The Ultimateguide to Trade Marketing
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Marketing & Advertising
Coronavirus Buyer’s Guide Marketing & Advertising April 2020 Supply Chain Risk Stimulus Impact Availability of Best Practices Assessment Analysis Substitutes for Contracts Historical Performance buyers are cutting budgets. In addition, product shortages are causing buyers Marketing and advertising agencies have historically performed poorly during of market services to freeze ad campaigns as they are unable to fulfill orders. recessions. In 2009, US ad spending as a percent of gross domestic product sunk Some clients are asking for contract suspensions, while others cut back all or to its lowest level in decades. Moreover, Ad Age reported the sharpest revenue part of their spending on marketing and advertising initiatives. While digital drop since 1945 (7.5%) during 2009. In addition to losing business, many firms advertising is faring better than traditional media, both categories are down offered discounts in order to retain clients. Revenue then suffered for several more than 30.0% according to IAB. Revenue for advertising agencies is poised years as recessionary price discounts of as much as 30.0% were taken as the new to decline 2.0% in 2020, indicating poor performance. benchmark by some clients. As reported by McKinsey, ad spend did not return to pre-recession levels until 2011. According to an Interactive Advertising Bureau (IAB) report, 74.0% of buy-side decision-makers expect that the coronavirus will Market Headwinds & Tailwinds have greater impact on US ad spend than the Great Recession. Marketing and advertising firms are recalibrating their businesses around these headwinds and tailwinds: • Cuts to key buyers’ marketing and advertising budgets Current Performance • Declining consumer spending While the Great Recession resulted from problems in the financial system, • Changing consumer preferences for mission- and cause-based messaging current threats of a recession revolve around declining consumer spending. -
Warren J. Keegan 1936–2014 —MCG
In Memoriam: Warren J. Keegan 1936–2014 —MCG A01_KEEG9756_10_SE_FM.indd 2 24/10/18 5:54 AM TENTH EDITION GLOBAL MARKETING Mark C. Green Simpson College Warren J. Keegan Late, Pace University A01_KEEG9756_10_SE_FM.indd 3 24/10/18 5:54 AM Vice President, Business, Economics, and UK Operations Specialist: Carol Melville Courseware: Donna Battista Design Lead: Kathryn Foot Director of Portfolio Management: Stephanie Wall Manager, Learning Tools: Brian Surette Executive Portfolio Manager: Lynn M. Huddon Senior Learning Tools Strategist: Emily Biberger Editorial Assistant: Rachel Chou Managing Producer, Digital Studio and GLP: James Vice President, Product Marketing: Roxanne McCarley Bateman Senior Product Marketer: Becky Brown Managing Producer, Digital Studio: Diane Lombardo Product Marketing Assistant: Marianela Silvestri Digital Studio Producer: Monique Lawrence Manager of Field Marketing, Business Publishing: Adam Digital Studio Producer: Alana Coles Goldstein Full Service Project Management: Michelle Alojera, Field Marketing Manager: Nicole Price Gowri Duraiswamy, Pearson CSC Vice President, Production and Digital Studio, Arts and Interior Design: Pearson CSC Business: Etain O’Dea Cover Design: Pearson CSC Director, Production and Digital Studio, Business and Cover Art: Studiojumpee/Shutterstock Economics: Ashley Santora Printer/Binder: LSC Communications, Inc./location Managing Producer, Business: Melissa Feimer Cover Printer: Phoenix Color/Hagerstown Content Producer: Michelle Zeng Copyright © 2020, 2017, 2015 by Pearson Education, Inc. 221 River Street, Hoboken, NJ 07030. All Rights Reserved. Manufactured in the United States of America. This publication is protected by copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise. -
Marketing Collateral Checklist a Tool for Gathering the Branding Assets for an Effective Marketing Strategy by Camille Winer
CHECKLIST Marketing Collateral Checklist A tool for gathering the branding assets for an effective marketing strategy Marketing Collateral Checklist A tool for gathering the branding assets for an effective marketing strategy by Camille Winer Camille is Chief Operating Officer at Yodelpop. With 20 years' experience working with companies and organizations, Camille loves helping clients succeed through effective marketing, web development, and design. Camille lives in Highland Park, Illinois, with her husband and two sons. She was president of her high school theater guild and still enjoys a little drama from time to time. Introduction In order to create an effective marketing strategy, you need to have a solid foundation in place. Your branding & marketing assets are the building blocks of a successful marketing strategy. Your marketing collateral will help your ideal personas through the buyer’s journey The buyer’s journey