Marketing-Strategy-Ferrel-Hartline.Pdf
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Lake Placid Region Marketing Plan (2021)
Lake Placid v. 21.01.22 ROOST RST p.4 Destination Marketing DM p. 22 Lake Placid LP p. 72 CONTENTS Foreward 4 About ROOST 6 ROOST Team 8 A Look Back 10 Performance 12 Snapshot 10 NYS Toursim Economics 14 Overview 16 SWOT Analysis 18 Communty Engagement 19 Research 19 Destination Management `20 Diversity, Equity, and Inclusion 21 Destination Marketing 22 Destination Marketing Area Map 24 Traveler Cycle 26 Marketing Methods 28 Regional Programming 36 Marketing Regions 42 Lake Placid 56 Glossary 114 FOREWARD 4 | Executive Summary RST EXECUTIVE SUMMARY Even though 2020 has been a year of unique and historic challenges, the Adirondack region has fared well We have found our successes in working with community residents, businesses, governments, and visitors during this unprecedented time ROOST reorganized staff, reconstructed the program of work, and adjusted budgets to increase efficiencies and productivity in 2020 The ROOST 2020 program of work was appropriately reshaped for this unique year The team created “Pathway Forward,” an initiative with the mission of reopening the tourism economy in a way that kept the safety of our residents the priority, while speaking to the traveler with appropriate messaging As we plan for 2021, we will start to move from a destination marketing organization (DMO) to a Destination Marketing and Management organization (DMMO) We will start the process to create a vision and a road map that will develop an overall positioning and implementation strategy for the future of the visitor economy in all of our regions We will continue to focus on the safety and economic health of our communities using new and creative marketing initiatives to speak to the newly reinvented travel market Our outdoorsy, community-driven, fun, creative, passionate, and dog-friendly team are excited to tackle 2021! Thank you for your support, James B McKenna, CEO Regional Office of Sustainable Tourism Executive Summary | 5 RST ABOUT ROOST The Regional Office of Sustainable Tourism/Lake Placid Convention and Visitors Bureau is a 501c6 not-for- profit corporation. -
Essentials of Marketing Chapter 2 Marketing Strategy Planning
Essentials of Marketing Chapter 2 Marketing Strategy Planning McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. At the end of this presentation, you should be able to: 1. Understand what a marketing manager does. 2. Know what marketing strategy planning is—and why it is the focus of this book. 3. Understand target marketing. 4. Be familiar with the four Ps in a marketing mix. 5. Know the difference between a marketing strategy, a marketing plan, and a marketing program. 2–2 At the end of this presentation, you should be able to: 6. Be familiar with the text’s framework for marketing strategy planning—and why it involves a process of narrowing down from broad opportunities to the most attractive marketing strategy. 7. Know four broad types of marketing opportunities that help in identifying new strategies. 8. Understand why strategies for opportunities in international markets should be considered. 9. Understand the important new terms. 2–3 The Management Job in Marketing (Exhibit 2-1) Whole-Company Strategic Marketing Management Planning Planning Control Marketing Plan(s) Implement Marketing and Program Plan(s) and Program 2–4 What is a Marketing Strategy? (Exhibit 2-2) The The marketingmarketing mix mix TARGET MARKET 2–5 Selecting a Marketing-Oriented Strategy Is Target Marketing (Exhibit 2-3) The marketing mix Production-oriented manager sees Marketing-oriented manager sees everyone as basically similar and everyone as different and practices “mass marketing” practices “target marketing” 2–6 An Application of Target Marketing 2–7 Developing Marketing Mixes for Target Markets (Exhibit 2-4) The marketing mix TARGET MARKET 2–8 The Product Element of the Marketing Mix Courtesy of Clear Blue Inc. -
Branding Strategies for Social Media Marketing
Expert Journal of Marketing, Volume 4, Issue 2, pp.77-83, 2016 © 2016 The Author. Published by Sprint Investify. ISSN 2344-6773 Marketing.ExpertJournals.com Branding Strategies for Social Media Marketing Simona VINEREAN* Sprint Investify Research Unit Companies are increasingly recognizing the value of social media marketing for their implication in developing and increasing the value of a brand in online environments. As a result, companies devote time and effort to engage with current and potential consumers on social media platforms and co-create of value with brand advocates. This study focuses on social media marketing as part of digital inbound marketing, its uses for organizations and its potential for branding in online settings. These brand-related social media tactics and strategies involve initiatives such as ongoing business-to-consumer conversations, content that is created and shared on social media, consumer engagement experiences, and a brand persona that invites consumers to co-create the brand in online settings, it promotes interaction, participation, and collaboration with consumers. This study concludes with some recommendations on future research. Keywords: social media, branding strategy, digital inbound marketing, brands, content marketing, social media marketing, value co-creation JEL Classification: M31, O33, M39 1. Introduction Ha (2008) identified the Internet as the fastest growing advertising medium of this decade. Moreover, the internet represents a pull medium because consumers get the opportunity to choose the content and the brands they follow and interact with. In pull marketing, companies are seeking to capture the interest of customers who are already seeking information, advice, a product or a service (Smith and Chaffey, 2013). -
