financial Institutions Center. Breaking Down the Barriers: Bank Competition and Underwriting Incentives Abstract We show how increased competition from the entry of commercial banks into the bond underwriting industry affected the incentives and screening efficacy of underwriters. During the 1996–2000 period, commercial banks stole significant market share from traditional investment banks. We show that in response to this increased competition, syndicate structure evolved to include multiple lead underwriters. The effect of co-led syndicate structure was to lower the incentives of lead underwriters to produce new information regarding issuer quality. We find that co-led syndicates experienced a higher frequency with which issuing firms were subsequently sued by shareholders in class-action lawsuits alleging financial misconduct. Our results highlight how increased market competition may have an adverse effect on the information production incentives of financial intermediaries. -
Pricing for $Oftware by Daniel Shefer
Pricing for $oftware By Daniel Shefer Pricing has far-reaching effects beyond Product the cost of the product. Pricing is just as much a positioning statement as a definition of the cost to buy. Price defines the entry threshold: who your buyers are and their sensitivities, which Managers competitors you will encounter, who you will be negotiating with and what the customers’ expectations are. Good pricing will remove the price issue from Pricing software products • Estimating the potential being an obstacle to a sale. Pricing market for a product is is also used as a weapon to fight the When it comes to pricing possible, but estimating competition as well as gray markets. demand is problematic. software, Economics 101 Pricing is also unique from other Most customers tend to be marketing decisions for several reasons: does not apply enthusiastic when seeing a • Price is the only marketing element When pricing software, the new product, but their input is not that produces revenue; all other “Economics 101” you learned a good indicator for real demand. in college is irrelevant. There marketing decisions produce costs. • For enterprise software, sales are many reasons for this: • Pricing is the most flexible marketing numbers are too small for a decision. • Supply and demand curves statistically significant study. are based on the assumption By the time a company has sold • Pricing reflects a product’s strengths that the marginal cost for enough licenses, it has advanced and weaknesses; it implies value as manufacturing additional to a newer version or the market well as positioning. products is non zero and that has changed, or both. -
Advertising and the Public Interest. a Staff Report to the Federal Trade Commission. INSTITUTION Federal Trade Commission, New York, N.Y
DOCUMENT RESUME ED 074 777 EM 010 980 AUTHCR Howard, John A.; Pulbert, James TITLE Advertising and the Public Interest. A Staff Report to the Federal Trade Commission. INSTITUTION Federal Trade Commission, New York, N.Y. Bureau of Consumer Protection. PUB EATE Feb 73 NOTE 575p. EDRS PRICE MF-$0.65 HC-$19.74 DESCRIPTORS *Broadcast Industry; Commercial Television; Communication (Thought Transfer); Consumer Economics; Consumer Education; Federal Laws; Federal State Relationship; *Government Role; *Investigations; *Marketing; Media Research; Merchandise Information; *Publicize; Public Opinj.on; Public Relations; Radio; Television IDENTIFIERS Federal Communications Commission; *Federal Trade Commission; Food and Drug Administration ABSTRACT The advertising industry in the United States is thoroughly analyzed in this comprehensive, report. The report was prepared mostly from the transcripts of the Federal Trade Commission's (FTC) hearings on Modern Advertising Practices.' The basic structure of the industry as well as its role in marketing strategy is reviewed and*some interesting insights are exposed: The report is primarily concerned with investigating the current state of the art, being prompted mainly by the increased consumes: awareness of the nation and the FTC's own inability to set firm guidelines' for effectively and consistently dealing with the industry. The report points out how advertising does its job, and how it employs sophisticated motivational research and communications methods to reach the wide variety of audiences available. The case of self-regulation is presented with recommendationS that the FTC be particularly harsh in applying evaluation criteria tochildren's advertising. The report was prepared by an outside consulting firm. (MC) ADVERTISING AND THE PUBLIC INTEREST A Staff Report to the Federal Trade Commission by John A. -
Theresa Martens Product Marketing Strategist & Branding Expert
