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Anderson will give you better marketing performance and a superior ROI—today and tomorrow—with our scientific insights into customer behavior and your marketplace, our keen instincts, plus our disciplined, battle-tested thought process. Scott calls the shots at our Agency Services unit, and has been the prime mover behind literally hundreds of programs serving some of the world’s leading brands. Faced with the challenge of promoting the Chamber and its events, this committee meets monthly to provide input and assist with marketing tasks.
Ia€™ll briefly review each step in turn: Understand Your Customer Develop a clear picture of your target customer using market research and analysis.
Click here to get the 7-Step Marketing Toolkit, which will help you easily develop an effective marketing plan for 2016! Download our Marketing Strategy eBook - an easy 7-step marketing strategy program to drive business results. A favore perche il Social Media Marketing, se non supportato da una Web Marketing Strategy articolata e di piu ampio respiro, puo davvero servire a poco o a niente. Magari perche non riuscivano a navigarlo bene, perche le pagine erano dei papiri impossibili da leggere, dopo 10 clic ancora non erano riuscite a trovare cio che cercavano o perche dallo smartphone con il quale navigavano veniva fuori un sito – accrocchio agghiacciante di foto, testi e bottoni (gia, il sito web orientato al mobile e un must).
Il punto e che puoi essere bravo quanto vuoi nei Social Network, ma il tuo sito web e e deve essere una priorita, propedeutico a qualsiasi altro canale tu voglia attivare in Rete. E’ il tuo spazio, quello in cui accogliere non solo le persone che cercano cio che proponi, ma anche quelle che ti hanno conosciuto grazie ad altri canali, vogliono conoscerti meglio, magari acquistare da te. Il blog come canale ad oggi imprescindibile per costruire una relazione con i tuoi target, offrire contenuti di valore, rendere dinamico il tuo sito web e la tua presenza in Rete. E tante altre azioni e strumenti come la SEA (Search Engine Advertising) o le Digital PR di cui vanno capite le potenzialita per la tua impresa, perche non tutte le aziende hanno gli stessi bisogni, budget e obiettivi, ne le stesse performance sui vai canali. Veronica GentiliDocente e consulente di Web Marketing e Social Media Marketing , autrice del libro "Strategie e tattiche di Facebook Marketing per aziende e professionisti".


Riceverai comodamente i miei articoli via e-mail e la mia ultima Mini-Guida ai Social Network!
This example illustrates what Niraj Dawar, of the Havard Business Review, meant in his article on effective marketing strategies. According to Dawar, downstream activities—such as delivering a product for specific consumption circumstances—are increasingly the reason customers choose one brand over another and provide the basis for customer loyalty. Yet, business strategy continues to be driven by the ghost of the Industrial Revolution, long after the factories that used to be the primary sources of competitive advantage have been shuttered and off-shored. The strategic question that drives business today is not “What else can we make?” but “What else can we do for our customers?” Customers and the market—not the factory or the product—now stand at the core of the business. Let’s consider more closely how companies can use downstream activities to overturn traditional strategy. In their quest for upstream competitive advantage, companies scramble to build unique assets or capabilities and then construct a wall to prevent them from leaking out to competitors. Downstream competitive advantage, in contrast, resides outside the company—it is the external linkage with customers, channel partners, and strategic alliances. It is no secret that today, in many industries, the activities such as sourcing, production and logistics are being handled by outsourced companies, while subsequent efforts to reduce the costs and risks of customers are becoming sources of competitive advantage and the true source of value for the company.
He’s known for pioneering the vertically integrated business model for a direct marketing agency, and refining media integration techniques long before it was the norm. All marketing methods, both traditional and online media are addressed to further the mission of the Chamber, increase visibility of membership benefits, and host and promote all Chamber events.
Companies are still organized around their production and their products, success is measured in terms of units moved, and organizational hopes are pinned on product pipelines.
According to Dawar, “this new center of gravity demands a rethink of some long-standing pillars of strategy: First, the sources and focus of competitive advantage now lie outside the firm, and advantage is accumulative—rather than eroding over time as competitors catch up, it grows with experience and knowledge.


You can tell which of its activities a firm considers to be a source of competitive advantage by how well protected they are: If the company believes its edge lies in its production processes, then plant visits are strictly controlled. It is most often embedded in the processes for interacting with customers, in market research, and in customer behavior. He’s helped create some of the industry’s most intelligent databases and closed-loop ROI reporting systems, too. Production-related activities are honed to maximize throughput, and managers who worship efficiency are promoted.
If it believes that R&D sets it apart, security around its research labs is airtight and armies of lawyers protect its patents. However, that same consumer, finding herself in a park on a hot summer day, will gladly pay $2.00 dollars for a chilled can of Coke sold through a vending machine. Downstream, it’s no longer about having the better product: Your focus is on the needs of customers and your position relative to their purchase criteria. And if it prizes its talent, you’ll find hip work spaces for employees, gourmet lunches, yoga studios, nap nooks, sabbaticals, and flexible work hours. That 700% price premium is attributable not to a better or different product but to a more convenient means of obtaining it. Third, the pace and evolution of markets are now driven by customers’ shifting purchase criteria rather than by improvements in products or technology” (Dawar, 2013).



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