Expected Inflation and the Constant-Growth Valuation Model* by Michael Bradley, Duke University, and Gregg A
VOLUME 20 | NUMBER 2 | SPRING 2008 Journal of APPLIED CORPORATE FINANCE A MORGAN STANLEY PUBLICATION In This Issue: Valuation and Corporate Portfolio Management Corporate Portfolio Management Roundtable 8 Panelists: Robert Bruner, University of Virginia; Robert Pozen, Presented by Ernst & Young MFS Investment Management; Anne Madden, Honeywell International; Aileen Stockburger, Johnson & Johnson; Forbes Alexander, Jabil Circuit; Steve Munger and Don Chew, Morgan Stanley. Moderated by Jeff Greene, Ernst & Young Liquidity, the Value of the Firm, and Corporate Finance 32 Yakov Amihud, New York University, and Haim Mendelson, Stanford University Real Asset Valuation: A Back-to-Basics Approach 46 David Laughton, University of Alberta; Raul Guerrero, Asymmetric Strategy LLC; and Donald Lessard, MIT Sloan School of Management Expected Inflation and the Constant-Growth Valuation Model 66 Michael Bradley, Duke University, and Gregg Jarrell, University of Rochester Single vs. Multiple Discount Rates: How to Limit “Influence Costs” 79 John Martin, Baylor University, and Sheridan Titman, in the Capital Allocation Process University of Texas at Austin The Era of Cross-Border M&A: How Current Market Dynamics are 84 Marc Zenner, Matt Matthews, Jeff Marks, and Changing the M&A Landscape Nishant Mago, J.P. Morgan Chase & Co. Transfer Pricing for Corporate Treasury in the Multinational Enterprise 97 Stephen L. Curtis, Ernst & Young The Equity Market Risk Premium and Valuation of Overseas Investments 113 Luc Soenen,Universidad Catolica del Peru, and Robert Johnson, University of San Diego Stock Option Expensing: The Role of Corporate Governance 122 Sanjay Deshmukh, Keith M. Howe, and Carl Luft, DePaul University Real Options Valuation: A Case Study of an E-commerce Company 129 Rocío Sáenz-Diez, Universidad Pontificia Comillas de Madrid, Ricardo Gimeno, Banco de España, and Carlos de Abajo, Morgan Stanley Expected Inflation and the Constant-Growth Valuation Model* by Michael Bradley, Duke University, and Gregg A. -
Value Investing” Has Had a Rough Go of It in Recent Years
True Value “Value investing” has had a rough go of it in recent years. In this quarter’s commentary, we would like to share our thoughts about value investing and its future by answering a few questions: 1) What is “value investing”? 2) How has value performed? 3) When will it catch up? In the 1992 Berkshire Hathaway annual letter, Warren Buffett offers a characteristically concise explanation of investment, speculation, and value investing. The letter’s section on this topic is filled with so many terrific nuggets that we include it at the end of this commentary. Directly below are Warren’s most salient points related to value investing. • All investing is value investing. WB: “…we think the very term ‘value investing’ is redundant. What is ‘investing’ if it is not the act of seeking value at least sufficient to justify the amount paid?” • Price speculation is the opposite of value investing. WB: “Consciously paying more for a stock than its calculated value - in the hope that it can soon be sold for a still-higher price - should be labeled speculation (which is neither illegal, immoral nor - in our view - financially fattening).” • Value is defined as the net future cash flows produced by an asset. WB: “In The Theory of Investment Value, written over 50 years ago, John Burr Williams set forth the equation for value, which we condense here: The value of any stock, bond or business today is determined by the cash inflows and outflows - discounted at an appropriate interest rate - that can be expected to occur during the remaining life of the asset.” • The margin-of-safety principle – buying at a low price-to-value – defines the “Graham & Dodd” school of value investing. -
The Keys to the Co-Branding Agreement As a Marketing Strategy
Intellectual Property Area THE KEYS TO THE CO-BRANDING AGREEMENT AS A MARKETING STRATEGY Eva Gil Rincón, Lawyer. 12th February 2021 What is co-branding? A co-branding or brand alliance agreement is a marketing agreement whereby two or more companies, usually non-competitors, decide to join forces to support each other and gain market strength by boosting the profitability and value of their brands. Co-branding isa not a statutory contract (“contrato típico”). Its origin is not clear, but many believe that it was born in the 50's1, when the well-known Renault car brand and Van Cleef and Arpels Jewellery Shop joined forces to launch a new car model that incorporated a steering wheel covered in jewellery. Based on this successful alliance, collaboration between brands is a regular feature in the market, whether for a specific sales promotion or to mark out a long-term commercial strategy. What are the benefits of co-branding? On a contractual level, co-branding could be assimilated to a trademark cross-licensing agreement. The commercial objectives of this type of collaboration can be multiple, but the common denominator of all of them is to obtain mutual benefit. In other words, it is a matter of achieving a win-win scenario for all parties. Working and advertising with the support of a co-branding agreement can be a brilliant marketing strategy. Partner companies join forces to gain access to a new audience or new markets through the use and exploitation of their respective brands. As we will see, co-branding is a very recurrent option for large consumer brands, but it can also be especially useful for SMEs or start-ups that need support to make their products known to the public. -