is the active research process a buyer (or patient, supporter, client, etc.) goes through leading up to a purchase (or an appointment, donation, etc.) The 3 Stages of the Buyer’s Journey 1 Awareness 2 Consideration 3 Decision The 3 Stages of the Buyer’s Journey 1 Awareness Awareness In the awareness stage, a prospect is doing research to get a clearer understanding of their challenge or opportunity, and to frame and give a name to it. Marketing Asset – A blog built around a good longtail keyword attracts prospects at this stage. Your logo and color palette as displayed on your blog need to earn the trust of your prospects. The 3 Stages of the Buyer’s Journey 1 Awareness 2 Consideration Consideration In the consideration stage, the visitor has now defined and given name to their problem or opportunity. -
Introducing U.Connect...A Modular, Integrated Business Communication Solution Designed to Effectively
Modular, Integrated eSolutions Support a Project, a Program, or Enterprise Print Management Your company communicates in lots of ways. Through printed documents & publications, corporate marketing collateral, promotional items, cross-media campaigns, and social media, you’re consistently communicating your messages, your brand and your vision. But are all of your efforts connected? Do you have an intuitive, online interface that provides end-to-end management for all your print and marketing initiatives across your entire organization? INTRODUCING U.CONNECT...A MODULAR, INTEGRATED BUSINESS COMMUNICATION SOLUTION DESIGNED TO EFFECTIVELY: » Electronically manage procurement, print production, ordering, and fulfillment activities surrounding printed documents and marketing collateral. » Provide digital storefronts for your employees, distributors, field reps, and customers to order corporate literature and create customized documents on-demand. » Develop, distribute, and track cross media marketing campaigns. » Manage and distribute digital assets including images, video, and art files. Print & Fullfillment Management #Web2Print & Personalized POD Digital Asset Management # Cross Media Marketing CROSS MEDIA MARKETING It’s not just business, it’s personal. Personalized, multi-channel communication strategies have redefined the rules of marketing effectiveness. Cross Media Marketing brings pinpoint control to your messaging, and reaches the specific, targeted audiences who find value in your brand. Delivering the right message to the right demographic in the most effective ways – all from OneTouchPoint. » Effectively and efficiently segment markets » Attract new customers » Support multiple communication channels » Identify opportunities for cross-selling and up-selling » Maximize the lifetime value of each customer Studies show that order size increases by 25% and repeat orders increase by up to 50% when documents are personalized. -
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. -
Dr. Mark S. Rosenbaum Dean and Professor, Graham School of Management, St
Dr. Mark S. Rosenbaum Dean and Professor, Graham School of Management, St. Xavier University Fulbright Specialist (Services Marketing, Uzbekistan), Senior Fulbright Scholar (Nepal); Fulbright Scholar (Cambodia), Co-Director, Center for Services Management: Focus on #Silkroadservice Research Faculty Fellow, Center for Services Leadership, Arizona State Univesity Visiting Professor of Services Marketing, American Hotel Academy, Brasov, Romania Visiting Associate Professor of Marketing, Universidad de Externado, Bogota Colombia RESIDENCE: 2035 ALTA VISTA COURT. NAPERVILLE, IL 60563 EMAIL: [email protected] (ST. XAVIER UNIVERSITY RELATED BUSINESS) [email protected] (ALL NON-UNIVERSITY RELATED BUSINESS) PHONE: 773.298. 960 I ( OFFICE); 630.414.6989 (MOBILE) July, 2020 EDUCATION Ph.D. Arizona State University, W. P. Carey School of Business, 2003; Major Field: Marketing. Emphasis in Service Marketing M.S. San Diego State University, 1999; Major Field: Total Quality Management Thesis: A Review of Total Quality Management in Service Industries M.A. New York University, 1996; Major Field: International Business/Interdisciplinary Studies. Thesis: The Potential of Direct Marketing in Southeast Asia MBA University of Illinois at Chicago, 1991, Major Field: Marketing B.S. Indiana University, 1988, Major Field: Finance ACADEMIC EXPERIENCE 2020 - Saint Xavier University, Dean and Professor, Graham School of Management 2017 - 2019 University of South Carolina, Professor and Chair, Department of Retailing 2011- 2016 Northern Illinois University, -
Building a Modern Marketing Organization
