The Marketing Mix 1
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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. -
Download-To-Own and Online Rental) and Then to Subscription Television And, Finally, a Screening on Broadcast Television
Exporting Canadian Feature Films in Global Markets TRENDS, OPPORTUNITIES AND FUTURE DIRECTIONS MARIA DE ROSA | MARILYN BURGESS COMMUNICATIONS MDR (A DIVISION OF NORIBCO INC.) APRIL 2017 PRODUCED WITH THE ASSISTANCE OF 1 EXPORTING CANADIAN FEATURE FILMS IN GLOBAL MARKETS Acknowledgements This study was commissioned by the Canadian Media Producers Association (CMPA), in partnership with the Association québécoise de la production médiatique (AQPM), the Cana- da Media Fund (CMF), and Telefilm Canada. The following report solely reflects the views of the authors. Findings, conclusions or recom- mendations expressed in this report are those of the authors and do not necessarily reflect the views of the funders of this report, who are in no way bound by any recommendations con- tained herein. 2 EXPORTING CANADIAN FEATURE FILMS IN GLOBAL MARKETS Executive Summary Goals of the Study The goals of this study were three-fold: 1. To identify key trends in international sales of feature films generally and Canadian independent feature films specifically; 2. To provide intelligence on challenges and opportunities to increase foreign sales; 3. To identify policies, programs and initiatives to support foreign sales in other jurisdic- tions and make recommendations to ensure that Canadian initiatives are competitive. For the purpose of this study, Canadian film exports were defined as sales of rights. These included pre-sales, sold in advance of the completion of films and often used to finance pro- duction, and sales of rights to completed feature films. In other jurisdictions foreign sales are being measured in a number of ways, including the number of box office admissions, box of- fice revenues, and sales of rights. -
Distribution Pricing: Theoretical Principles and Practical Approaches
IET Generation Transmission & Distribution. Volume: Number: Pages: -. Distribution pricing: theoretical principles and practical approaches J. Reneses, M. Rodríguez Abstract— Electricity tariffs convey information on internal system operation to the actors involved. Electricity pricing is, then, of major importance both in liberalised and regulated systems. Most electricity consumers interact with the industry only through the price they pay for the service. Consequently, good tariff design reflects industry regulation as a whole and is the instrument used to provide consumers with the right signals. The objective of this study is to define the theoretical principles that regulation should pursue in electric distribution tariff design and introduce the reader to the most relevant practical approaches that have been proposed or implemented. Although distribution costs are usually the largest part of the access tariff (or use of system charge), there is not a universally accepted methodology for distribution pricing. The earliest attempts at cost allocation conformed what is now known as the accounting approach, based on business accounting. In recent years, the proposals have focused on two approaches: the application of long-term marginal (or incremental) costs and the cost-causality principle. Although the former aims to achieve a better economic signal, because of the difficulties surrounding its implementation, the most usual solution applied in practice draws more heavily from the causality principle. Index Terms— pricing; causality; -
Defensive and Offensive Strategies for Market Success
International Journal of Business and Social Science Vol. 2 No. 13 [Special Issue - July 2011] Defensive and Offensive Strategies for Market Success Dr. Peter Yannopoulos Associate Professor Brock University, St. Catharines Ontario, Canada, L2S 3A1 E-mail: [email protected] Tel: (905) 688-5550 ext. 3909 Abstract In industries in which there is strategic interaction among competing firms, companies are continuously involved in defensive and offensive strategies. In this paper we discuss several defensive and offensive strategies that managers can you for market success. Defensive strategies are divided into pre-entry and post-entry stretegies. Marketing managers should attempt to discourage would be entrants before entry has occurred. They can achieve this goal by engaging in pre-entry startegies. After entry is occurred it is more difficult to persuade new entrants to exit the industry. For this reason, marketing managers should use different defensive strategies for defending their positions in pre-entry and post-entry situations. Key words: Defensive strategies, offensive strategies, pre-entry strategies, post-entry strategies 1. Introduction Competition forces companies to constantly engage in offensive and defensive marketing strategies. Rivalry occurs because one or more competitors either feels the pressure or sees an opportunity to enter an industry or to improve its position within an industry. In most cases, competitive moves by one firm have noticeable effects on its competitors and, thus, may invite retaliation or efforts to counter the move (Porter 1980). Companies respond to competitor challenges by counterattacking with increasing advertising expenditures, cutting prices, increasing innovation, and introducing new products, or even accommodating the entrant by doing nothing or decreasing the level of marketing effort (Karakaya and Yannopoulos, 2011; Scherer, 1980). -
