...including Disney, Ford, Intel, Levi Strauss, Nike, Accenture and Starbucks. He wrote the textbook Strategic Brand Management: Building, Measuring and Managing Brand Equity and co-authored with Philip Kotler the textbook Marketing Management. KEITH RICHEY is an independent consultant working in New York. He holds a joint Master’s degree in Global Media and Communication from the University of Southern California and the London School of Economics. Keywords corporate branding; corporate image; corporate values; brand personality; brand personality traits; corporate brand personality Abstract Brand personality has been defined as the human characteristics or traits that can be attributed to a brand. Corporate brand personality is a form of brand personality specific to a corporate brand. Unlike a product brand personality that typically relates to consumers and user imagery for a specific product brand, a corporate brand personality can be defined in terms of the human characteristics or traits of the employees of the corporation as a whole. A corporate brand personality will reflect the values, words, and actions of all employees of the corporation. A successful 21st century firm must carefully manage its corporate brand personality. The three core dimensions of corporate brand personality and two traits for each dimension that are crucial for marketplace success are outlined as Passionate and Compassionate (Heart), Creative and Disciplined (Mind) and Agile and Collaborative (Body)...
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...and David P Norton . • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Using the Balanced Scorecard as a Strategic Management System 14 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0707M BEST OF HBR Using the Balanced Scorecard as a Strategic Management System The Idea in Brief The Idea in Practice Why do budgets often bear little direct relation to a company’s long-term strategic objectives? Because they don’t take enough into consideration. A balanced scorecard augments traditional financial measures with benchmarks for performance in three key nonfinancial areas: The balanced scorecard relies on four processes to bind short-term activities to long-term objectives: • a company’s relationship with its customers • its key internal processes • its learning and growth. COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. When performance measures for these areas are added to the financial metrics, the result is not only a broader perspective on the company’s health and activities, it’s also a powerful organizing framework. A sophisticated instrument panel for coordinating and fine-tuning a company’s operations and businesses so that all activities are aligned with its strategy. identify...
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...MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996 Using the Balanced Scorecard as a Strategic Management System Editor’s Note: In 1992, Robert S. Kaplan and David P. Norton’s concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of financial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfinancial metrics are so valuable mainly because they predict future financial performance rather than simply report what’s already happened. This article, first published in 1996, describes how the balanced scorecard can help senior managers systematically link current actions with tomorrow’s goals, focusing on that place where, in the words of the authors, “the rubber meets the sky.” by Robert S. Kaplan and David P. Norton A | transform themselves for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, we introduced a concept we called the balanced scorecard. The balanced scorecard supplemented traditional financial measures with criteria that measured performance from three additional perspectives – those of customers, internal business processes, and learning and growth. (See the exhibit “Translating Vision and Strategy:...
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...multiplier effect Growing business confidence in rural opportunities The attractions and distractions of rural markets 03 05 09 Distinctive capabilities that enable 15 companies to succeed in India’s hinterland Framework factors critical to nurturing distinctive capabilities Developing the right capabilities—and acting on them Last word 28 29 31 2 Foreword Unleashing India’s rural multiplier effect But rural India’s contributions to the nation’s economic success—and the obvious potential for profitable growth—is just a part of the promise of wholehearted commitment to doing business beyond the city centers and suburbs. India’s rural markets offer unprecedented opportunities for global and local companies to experiment with approaches and business models, which if successful, may be replicated in rural markets of other emerging economies. India is on the march. Its momentum is not only evident in metros— it is apparent in small towns and villages as well. Collectively, all over India’s rural heartland and in its teeming cities, India is readying for an even more impressive era of economic growth. There is no question that India’s rural markets are becoming a powerful economic engine. One telltale sign: rural accounts now comprise over 50 percent of new subscribers for some of the leading telecom providers.1 The rural multiplier effect is what excites policy makers and business leaders alike. For every new opportunity for a villager to use his mobile phone to protect his...