THE CMO SOLUTION GUIDE FOR BUILDING A MODERN MARKETING ORGANIZATION PRESENTED BY IN PARTNERSHIP WITH WITH SPECIAL THANKS TO CONTRIBUTORS: PATRICK ADAMS NIKHIL BEHL KATHY BUTTON-BELL JOHN COSTELLO CMO, PayPal CMO, FICO CMO, Emerson President, Global Marketing and Innovation, Dunkin’ Brands RISHI DAVE SNEHAL DESAI EVAN GREENE ALIX HART CMO, Dun & Bradstreet Global Business Director, Dow Water & CMO, The Recording Academy VP Global Brand, Digital, and Process Solutions, Dow Chemical (The GRAMMYs) Advertising Acting CMO, Symantec PETER HORST STEVE IRELAND GRANT JOHNSON JILL KOURI CMO, The Hershey Company SVP/MD, JPMorgan Chase SVP of Enterprise Software CMO, JLL Marketing, Lexmark SUSAN LINTONSMITH RICHARD MARNELL HEIDI MELIN MARILYN MERSEREAU CMO, Quiznos SVP Marketing, CMO, Plex Systems CMO, Plantronics Viking River Cruises JEANNIEY MULLEN CHRIS PADGETT KAREN QUINTOS RAJA RAJAMANNAR VP of Marketing, NOOK by VP Digital Marketing, CMO, Dell CMO, MasterCard Barnes & Noble Nestlé USA CLIVE SIRKIN MARTY ST. GEORGE TONY WELLS CMO, Kimberly-Clark EVP, Commercial and Planning, SVP Marketing, North America, JetBlue Airways Schneider Electric The CMO Solution Guide for Building a Modern Marketing Organization 3 THE CHALLENGE THE URGENCY FOR TRANSFORMING MARKETING DEPARTMENTS HAS NEVER BEEN HIGHER. Pressure from the board to deliver business results is mounting. Technology adoption by consumers is accelerating changes in their buying behavior and dramatically increasing their desire for more personalized experiences. And channels of communications are proliferating at an increasing rate, making seamless brand communications more challenging than ever. At the same time, innovative new tools for marketing smarter and engaging customers more effectively are being delivered at a pace never before encountered by marketing professionals. -
Direct Marketing Guidance
Privacy and Electronic Communications Regulations Direct marketing • ICO. Information Commissioner's Office Direct marketing Data Protection Act Privacy and Electronic Communications Regulations Contents Introduction.............................................................................3 Overview.................................................................................5 Legal framework ......................................................................6 Data Protection Act ................................................................7 Privacy and Electronic Communications Regulations ...................8 Other regulation .................................................................. 10 ICO enforcement.................................................................... 11 Direct marketing .................................................................... 13 The definition of direct marketing .......................................... 13 Market research and ‘sugging’ ............................................... 14 Charities, political parties and other not-for-profit organisations 15 Solicited and unsolicited marketing........................................... 18 Consent ................................................................................ 19 The definition of consent ...................................................... 20 Implied consent................................................................... 24 Methods of obtaining consent................................................ 26 Opt-in and -
Chapter 10 – Marketing
SHORT RANGE TRANSIT PLAN CHAPTER 10 – MARKETING The success of any public transit program is dependent in large part on public acceptance and understanding of the services offered. A strong marketing and customer service strategy will assist the Local Transportation Authority in retaining existing public transit customers, attracting new customers and developing support for the new public transit incentives. As a community resource since 1975, County Express’ marketing efforts have been modest. Therefore, this Marketing narrative presents the foundation of a strategic approach intended to enhance community mobility, broaden the County Express customer base, increase annual ridership, and realize the lowest reasonable public subsidy. To accomplish this, the Local Transportation Authority should allocate no less than four percent of its annual operating budget to marketing in the first year of this Plan, and 3.5 percent every year thereafter. The strategies outlined herein are intended to support those service offerings in place at the time of the evaluation, as well as those service recommendations discussed herein. The proposed approach includes a mechanism for the effectiveness of impact. Overview of Marketing Efforts Some of the current marketing materials appeared to be out-of-date. Concurrent with the development of this report, a redesign of the current County Express website was completed. Print The principal transit marketing tool is the County Express service brochure. The brochure is presented in a double-sided, full-color, accordion-fold format with a finished size of 5.5 inches by 3.75 inches. Basic individual design elements include timetable, route map, fare details, and customer information. -
Event Marketing: Measuring an Experience?