Branded Content Creation & Distribution Guide
Branded Content Creation & Distribution Guide Steps for Success. Developing and distributing branded content has become more complicated than ever with a wide array of package options and pricing that can vary significantly depending on the content creator, buy types, content types, publisher sites, and more. This guide is designed to help brand marketers and their agencies identify the various branded content creation and distribution options available today and, importantly, understand the key factors that should be considered upfront to make sure that all branded content/native advertising buy meets strategic objectives/KPIs. iab.com/branded-content April 2018 © 2018 Interactive Advertising Bureau Branded Content Creation & Distribution Guide Table of Contents Mission and Contributors ................................................................................................................... 3 Introduction ........................................................................................................................................ 5 Setting the Stage – The IAB Branded Content Creation & Distribution Definitions Framework ......... 6 Where to Start – Key Steps ............................................................................................................... 8 First step: What’s your strategy and KPIs? ..................................................................................... 8 Next Step: Content: Do you have content? Do you need content? ............................................. 9 Next step: -
Eight Steps to Developing a Simple Marketing Plan1 Edward A
FE967 Eight Steps to Developing A Simple Marketing Plan1 Edward A. Evans and Fredy H. Ballen2 Introduction Marketing is an essential component of a business (Guidry 2013). In fact, it is the heart of any business, serving the vital function of transforming production activities into financial performance, thus ensuring the survival of the business. Marketing is key regardless of the type of business (this includes agriculture). Despite the important role of marketing, many smallholding operators/growers are reluc- tant to create a marketing plan. These operators continue to operate on the basis of trying to sell what they can produce rather than producing what they can sell. Some claim they do not have time to develop a marketing plan, while others claim there is no need for such a plan. The result of such shortsightedness is that some operators eke out a meager living, witnessing their profit margins evaporate as they Credits: Thinkstock.com continue being price takers instead of price makers. As the saying goes, “if you fail to plan, then you plan to fail.” Rationale for Marketing Plan Whether you are a large-farm or small-farm business, you A quick online search will provide a list of reasons why a can benefit from developing a marketing plan. Contrary to marketing plan is essential for your business operation. A popular belief, preparing such a plan does not require an marketing plan enormous amount of time and resources, but it does result in benefits that greatly exceed the costs. • Helps you reach your target audience In this article, we show how smallholders can develop a • Helps you boost your customer base simple marketing plan using our eight-step guide and our • Increases your bottom line marketing plan worksheet (Table 1). -
The Market for Real Estate Presales: a Theoretical Approach [Electronic Version]
Cornell University School of Hotel Administration The Scholarly Commons Articles and Chapters School of Hotel Administration Collection 2012 The aM rket for Real Estate Presales: A Theoretical Approach Robert Edelstein University of California, Berkeley Peng Liu Cornell University School of Hotel Administration, [email protected] Fang Wu Citadel Asset Management Follow this and additional works at: http://scholarship.sha.cornell.edu/articles Part of the Real Estate Commons Recommended Citation Edelstein, R., Liu, P., & Wu, F. (2012). The market for real estate presales: A theoretical approach [Electronic version]. Retrieved [insert date], from Cornell University, School of Hotel Administration site: http://scholarship.sha.cornell.edu/articles/1007/ This Article or Chapter is brought to you for free and open access by the School of Hotel Administration Collection at The choS larly Commons. It has been accepted for inclusion in Articles and Chapters by an authorized administrator of The choS larly Commons. For more information, please contact [email protected]. The aM rket for Real Estate Presales: A Theoretical Approach Abstract Presale agreements