Trued Brands 716-480-1834 [email protected] Theresa Martens Product Marketing Strategist & Branding Expert - Highly strategic thinker who applies mastery of strategic brand/product marketing to new opportunities. Proven strategic messaging that drives awareness, engagement and leads throughout the go-to-market chain. Experience PRODUCT MARKETING DIRECTOR, AUDIO & ENTERTAINMENT, BROOKSTONE, INC 6/17 – current. Own P&L and direct product roadmap for 2 pillars of business selling through 4 go-to-market channels. Transforming 2 businesses via comprehensive situational analysis resulting in new category/product strategies. Manage and direct the mix of owned brand product to vendor provided, and own all product development under the Brookstone brand. BRANDING CONSULTANT, TRUED BRANDS, 2015-PRESENT B2B and B2C Branding & MarComm partner directing companies to true up & clarify brand essence, target market(s), positioning and brand promise, with recommended messaging for optimized communications. Lead branding fundamentals discovery exercises, strategic planning and messaging development. Create crucial visual, graphic and content toolkit resources for Sales and MarComm. MANAGING DIRECTOR, MILLYARD CREATTIVE, SNHU, 8/16 to 3/17 Account Services Team lead & administrative leader for 40 person ad agency focused on broadcast campaigns supported by integrated content and advertising across digital, print, social channels & events. Lead a 9 person team of Account Directors, Traffic & Project Managers, who strategically assessed, scheduled and managed 200+/- jobs in concert with internal partners/stakeholders. VICE PRESIDENT MARKETING, SPINWORKS INTL, 4/15 to 11/15 Trued Brands 716-480-1834 [email protected] Global B2B Marketing of innovative industrial heat exchange components for global customers in Primary Steel. Singularly drove a complete rebranding/repositioning, created new brand in 3 mo. -
PRODUCT MARKETING PLAN Playbook & Toolkit
PRODUCT MARKETING PLAN Playbook & Toolkit Follow this simple step-by-step playbook to develop a product marketing plan that achieves your goals for a product. Table of Contents PRODUCT MARKETING PLAN Framework 03 Introduction 04 stage 1 Establish Objectives 06 stage 2 Product Detail 08 stage 3 Understand Your Market 12 stage 4 Size Up The Competition 16 stage 5 Build Your Plan 18 stage 6 Launch Your Product 26 Conclusion 28 About This Playbook 29 PRODUCT MARKETING PLAN Framework Click the buttons below to access all related Leverage the framework below to quickly empower training, tools, templates, and other resources. your organization’s product marketing strategy. 1 OBJECTIVES 2 PRODUCT 3 UNDERSTAND 4 SIZE UP 5 BUILD 6 LAUNCH Positioning Statement Market Segmentation Marketing Channel Objectives Scorecard Competitive Analysis Product Launch Worksheet & Analysis Tool Template Ranking Tool Team Charter Product Applications Customer Profile Message Mapping Product Launch Risk Assessment Tool Worksheet Template Tool Checklist Pricing Strategy Purchase Process Public Relations Plan Worksheet Diagram Unique Selling Mobile Marketing Proposition Worksheet Usage Survey Sales and Marketing Alignment Tool Features Advantage Benefit Tool MarCom Budget Template Break Even Analysis MarCom Calendar Template 1 2 3 4 5 6 Establish Product Detail Understand Size Up the Build Your Launch Your Objectives Your Market Competition Plan Product Introduction What is the Purpose of this Playbook? How to Use This Playbook To create a comprehensive, effectiveProduct Marketing Plan that: This playbook is made up of six stages. Each stage includes A. Achieves your goals for the product a description, steps, and action items. Action items include reading our How-to Guides or doing activities with our premium B. -
The New Rules of Product Marketing Ebook V2
THE NEW RULES OF PRODUCT MARKETING DAVID KEITH DANIELS The Transformation of Product Marketing from Tactical Sales Support to a Strategic Powerhouse THE NEW RULES OF PRODUCT MARKETING The Transformation of Product Marketing from Tactical Sales Support to a Strategic Powerhouse By David Keith Daniels Copyright © 2018 by BrainKraft LLC All rights reserved. No part of this book may be reproduced or transmitted in any manner whatsoever without written permission from the publisher, except in the case of brief quotations embodied in critical articles or reviews. THE EVOLUTION OF PRODUCT MARKETING Once upon a time, there were product managers. They spent all their time with the development team building exciting new products to solve market problems. As their products grew, the demands on their time grew as well. But the amount of time they had to address those extra demands were confined to a 24 hour day. They were helping the sales team, they were helping the customer support team, they were helping the marketing communications team. As the company grew the product manager’s ability to be everywhere became impossible. Enter product marketing. Product marketing managers were hired to relieve product managers of the extraneous activities that were keeping them from building more exciting new products. The new product marketing managers did all the things the product managers didn’t have time to do: competitive analysis, sales enablement, writing articles and blog posts, working with the marketing communications team, and be a resource for the sales team to help with sales calls. And this list could change at a moment’s notice. -
Product and Technical Demonstrations ----- Two Case Studies