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...under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN UK www.kogan-page.co.uk 22883 Quicksilver Drive Sterling VA 20166–2012 USA © James C Craig and Robert M Grant, 1993 © Philip Sadler, 2003 The right of Philip Sadler to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 3938 6 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Sadler, Philip, 1930Strategic management / Philip Sadler. – 2nd ed. p. cm. – (MBA masterclass series) Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993. Includes bibliographical references and index. ISBN 0-7494-3938-6 1. Strategic planning. I. Title. II. Series. HD30.28.S224 2003 658.4’012–dc21 2002154764 Typeset by Saxon Graphics Ltd, Derby Printed and bound in Great Britain by Biddles Ltd, Guildford and King’s Lynn www.biddles.co.uk Contents The series editor Introduction ix 1 Part 1 1 Strategic management and its context ...
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...Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha logo copy.tif SUMMARY by Chapter 1 Understanding Marketing Management Marketing is an essential art and science that is engaged in a vast number of activities by both persons and organizations. It has become an increasingly vital ingredient in the success of a business. Good marketing is the result of careful planning and execution. There are two sides to marketing – the formulated side and the creative side. It is important to lay the foundation in marketing concepts, tools, frameworks and issues of the formulated side while at the same time instil the real creativity and passion for marketing, as we shall come to see in this chapter. Social Definition of Marketing Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering and freely exchanging products and services of value with others. Marketing is increasingly becoming an important function in all organizations to ensure that demand for a product or service persists along with customer retention. Scope of Marketing A good marketer must be able to answer the following questions: What is Marketing? The formal definition of marketing is, Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationship in ways that benefit the organization and its stakeholders. What is Marketed? Some of the...
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...be some mistake in my organization, presentation and style. In completing the report I have tried my best in imparting ever available details of the, “Modes of Entry into Foreign Market” avoiding unnecessary amplification of the report. Thanking you, Yours faithfully Md.RazibulMatin ID. No: 801414091 EMBA Program Department of International Business University Of Dhaka. Table of Content SL NO. | TOPIC NAME | PAGE NO | | Letter of Transmittal | 1 | | Executive summary | 3-4 | Chapter-1 | Introduction | | 1.1 | Problem of Modes of Foreign Markets Entry | 5-6 | 1.2 | Rationale for Modes of Foreign Markets Entry | 6 | 1.3 | Scope and Objectives of the study | 6-7 | 1.4 | Methodology of the Study | 7 | 1.5 | Limitation of The Study | 7 | Chapter-2 | Literature Review | 8 | Chapter-3 | Modes of Entry into Foreign Market | | 3.1 | Market entry strategy | 9 | 3.2 | Market Entry Modes | 10 | 3.2.1-3.2.7 | Different Markets Entry Modes | 11-16 | 3.3 | Non-Equity Strategic Alliance | 16-17 | 3.3.1 | Licensing | 17-18 | 3.3.2 | Franchising | 18-21 | Chapter-4 | Findings and Analysis | | 4.1 | Findings | 22 | 4.2 | Analysis | 22...
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... INTRODUCTION [pic] CRM, or Customer relationship management, is a number of strategies and technologies that are used to build stronger relationships between companies and their customers. A company will store information that is related to their customers, and they will spend time analyzing it so that it can be used for this purpose. Some of the methods connected with CRM are automated, and the purpose of this is to create marketing strategies which are targeted towards specific customers. The strategies used will be dependent on the information that is contained within the system. Customer relationship management is commonly used by corporations, and they will focus on maintaining a strong relationship with their clients. There are a number of reasons why CRM has become so important in the last 10 years. The competition in the global market has become highly competitive, and it has become easier for customers to switch companies if they are not happy with the service they receive. One of the primary goals of CRM is to maintain clients. When it is used effectively, a company will be able to build a relationship with their customers that can last a lifetime. Customer relationship management tools will generally come in the form of software. Each software program may vary in the way it approaches CRM. It is important to realize that CRM is more than just a technology. Customer relationship management could be better defined as being...