Product and Pricing Strategies MM – 102
Product and Pricing Strategies MM – 102 GENERAL OBJECTIVES OF THE SUBJECT At the end of the course, individuals will examine the principles of Product & Pricing and apply them within the companies need critically reflect Marketing behavior within companies and their impact on the development of this course. 9. PRODUCT & PRICING STRATEGIES 9.1 Overview of Products & Pricing 9.2 Product Mix 9.3 Stages of New Product Development 9.4 Package & Label 9.5 Pricing Strategy 9.6 Breakeven Analysis 9.1 Overview of Products & Pricing This lesson deals with the first two components of a marketing mix: product strategy and pricing strategy. Marketers broadly define a product as a bundle of physical, service, and symbolic attributes designed to satisfy consumer wants. Therefore, product strategy involves considerably more than producing a physical good or service. It is a total product concept that includes decisions about package design, brand name, trademarks, warranties, guarantees, product image, and new-product development. The second element of the marketing mix is pricing strategy. Price is the exchange value of a good or service. An item is worth only what someone else is willing to pay for it. In a primitive society, the exchange value may be determined by trading a good for some other commodity. A horse may be worth ten coins; twelve apples may be worth two loaves of bread. More advanced societies use money for exchange. But in either case, the price of a good or service is its exchange value. Pricing strategy deals with the multitude of factors that influence the setting of a price. -
The Impact of the Change in a Product Name on the Consumer's Perception
BUSINESS ADMINISTRATION – 60 ETCS B A C H E L O R The impact of the change in a product T name on the consumer’s perception H and behavior. E S ELISE SOURDOT-DEREXEL TRIM GERLICA I S Strategic Marketing with independent project – 30 ECTS 1 TABLE OF CONTENT 1 Abstract .................................................................................................................... 5 2 Acknowledgement ..................................................................................................... 6 2.1 Disposal .............................................................................................................. 7 3 Introduction: ............................................................................................................. 8 3.1 Background ......................................................................................................... 8 3.2 Problem discussion ........................................................................................... 10 3.3 Purpose ............................................................................................................ 11 3.4 Research question ............................................................................................. 12 3.5 Delimitations .................................................................................................... 12 4 Theoretical framework ............................................................................................ 13 4.1 Notion of Product ............................................................................................. -
The All-England Destination Marketing Strategy: a New Approach
The All-England Destination Marketing Strategy: A New Approach The All-England Destination Marketing Strategy: A New Approach The All-England Destination Marketing Strategy: A New Approach 2 An integrated marketing strategy will enable 1. Introduction destinations at all levels in England to promote their unique assets to maximum effect. These This strategy is owned and produced by destinations will benefit from a coherent the England Marketing Steering Group for approach that a robust national marketing VisitEngland and English destinations. It is framework will bring: cost efficiencies; reduced directional, not prescriptive and is to be used as duplication of effort; a more powerful a guide to bring together what can otherwise vaggregated voice; and more effective delivery. be a fragmented approach to the marketing of England and its constituent parts. The strategic objective outlined in the English Strategic Framework for Tourism is to increase 2. Strategic England’s share of global visitor markets. The main goals of a new, cohesive, better co-ordinated Objective All-England Destination Marketing Strategy are to: increase the value of English tourism; Increase England’s share of global visitor improve brand penetration; and deliver markets, focusing on priority audiences, long-term growth. destinations and themes. The Strategy suggests several key opportunities: • That we concentrate our effort on the 3. Aims earliest stage of the consumer journey, before the consumer has decided 3.1 Grow the value of tourism for England on their choice of destination by 5%+ per annum. • That we undertake improved dialogue 3.2 Proportionately increase UK residents’ with consumers as opposed to telling them tourism spend in England. -