Product and Technical Demonstrations ----- Two Case Studies PIL Webinar 36 Feb. 15, 2018 1 Three Ways to Receive Information Written Video Oral (includes Product or Capability Demonstrations) 2 FAR Guidance on Each Method (see FAR 15.102) Written Video Oral “Shall”— clearly allowed, “May”— • Reps & Certs but no guidance is • Capability given • Past Performance • Signed Offer • Work Plans or Sheet Approaches • Exceptions to • Staffing Resources T&Cs • Transition Plans 3 More on Oral Presentations (see FAR 15.102) Streamline the Selection Process Lower B&P Costs Opportunity for Dialogue At any Time May Include During the Demonstrations Process and Tests 4 Product or Capability Demonstrations If you were buying a new car, would you rather— • read a hundred page report, or • take the car for a test ride? In some cases, it might make sense to do both – but still, the test ride (product or technical demonstration) is vitally important in a purchase decision... 5 Case Study 1: Customs and Border Protection (CBP) Non-Intrusive Inspection (NII) Density Meters 6 What is a Density Meter? (Think of a stud finder!) • When inspecting a car tire, the meter provides a reading of the density of that tire. • If the reading is much different than what would be expected, then the officer could infer that there was likely narcotics, etc. smuggled in the tires. 7 What is a Density Meter? Lets watch! Customs and Border Protection Officers catch some traffickers at the San Ysidro Port of Entry 8 Density Meter History • CBP began buying these in the 1990s. • Legacy products reaching end of life needed to be replaced. -
Advertising & Marketing 2021
Advertising & Marketing 2021 & Marketing Advertising Advertising & Marketing 2021 Contributing firm Frankfurt Kurnit Klein & Selz, PC © Law Business Research 2021 Publisher Tom Barnes [email protected] Subscriptions Claire Bagnall Advertising & [email protected] Senior business development manager Adam Sargent Marketing [email protected] Published by Law Business Research Ltd Meridian House, 34-35 Farringdon Street 2021 London, EC4A 4HL, UK The information provided in this publication Contributing firm is general and may not apply in a specific situation. Legal advice should always Frankfurt Kurnit Klein & Selz, PC be sought before taking any legal action based on the information provided. This information is not intended to create, nor does receipt of it constitute, a lawyer– client relationship. The publishers and authors accept no responsibility for any Lexology Getting The Deal Through is delighted to publish the eighth edition of Advertising & acts or omissions contained herein. The Marketing, which is available in print and online at www.lexology.com/gtdt. information provided was verified between Lexology Getting The Deal Through provides international expert analysis in key areas of February and March 2021. Be advised that law, practice and regulation for corporate counsel, cross-border legal practitioners, and company this is a developing area. directors and officers. Throughout this edition, and following the unique Lexology Getting The Deal Through format, © Law Business Research Ltd 2021 the same key questions are answered by leading practitioners in each of the jurisdictions featured. No photocopying without a CLA licence. Our coverage this year includes new chapters on Germany and Turkey. First published 2004 Lexology Getting The Deal Through titles are published annually in print. -
Promotional Activities in Order to Win More Customers
Promotional Activities in Order to Win More Customers A case-study of an ISP in Bangladesh Master Degree Project in Business Administration One year. Advance Level, 15 ECTS Spring Term, 2011 Md. Razaul Karim Zhao Xu Supervisor: Peter Hultén,Ph.D Examiner: Stefan Tengblad Acknowledgement We would like to extent our sincerest thanks to all those who helped us to complete this research paper. We would like to extend our thanks and regards to our supervisor Mr. Peter Hultén, Ph.D who gave us distance supervision. We could not complete this research paper without his endless support. We would like to thanks all customers who expend their valuable time to fill up survey form and we also want to thanks Mr. Mashhurul Amin Nobin, Marketing Manager of Link3 Technologies Ltd. to give us time an opportunity to work with his renowned ICT Company. Above all, we would like to thanks Almighty Lord to give us knowledge and keep us healthy during the whole period of our research work. Md. Razaul Karim & Zhao Xu University of Skovde,June 2011 Table of Contents CHAPTER – 1: INTRODUCTION ………………………………………………………………………………………………………01-07 1.1 Background……………………………………………………………………………………………………………………………………………………………………01 1.2 Problem Discussion………………………………………………………………………………………………………………………………………………………. 03 1.3 Research Question…………………………………………………………………………………………………………………………………………………………04 1.4 Research Purpose…………………………………………………………………………………………………………………………………………………………..04 1.5 Importance of This Research Paper………………………………………………………………………………………………………………………………..04 1.6 Limitation……………………………………………………………………………………………………………………………………………………………………….05 -
Types of Media Options