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...Photo Objectives • Profile the evolving process of organizing a company for international business • Describe the features of classical structures • Describe the features of neoclassical structures • Discuss the systems used to coordinate and control international activities • Profile the role and characteristics of organizational culture CASE: Building an Organization at Johnson & Johnson The typical pharmaceutical company relies on global integration, given its steep product development costs and potential scale economies. Meanwhile, it must respond to local market conditions, obtaining government approval for each product in each country and establishing local sales and distribution systems. Consequently, headquarters and subsidiaries jointly implement the company’s strategy. Building an organization that can meet this mission is tough. One standout that does is Johnson & Johnson (J&J). Since the start of its U.S. operations in 1886, J&J has evolved into the most broadly based health-care company in the world. International activity began in 1919 with J&J Canada. Headquartered in New Brunswick, New Jersey, J&J lists 250 operating companies across the world, holds more than 54,000 U.S. and foreign patents, sells products in more than 175 countries, and employs about 115,000 people worldwide, with nearly 70,000 working in 57 countries outside the United States. Its steady success is renowned. Sales in 2010 were $61.6 billion and it increased its dividend...
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...of media, demassification of consumer markets, and the value of the Internet in today’s society are just three of the areas in which technological innovation has impacted (Pilotta et al., 2004; Peltier, Schibrowsky, and Schultz, 2003; Reid, 2003; Lawrence, Garber, and Dotson, 2002; Fill, 2001; Low, 2000; Hutton, 1996). This in turn left marketers in a challenging and competitive environment, trying to fulfil customers wants and needs while also developing long-term relationships with them. IMC can help in creating coordinated and consistent messages across various channels of communication. Furthermore, the concept is especially valuable in that it places great emphasis on the importance of all stakeholder groups and, in particular, on customer loyalty, which can only be created through strategic relationship building (Jin, 2003/2004; Cornelissen, 2000; Eagle and Kitchen, 2000; Pickton and Hartley, 1998; Miller and Rose, 1994). To date, academic research on IMC has been limited. The majority of empirical research has been conducted with advertising and PR agencies or companies located in the United States with a clear tendency toward quantitative methodologies (Jin, 2003/2004; Peltier, Schibrowsky, and Schultz, 2003; Kitchen and Schultz, 1999; Beard, 1996; Miller and Rose, 1994). Very few studies have concentrated on the...
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...& Sons, Ltd. All rights reserved. No part of this book may be reproduced by any means nor transmitted, nor translated into a machine language without the written permission of the publisher. Library of Congress Cataloging in Publication Data Håkansson, Håkan, 1947 International marketing and purchasing of industrial goods. Bibliography: p. Includes index. 1. Marketing – Europe. 2. Industrial procurement – Europe. I. Title. HF5415.12.E8H34 658.8'0094 81-13070 ISBN 0 471 27987 0 AACR2 British Library Cataloguing in Publication Data: International marketing and purchasing of industrial goods. 1. Marketing – Europe 2. Purchasing I. Håkansson, Håkan 658.8' 394 HF5415.1 ISBN 0 471 27987 0 Typeset by Pintail Studios Ltd., Ringwood, Hampshire Printed in the United States of America Contents Preface ....................................................................................... ix 1. Introduction A CHALLENGE ......................................................................................... 1 MARKETS FOR INDUSTRIAL GOODS ...................................................... 1 BENEFITS OF STABILITY AND OBSTACLES TO CHANGE IN INDUSTRIAL MARKETS ....................................................................... 3 IMPLICATIONS FOR PRACTITIONERS ..................................................... 4 Marketing Management ....................................................................... 5 Purchasing Management ...................