have become a pervasive worldwide practice for residential sales, especially in many Asian markets. Although there is a burgeoning empirical literature on presales agreements, only a few papers actually address their theoretical foundations. We create a set of interrelated theoretical models for explaining how and why developers and buyers engage in presale contracts for non-completed residential dwellings. Given heterogeneous consumer beliefs about future market prices, developers and buyers enter into presale agreements to mitigate, two intertwined, fundamental risks: those of real estate market valuation and default. Our analyses are consistent with prior empirical findings and provide additional theoretical insights for understanding the market for presales. -
The Effects of Advertising on the Interindustry Distribution of Demand
This PDF is a selection from an out-of-print volume from the National Bureau of Economic Research Volume Title: Explorations in Economic Research, Volume 3, number 1 Volume Author/Editor: NBER Volume Publisher: NBER Volume URL: http://www.nber.org/books/gort76-1 Publication Date: 1976 Chapter Title: The Effects of Advertising on the Interindustry Distribution of Demand Chapter Author: Henry G. Grabowski Chapter URL: http://www.nber.org/chapters/c9078 Chapter pages in book: (p. 21 - 75) U 2 HENRY G. GRABOWSKI National Bureau of Economic Research and Duke University The Effects of Advertising on the Interindustry Distribution of Demand ABSTRACT: An empincal investigation is undertaken of the effects of advertising on the pattern of consumer demand across different prod uct classes. Demand functions are estimated for several consumption categories (e.g., food, clothing, automobiles, etc.) over the period 1956-1972 using both single equation and simultaneous equation techniques. The particular dynamic models analyzed are most appli cable to nondurable categories. ¶ The most interesting results emerge from a comparison of the simultaneous equation and least squares results. Least squares estimates suggest a statistically significant effect of advertising on demand in several categories. However, after adjust nients are made for both external advertising and simultaneous equa tion effects, insignificant coefficients are observed except in a few very advertising-intensive categories. On the other hand, in almost all consumption categories considered, the level of sales is a strong explanatory variable of advertising outlays. ¶ These findings therefore do not provide much support for the hypothesis advanced by Galbraith and others that advertising has strong effects on consumer budget al!ocations even across product classes which are not close substitutes. -
MARKETING PLAN OUTLINE (Recommended Length: 3-5 Pages)
MARKETING PLAN OUTLINE (Recommended Length: 3-5 pages) 1. Company Name 2. Marketing or Promotional Statement 5-7 words briefly describing your business and its product or service 3. Product or Service Description Nature and detailed description of your product or service What do you sell? What are the benefits your products/services? What is special, unique, or different about your product or service? Describe your Unique Selling Proposition (USP). 4. Market Analysis Service/Industry Background and Description Market Segments Current Market Situation Analysis Competitive Analysis - Strengths, Weaknesses, Opportunities and Threats Marketing Research Who are your competitors? What do your competitors do better than you? What do you do better than your competitors? What is your competitive position? How large is your overall market? What is your market share? Is your market share increasing, shrinking, or stable? How do your prices compare to your competitors' prices? How do you establish prices? What are your business strengths? What are your business weaknesses? What might keep you from achieving your goals? Is your market changing in any ways? What facts or new information do you need to figure out? 5. Target Market Target Market Definition Demographic and Psychographic Profile for Primary and Secondary Customers What are your target markets? Who are your current customers? What are their buying habits? Why do your customers actually buy your goods/services? Who are your best customers and prospects? Marketing Plan Outline (Continued) 6. Marketing Objectives Revenues (Year one, Year two, Year three) Profits (Year one, Year two, Year three) Market Share – Optional What are your overall goals? 7. -
The Strategic Role of PRODUCT MANAGEMENT How a Market-Driven Focus Leads Companies to Build Products People Want to Buy