Types of Media Options Print Media: Newspapers and Magazines Magazines and newspapers are an important part of our lives. For many consumers, newspapers are their primary source of product information. They would not think of going shopping without checking to see who is having a sale or clipping coupons from the weekly food section or Sunday inserts. Many people read a number of different magazines each week or month to become better informed, or simply entertained. Individuals employed in various occupations rely on business magazines to keep them updated about trends and developments in their industries as well as in business in general. While most of us are excessively involved with the print media, it is important to keep in mind that only few newspapers or magazines could survive without the support of advertising revenue. The Role of Newspapers and Magazines The role of newspapers and magazines in the advertiser’s media differs from that of the broadcast media because they allow the presentation of detailed information that can be processed at the reader’s own pace. The print media are not intrusive, like radio and TV, and they generally require some effort on the part of the reader for the advertising message to have an impact. For this reason, newspapers and magazines are often referred to as “high involvement media”. Newspapers are received in nearly two-thirds of Indian households daily. Most magazines, however, reach a very selective audience. Like radio, they can be valuable in reaching specific types of consumers and market segments. While both magazines and newspapers are print media, the advantages and disadvantages of the two are quite different, as are the types of advertising each attracts. -
Retail Industry Insights for Today's Retailers and Cpgs
In-Store Outdoor Insights November 2014 RETAIL INDUSTRY INSIGHTS FOR TODAY’S RETAILERS AND CPGS Retail Insights: The Consumer Demand Opportunity! for Non-Food Demonstrations Look for the opportunity symbol In the latest Retail Perceptions trend report from Interactions Marketing, shoppers throughout the were asked their opinions on non-food demonstrations (think someone showing report and be sure you how to use makeup or a set of power tools)—and the responses were to check out the overwhelmingly in favor of non-food demonstrations. From improving the overall end of the survey retail experience to encouraging impulse purchases, shoppers say demonstrations for actionable opportunities are the tipping point between leaving an item on a shelf to purchasing a product for Retailers and and becoming loyal to that new brand. And get this—nearly half of all shoppers are Manufacturers willing to pay more for a product if it is explained through a product demonstration versus a competitor’s item that is not being demonstrated. The opportunities for retailers and manufacturers to engage with shoppers and drive sales span all Get This! categories. From cleaning products to power tools, shoppers say they’d open We’ve identified some their wallets a little wider if retailers added events to the in-store experience. insightful and sometimes surprising statistics. November 2014 EVERYONE KNOWS THAT FOOD DEMONSTRATIONS DRIVE SIGNIFICANT SALES, BUT THIS SURVEY SHOWS THAT SHOPPERS’ REACTION TO NON-FOOD DEMOS IS SOMETHING THAT RETAILERS AND CPGS CAN’T IGNORE. When given a choice between two retailers and all other things are equal— of shoppers prefer to spend their money at retailers that offer in-store product demonstrations over ones that don’t 1 © 2014 Interactions Consumer Experience Marketing, Inc. -
DIGITAL SIGNAGE GUIDE { for Financial Services } How to Make an Informed Buying Decision DOWNLOAD ADFLOW’S CORRESPONDING DIGITAL SIGNAGE CHECKLIST Introduction
DIGITAL SIGNAGE GUIDE { for Financial Services } How to make an informed buying decision DOWNLOAD ADFLOW’S CORRESPONDING DIGITAL SIGNAGE CHECKLIST Introduction Financial institutions find themselves under increasing pressure to connect with customers quickly and effectively. This immediacy stems from changing personal financial habits that have resulted in customers having fewer reasons to visit a branch with the growing prevalence of direct deposits, ATMs, and online banking. With only a few moments to capture a customer’s attention, banks are adopting digital signage to target their audience. While many financial institutions are convinced that digital signage can play a critical role in customer engagement and satisfaction, the question has become – how do I ensure I am investing in the right technology and people to meet our needs now and in the future? What is a critical “must have” and what is merely icing on the cake? These questions are answered in this guide, helping you on your way to making an informed buying decision. © Networks, All Rights Reserved, p.1 DOWNLOAD ADFLOW’S CORRESPONDING DIGITAL SIGNAGE CHECKLIST Digital Signage for Financial Services • Exterior facing screens create product • Digital signage in the ATM drive-thru lane can awareness and can draw new customers into be a great way to connect with customers. branches. • Digital signage on ATM screens can be used • Digital signage facilitates cross and up-selling to attract customers into the branch. of products; research shows that the more products a customer purchases from bank, the • Reduce training time for employees and less likely they are to leave for another bank.