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...Introductory Marketing Place Chapter 11 Armstrong/ Kotler Marketing: An Introduction Marketing Channels and Supply Chain Management I. The Nature of Distribution Channels Channels of Distribution is known as "Place" in the "4 P's" model of Marketing. Distribution Channels provide the utility of place, of having products where the customer wants when the customer wants them. In these days of customer focus and emphasis on competition, the 4 P's model is considered very simplistic, and I've always thought that was probably why Marketers began referring to Place as Channels, to move us away from "The "4 P's" as a description of all of what Marketing is about; nevertheless, "place" is a convenient way to think of the term Channels of Distribution. |Distribution is particularly important in a country |[pic] | |like Canada with our huge size and our northern | | |climate. Every spring, trucks go down through the ice | | |in places where frozen water is used as a seasonal | | |road; this truck is sinking in Lake Winnipeg. | | |[pic] ...
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...strait-jacket? A relationship building and management approach may be the answer. From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing Christian Grönroos approach to marketing which eventually has entered the marketing literature[2, 4-14]. A paradigm shift is clearly under way. In services marketing, especially in Europe and Australia but to some extent also in North America, and in industrial marketing, especially in Europe, this paradigm shift has already taken place. Books published on services marketing[15-17] and on industrial marketing[18-20] as well as major research reports published are based on the relationship marketing paradigm. A major shift in the perception of the fundamentals of marketing is taking place. The shift is so dramatic that it can, no doubt, be described as a paradigm shift[21]. Marketing researchers have been passionately convinced about the paradigmatic nature of marketing mix management and the Four P model[22]. To challenge marketing mix management as the basic foundation for all marketing thinking has been as heretic as it was for Copernicus to proclaim that the earth moved[23, 24]. The purpose of this report is to discuss the nature and consequences of the dominating marketing paradigm of today, marketing mix management of the managerial school (cf.[25] and how evolving trends in business and modern research into, for example, industrial marketing, services marketing and customer relationship economics demand...
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...Answer F ____ percent of small businesses sell on credit.Seventy-seven ____ recognizes any improvement in quality may improve a company’s competitive ability.Return on quality _____ are those things that a business owns which have value.Assets _____ is simply the money owed the firm by customers because they’ve purchased goods or services on credit. Accounts receivable ______ gives owners the security of a sales contract but permits them to stay at the “helm” for several years.The two-step sale ______ is a small number of customers to give you feedback on specific issues in your business—quality, convenience, hours of operation, service, and so on.Focus Group ______ is not a primary goal of a competitive intelligence program: All these are primary goals of a competitive intelligence program ______ is the process of creating and delivering desired goods and services to customers, and involves all of the activities associated with winning and retaining loyal customers. Marketing ______ publishes Annual Statement Studies, showing ratios and other financial data for over 650 different industrial, retail, and wholesale categories. Robert Morris Associates ______ puts the customer at the center of a company’s thinking, planning, and action and shifts the focus from a product or service to customers and their needs and wants. Customer Relationship Management (CRM) _______ are negative external forces that inhibit the firm's ability to achieve its objectives. Threats _______...
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...Marketing Chapter 1: Defining Marketing for the 21st Century * Marketing plays a key role in addressing challenges such as helping firms to prosper financially and survive in the face of an unforgiving economic environment * The broader importance of marketing extends to society as a whole => it helps introduce and gain acceptance of new products that have eased/enriched people’s lives * Good marketers seek new ways to satisfy their customers and beat their competition => if they don’t carefully monitor their customers and competitors and don’t continuously improve their value offerings and marketing strategies, don’t satisfy their employees, stockholders, suppliers and channel partners in the process, the firm is at risk to fail * What is marketing? => identifying and meeting human/social needs meeting needs profitably * Selling is not the most important part of marketing the aim is to know and understand the customer so well that the product/service fits him and sells itself * What is marketed? => 10 main types of entities 1) Goods => physical goods such as canned, bagged, fresh, and frozen food products and other tangible items 2) Services => e.g. airlines, hotels, car rentals, barbers, etc. => mixes of good and services are also possible such as restaurant because they offer food and service at the same time 3) Events => 4) Experiences => e.g. Walt Disney World 5) Persons => e.g. artists, musicians, etc...
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