Currently published four times per year, Canadian Health & Lifestyle is a consumer magazine that launched in 2004 and was previously published by Joe Viecili.
Its circulation is roughly 400,000 and its readership is approximately two million per issue. The magazine’s current five-person Toronto-based team is set to report to Angela Jones, who was just promoted to be the brand’s publisher. Dale Hooper, senior vice-president of sales and marketing at Rogers Media, spoke at last week’s annual CMDC conference about which consumer groups Rogers aims to connect with in the coming years: news followers, sports fans, entertainment lovers and – as the new acquisition reflects – women.
According to the PMB 2011 Spring two-year readership database, 64% of Canadian Health & Lifestyle’s readers are female (English women 18+, to be more specific).
We all are well aware of a simple fact in marketing – Acquiring new customers is five times more difficult and expensive than retaining existing ones.
An effective customer satisfaction survey program should focus on measuring customer perceptions of how well the company delivers on the critical success factors and dimensions of the business. The other problem with traditional satisfaction surveys is that they are very difficult to analyze and produce results that are hard to decipher. 9-10 These are your most cherished evangelists – they are very satisfied and will recommend your company any chance they get. 7-8 These are satisfied customers but passive when it comes to spreading the good word about your business. 0-6 They are the – fairly unsatisfied with you – most likely to leave you for your competitor.
If you have 60-70% of your customer base with a score between 9-10, congratulations, you have a powerful customer’s sales force working for you. Marketing framing services through daily-deal companies is not for every business, but for those that are thinking about giving it a try, here are a few suggestions.
During recent trips to my favorite art gallery and an amazing museum exhibition, I was reminded of how important an artwork’s display is to the overall effect of the art. The role of product management spans many activities from strategic to tactical, some very technical, others less so. Many CEOs realize that product management brings process and business savvy to the creation and delivery of products.
Traditional consumer companies have always considered product management to be a marketing role, which is why it seems to make sense to put product management there. For technology companies, particularly those with enterprise or B2B products, the product management job is very technical.
Very few product managers find themselves in a Sales (or Sales & Marketing) department.


In effect, subordinating product management relegates it to a support role for the primary goal of the department.
The VP of Marketing owns collateral, sales tools, lead generation, and awareness programs.
As our companies grow larger and become more mature, the company president needs someone thinking about the products we ought to be offering and new markets we could serve. Increasingly we see companies creating a VP of Product Management, a department at the same level in the company as the other major departments.
As we grow ever larger, the product marketing role expands further: we still need a group defining our go-to-market strategy and providing content to Marketing Communications, but now we also need more marketing assistance in the field. As companies grow, the product management role entails three or four functions: product strategy, technical product management, product marketing, and field marketing. Product Management’s reporting structure corresponds to the results the company can expect from Product Management. If you want better products in the future, if you want a messenger for the market, Product Management should have a seat at the senior executive table; you need a VP of Product Management. Jones has been with Rogers Publishing for nearly 15 years in various sales and management roles.
If you are an existing print subscriber and you have not yet created an account and password for your digital access, please select “Create an Account”. We also understand that customer satisfaction and loyalty are inseparable from the well-being and long term growth of the company. These usually include factors like service promptness, staff responsiveness, and understanding of the customer’s needs, concerns and problem. As you can imagine this leads to a very low response rate for customer satisfaction surveys. On the other hand, if your customers get a short survey, the response rate will be much higher. They are happy with your product offering and are willing to put their reputation on the line for you by recommending your product or service. An effective survey should focus on three important points; tell us how we’re doing, what we should be doing better, and if we’re good enough to tell a friend.
Over the last several years, my shops have used daily-deal marketing to great advantage, and the following list contains some of my company’s success strategies. A designer asks that a client purchase the key elements first: flooring, furniture, rugs, window dressing, and decorative mouldings for the walls.
They’ll try just about any advertising idea, even having their logo emblazoned on placemats at the local diner, cash-register tapes and bowling score sheets.


Perhaps that's why we've seen a shift over the years of where product managers report in the organization. It seems clear product managers in Sales will spend all of their time supporting sales people with demos and presentations. Vice Presidents and department heads have a natural inclination to support their primary department’s role. These companies often add a product marketing component to the marketing communications effort, supporting them with market information and product content. So field marketing is born: product marketing people in the sales regions who create specific programs for all of the sales people in a given geographic area. She was most recently associate publisher at fellow female-focused Rogers’ magazines Chatelaine and Chatelaine. In other words, the success of our businesses depends on how satisfied and loyal our customers are. By gathering feedback from customers, we can identify and fix problems before they decide to take their business elsewhere.
For example, customers who are unhappy are not likely to go through a long customer satisfaction survey. The higher response rate will give you a more accurate evaluation of the customer’s perception of your company.
That is why it is not surprising that a good number of product managers report directly to the CEO, acting as his or her representative at the product level. Alas, many technology companies consider the term "marketing" to be synonymous with "marketing communications." So if the Marketing department is only about delivering products but not defining them, product managers should be elsewhere. The VP of Development has a primary responsibility of delivering products, so tends to use product managers as project managers and Development gofers. The product management group interviews existing and potential customers, articulates and quantifies market problems in the business case and market requirements documents, defines standard procedures for product delivery and launch, supports the creation of collateral and sales tools by Marketing Communications, and trains the sales teams on the market and product. The problem appears to be technical product managers spend so much time writing requirements, they don't have time to visit the market to better understand the problems their products are designed to solve. With more in-depth questions, you can also gauge interest for new products and services and pinpoint areas for improvement. They spend so much time building products that they're not equipped to help deliver them to the market.



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