7th International Marketing Trends Congress – Jan 17th/19th Venice Event Marketing: Measuring an experience? Emma H Wood UK Centre for Event Management Leeds Metropolitan University Calverley St, Leeds LS1 3HE +44 113 8123963 [email protected] Guy Masterman Division of Sports Science Northumbria University Newcastle [email protected] Abstract The research presents a critical evaluation of the current methods used to measure the effectiveness of experiential marketing techniques. The paper begins by reviewing the literature relating to event and experiential marketing and related evaluation techniques. Secondary research is then used to highlight specific tools and methods currently being used in the experiential marketing industry. Interviews were conducted with providers of marketing events and show that current methods are not seen as comprehensive or reliable due to the intangibility of the event experience. Based on these findings a framework is developed to guide future research, both academic and practitioner, into measuring the effectiveness of experiential marketing events. Keywords: Experiential marketing; event marketing; evaluation; measurement 1 Event Marketing: Measuring an experience? Introduction Although there is very little existing research in the specific area of ‘event marketing’ (Gupta, 2003; Krantz, 2006; Sneath et al, 2005) work undertaken in other fields can be used to develop the unique concepts and models needed within this area. The areas of academic research within marketing which have the most affinity with event marketing are lifestyle marketing, experiential marketing, relationship marketing, public relations and marketing communications. Indeed, the development of event marketing was taken up by Schreiber and Lenson in 1994 in their practitioner focused text on lifestyle and event marketing. -
Print Media. Public Relations
Entries are judged at random. Your work is judged on creativity and what you apparently had to work with, not against the other entrants in the category. A 2-color and a 4-color brochure in the same category are not compared to each other. A small company is not compared to a Fortune 500 entrant in the same category. There can be multiple winners in a given category. Most categories are $110. All numbers followed with a “c” are considered campaigns and are $185. Achievement categories are $250. PRINT MEDIA. 51. Media Kit 94. Corporation & Social DIGITAL ADVERTISING 196. Original Music 52. Packaging/Label Responsibility 144. Digital Ad Campaign 197. PSA ADVERTISING 53. Postcard 95. Business to Business 198. Ad 1. Direct Mail Piece 145. Display Ad 54. Poster 96. Business to Consumer 146. Video Ad or Pre-Roll 199c. Ad Campaign ($185) 2. Banner/Sign 55. Other _____ 97. Educational Institution 200. Other _____ 3. Flyer 147. Other _____ 98. Government 4. Magazine Ad 99. Informational PHOTOGRAPHY DIGITAL PUBLICATIONS/ 5. Newspaper Ad 100. Marketing, PR, Advertising, 56. Advertising NEW CATEGORY. 6. Outdoor Ad Digital Agency MESSAGING 57. Publication My project doesn’t fit any of the 7. Point of Purchase Ad 101. Medical/Healthcare 148. E-Annual Report 58. People/Portrait categories 8. Trade Show Exhibit 102. Nonprofit 149. E-Book/iBook 59. Other _____ 201c. Write your own category on 9c. Advertising Campaign ($185) 103. Product 150. E-Brochure entry form ($185) 10. Other ______ 104. Professional Service 151. E-Card WRITING 152. E-Mail Communication 105. -
Institutional Rebranding and Marketing Campaign
Weill Cornell Medicine: Institutional Rebranding & Marketing Campaign RAPID Meeting I October 12, 2015 Agenda Overall Marketing Timeline Pre-launch Launch Post-launch SEPTEMBER OCTOBER NOVEMBER 10/6 Board November 9/15 & 9/17 meeting & Signage Practice Ops. Branding installation Training launch day continues Session Week of 9/21 Staff Trainings on 11/30 Fall Marketing 10/6 .ORG Phase 2 Live campaign occur Signage 9/24 installation .ORG begins launches 10/6 New branding templates & 9/27 collateral Fall Marketing Campaign delivered Live Week of 9/28 Practice level Branding Trainings Occur Branding Perception vs. Reality Community Survey Revenue 80% 60% 40% 20% 0% Patient Care Research Education Unsure/Other Source: FY 2016 Competitive Set (Previous) 6 Competitive Set (New) 7 Previous vs. New 4.52” 4.52” 1” 1” Our Promise Our Personality Our Descriptor Care. Discover. Teach. Logo Variations Masterbrand: Unit-brand: Co-brand: The Role of the Seal Font Package & Color Palette Meet 1898 Sans Primary & Secondary Colors PO Marketing Fall 2015 Marketing Tactics • Outdoor advertising • Elevator advertising • Standardized marketing collateral • Search Engine Marketing (Google ads) Traditional Digital Marketing Marketing • Digital display ads • Website (.ORG) Events & Internal Community • Internal referral Marketing marketing • Signature event Outreach program sponsorship (Atlantic Antic, Taste of Seaport, Columbus • New physician Ave. Fair and communication Summer Streets) plan Outdoor Signage Light Pole Banners 9/27: Manhattan/Brooklyn; PO/WCPN