The Strategic Role of PRODUCT MANAGEMENT How a market-driven focus leads companies to build products people want to buy By Pragmatic Marketing About Pragmatic Marketing Why are we Pragmatic Marketing? Pragmatic Marketing’s training is based on the People sometimes ask why the company is named fundamental belief that a company’s products Pragmatic Marketing. “Isn’t that an oxymoron?” need to be grounded in a strategy that is driven they ask. by the market. We combine this core principle with a team of instructors who have real-world The “pragmatic” moniker makes sense: we offer experience leading high tech product teams, to practical, no-nonsense solutions to the problems deliver training seminars that are informative, facing technology product managers. It’s the term entertaining, and impactful. “marketing” that throws people. Our courses cover everything technology Technology businesses use two definitions companies need to be successfully market- of marketing: driven, from understanding market problems 1) the market experts and business leaders and personas, to creating effective requirements for the product and go-to-market strategies. To find out how — or — you or your company can join the growing 2) the t-shirt and coffee mug department international community of more than 75,000 product management and marketing As quoted in this e-book, Peter Drucker defines professionals trained by Pragmatic Marketing, visit marketing as “to know and understand the www.pragmaticmarketing.com. customer so well that the product or service fits him.” We use this classical definition of marketing. The Strategic Role of Product Management How a market-driven focus leads companies to build products people want to buy 2 The Pragmatic Marketing Framework™ The strategic role of product management is best defined by the Pragmatic Marketing Framework, a model for market-driven companies to build products people want to buy. -
The Effect of Marketing Mix in Attracting Customers: Case Study of Saderat Bank in Kermanshah Province
Vol. 7(34), pp. 3272-3280, 14 September, 2013 DOI: 10.5897/AJBM12.127 African Journal of Business Management ISSN 1993-8233 © 2013 Academic Journals http://www.academicjournals.org/AJBM Full Length Research Paper The effect of marketing mix in attracting customers: Case study of Saderat Bank in Kermanshah Province Bahman Saeidi Pour1, Kamran Nazari2 and Mostafa Emami3* 1Department of Educational, Payam Noor University, Iran. 2Department of Business Management, Payam Noor University, Kermanshah, Iran. 3Young Researchers Club, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran. Accepted 24 November, 2012 This study investigated the impact of marketing mix in attracting customers to Saderat Bank in Kermanshah Province. Questionnaire which included 30 questions was used to collect information in this research. The reliability of the questionnaire was calculated using Cronbach's alpha, and a value of 0.882 was obtained, greater than 0.7 which is the reliability of the questionnaire. The population used in this study is the customers of Saderat Bank in Kermanshah Province, with at least one account, interest- free loans and savings. 250 questionnaires were collected by stratified random sampling. The work has one main hypothesis and 5 sub- hypotheses. Pearson correlation test was used to test the hypotheses. It was established that factors in the marketing mix have a significant positive effect in absorbing customers. That means the bank has a significant positive effect. Key words: Marketing, marketing mix factors, customers‘ orientation, customers‘ satisfaction. INTRODUCTION Progress and transformation in industries, institutions and appropriately in a variety of services and advertising to companies has to do with their ability to deal with pro- attract customers, there is increase in financial institu- blems, activities, as well as competitors. -
Simple Guide to Your Small Business MARKETING PLAN Illinois Small Business Development Centers "Experts, Networks, and Tools to Transform Your Business"
YOUR PLACE IN THE MARKETPLACE A Simple Guide To Your Small Business MARKETING PLAN Illinois Small Business Development Centers "Experts, networks, and tools to transform your business" Illinois Small Business Development Centers Jo Daviess Stephenson Winnebago Boone Mc Henry Lake (SBDC) provide information, confidential business guidance, training and other Carroll Ogle resources to early stage and existing small De Kalb Kane Cook businesses. Whiteside See Lee Illinois International Trade Centers (ITC) Du Page* Note Below provide information, counseling and Kendall Will training to existing, new to-export Henry Bureau La Salle companies inte rested in pursuing Rock Island Grundy international trade opportunities. Mercer Illinois Procurement Technical Stark Putnam Kankakee Knox Marshall Assistance Centers (PTAC) provide one- Warren Livingston Peoria Iroquois on-one counseling, technical Woodford information, marketing assistance and Henderson McLean training to existing businesses Fulton Tazewell that are interested in selling their Hancock Mc Donough Ford products and/or services to Vermilion Mason Champaign local, state, or federal Logan Schuyler De Witt government agencies. Adams Piatt Menard Brown Technology, Innovation and Cass Macon Entrepreneurship Specialty Sangamon (TIES) ten SBDC locations Morgan Douglas Edgar Pike Scott Moultrie help Illinois businesses, Christian Coles entrepreneurs and citizens to Shelby Greene Macoupin succeed in a changing economy by: Calhoun Clark developing the skills of their workers; Montgomery Cumberland