Investigating Vocabulary in Academic Spoken English
INVESTIGATING VOCABULARY IN ACADEMIC SPOKEN ENGLISH: CORPORA, TEACHERS, AND LEARNERS BY THI NGOC YEN DANG A thesis submitted to the Victoria University of Wellington in fulfilment of the requirements for the degree of Doctor of Philosophy in Applied Linguistics Victoria University of Wellington 2017 Abstract Understanding academic spoken English is challenging for second language (L2) learners at English-medium universities. A lack of vocabulary is a major reason for this difficulty. To help these learners overcome this challenge, it is important to examine the nature of vocabulary in academic spoken English. This thesis presents three linked studies which were conducted to address this need. Study 1 examined the lexical coverage in nine spoken and nine written corpora of four well-known general high-frequency word lists: West’s (1953) General Service List (GSL), Nation’s (2006) BNC2000, Nation’s (2012) BNC/COCA2000, and Brezina and Gablasova’s (2015) New-GSL. Study 2 further compared the BNC/COCA2000 and the New-GSL, which had the highest coverage in Study 1. It involved 25 English first language (L1) teachers, 26 Vietnamese L1 teachers, 27 various L1 teachers, and 275 Vietnamese English as a Foreign Language learners. The teachers completed 10 surveys in which they rated the usefulness of 973 non-overlapping items between the BNC/COCA2000 and the New- GSL for their learners in a five-point Likert scale. The learners took the Vocabulary Levels Test (Nation, 1983, 1990; Schmitt, Schmitt, & Clapham, 2001), and 15 Yes/No tests which measured their knowledge of the 973 words. Study 3 involved compiling two academic spoken corpora, one academic written corpus, and one non-academic spoken corpus. -
Skimming Or Penetration? Strategic Dynamic Pricing for New Products
This article was downloaded by: [113.197.9.114] On: 26 March 2015, At: 16:51 Publisher: Institute for Operations Research and the Management Sciences (INFORMS) INFORMS is located in Maryland, USA Marketing Science Publication details, including instructions for authors and subscription information: http://pubsonline.informs.org Skimming or Penetration? Strategic Dynamic Pricing for New Products Martin Spann, Marc Fischer, Gerard J. Tellis To cite this article: Martin Spann, Marc Fischer, Gerard J. Tellis (2015) Skimming or Penetration? Strategic Dynamic Pricing for New Products. Marketing Science 34(2):235-249. http://dx.doi.org/10.1287/mksc.2014.0891 Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditions This article may be used only for the purposes of research, teaching, and/or private study. Commercial use or systematic downloading (by robots or other automatic processes) is prohibited without explicit Publisher approval, unless otherwise noted. For more information, contact [email protected]. The Publisher does not warrant or guarantee the article’s accuracy, completeness, merchantability, fitness for a particular purpose, or non-infringement. Descriptions of, or references to, products or publications, or inclusion of an advertisement in this article, neither constitutes nor implies a guarantee, endorsement, or support of claims made of that product, publication, or service. Copyright © 2015, INFORMS Please scroll down for article—it is on subsequent pages INFORMS is the largest professional society in the world for professionals in the fields of operations research, management science, and analytics. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org Vol. -
Compensating Market Value Losses: Rethinking the Theory of Damages in a Market Economy
Florida Law Review Founded 1948 Formerly University of Florida Law Review VOLUME 63 SEPTEMBER 2011 NUMBER 5 COMPENSATING MARKET VALUE LOSSES: RETHINKING THE THEORY OF DAMAGES IN A MARKET ECONOMY Steven L. Schwarcz * Abstract The BP Deepwater Horizon oil spill and the Toyota car recalls have highlighted an important legal anomaly that has been overlooked by scholars: judicial inconsistency and confusion in ruling whether to compensate for the loss in market value of wrongfully affected property. This Article seeks to understand this anomaly and, in the process, to build a stronger foundation for enabling courts to decide when—and in what amounts—to award damages for market value losses. To that end, this Article analyzes the normative rationales for generally awarding damages, adapting those rationales to derive a theory of damages that covers market value losses, not only of financial securities (such as stocks and bonds) but also of ordinary products (such as automobiles and lightbulbs). INTRODUCTION ................................................................................... 1054 I. JUDICIAL PRECEDENTS ........................................................... 1056 A. Financial-Market Securities ........................................... 1056 B. Ordinary Products .......................................................... 1058 II. TOWARD A NORMATIVE THEORY OF DAMAGES FOR MARKET VALUE LOSS ............................................................ 1059 A. The Theoretical Basis for Awarding Damages ............... 1060 B. Modeling