...Title: Which part of my marketing spend really works? – Marketing Mix Modelling may have an answer. Author Shaun Doyle Shaun Doyle is a senior consultant at Synergy Company. Mr. Shaun Doyle has extensive experience in the design, development and implementation of customer-focused database marketing systems in a number of business sectors, and has helped design and build more than 150 marketing databases and campaign management for blue chip enterprises in financial services, retail, mail order, utilities, charity, media and telecommunications sectors. He has worked in US, Europe, Asia and Australia. He was previously VP Intelligent Marketing Solutions at SAS. In this role he worked with various parts of the SAS organisations to develop business-orientated solutions for marketing, in particular SAS Marketing Automation (MA) Solution and SAS Industry specific solutions for Telco and Retail banking. He was founder and chairman of Intrinsic, a campaign management vendor acquired by SAS in March 2001. Synopsis The last few years has seen a growth in the use of statistical techniques to monitor the effectiveness of integrated marketing activities. This paper explores one of these techniques, Marketing Mix Modelling (MMM) and describes at a high level the key components of an MMM solution. Introduction “I waste half of the money I spend in advertising. I just don't know which half.“ Is a famous quote first attributed to John Wanamaker a US store merchant in 1862. The sad news is that...
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...Advertising and Public Relations 1) Any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor is called ________. A) sales promotion B) direct marketing C) advertising D) personal selling E) public relations Answer: C Diff: 2 Page Ref: 430 Skill: Concept Objective: 15-1 2) A company's total marketing communications package consists of a special blend of advertising, sales promotion, public relations, personal selling, and direct-marketing tools that the company uses to communicate customer value and build customer relationships. This is also called ________. A) the communications method B) integrated marketing C) the promotion mix D) competitive marketing E) target marketing Answer: C Diff: 1 Page Ref: 428 Skill: Concept Objective: 15-1 3) According to the opening scenario, GEICO has become the fourth-largest insurance company by ________. A) integrating humor and creativity into its minicampaigns B) targeting a niche market of people with exceptional driving records C) offering cost savings directly to customers without sales personnel D) marketing its product through creative print ads in major magazines E) creating a website that is appealing to both young and old drivers Answer: A Diff: 3 Page Ref: 428 Skill: Concept Objective: 15-1 4) All of the following are important decisions during the process of developing an advertising program EXCEPT ________. A) setting advertising...
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... True / False Questions 1. (p. 7) Globalization refers to the shift toward a more integrated and interdependent world economy. TRUE AACSB: Analytic BT: Knowledge Difficulty: Easy Learning Objective: 1-1 Topic: What Is Globalization? 2. (p. 7) Tastes and preferences of consumers in different nations are beginning to converge on some global norm. TRUE AACSB: Analytic BT: Knowledge Difficulty: Easy Learning Objective: 1-1 Topic: What Is Globalization? 3. (p. 7) A company has to be a major multinational corporation to facilitate, and benefit from, the globalization of markets. FALSE AACSB: Analytic BT: Knowledge Difficulty: Medium Learning Objective: 1-1 Topic: What Is Globalization? 4. (p. 7) In Germany, 98 percent of small and midsize companies have exposure to international markets. TRUE AACSB: Analytic BT: Knowledge Difficulty: Easy Learning Objective: 1-1 Topic: What Is Globalization? 5. (p. 8) Currently, the most global of markets are for industrial goods and materials that serve a universal need the world over. TRUE AACSB: Analytic BT: Knowledge Difficulty: Easy Learning Objective: 1-1 Topic: What Is Globalization? 6. (p. 8) As firms follow each other around the world, greater diversity replaces uniformity. FALSE AACSB: Analytic BT: Knowledge Difficulty: Easy Learning Objective: 1-1 Topic: What Is Globalization? 7. (p. 10) Substantial impediments such as barriers to foreign...
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...International Business, 14e (Daniels et al.) Chapter 13 Export and Import 1) Which of the following transactions refers to the sale of goods or services produced by a company based in one country to customers that reside in a different country? A) importing B) countertrading C) exporting D) freight forwarding Answer: C Diff: 1 Skill: Concept Objective: 1 2) Small and medium-size enterprises, such as SpinCent as seen in the opening case for chapter 13, account for ________ of all U.S. exporters. A) 38% B) 54% C) 79% D) 97% Answer: D Diff: 1 Learning Outcome: Discuss the roles of exporting, importing, and countertrade in international business Skill: Concept Objective: 1 3) Which of the following best explains why SpinCent decided to export? A) growth opportunities in Asia B) labor demands in the U.S. C) declining tariffs in the EU D) promising market locations in South America Answer: A Diff: 2 Skill: Concept Objective: 1 4) Iverson Products is a U.S. firm that is considering expanding internationally by exporting. Which of the following is the LEAST likely benefit for Iverson? A) boosting marketplace flexibility B) improving economies of scale C) facing lower business risk compared to other foreign market entry options D) requiring fairly few resources Answer: B Diff: 2 Learning Outcome: Discuss the roles of exporting, importing, and countertrade in international business Skill: Application Objective: 1 5) Which...
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...EVIDENCE FORM I have read UB’s policy on cheating and plagiarism (see UB’s website for more information). I have done all work myself with no HELP from anybody or any source. Please put your name in the line below to certify the above statement. ____ Huang ___________Xinlu____ Last First MAX points 40 Start time__5:25__ End time__8:15____ Below ..TIME TAKEN to COMPLETE The EXAM(not including DFD time) ___150mins_________ GENERIC ANSWERS/ANALYSIS WILL NOT GET CREDIT * Use double space & 11 or 12 font * BE VERY SPECIFIC (Quality is important than quantity, but do not shortchange your answers) * TO GET CREDIT YOUR ANALYSIS MUST FOLLOW CONCEPTS IN THE BOOK & READINGS. * DO NOT GO OFF ON generic TANGENTS. * MAKE reasonable ASSUMPTIONS IF YOU NEED TO and list them READ CAREFULLY AND ALLOCATE YOUR TIME WISELY!!!!! TO BE SUBMITTED: Create a zip file and include the following: * This Exam with answers (including Evidence FORM) * Excel spreadsheet related to Q7 Q#1 Multiple Choice: (3 points) 1. A supervisor having to decide when to reorder supplies or how best to allocate personnel for the completion of the project is an example of a _________ decision. a. structured b. unstructured c. semi-structured d. none of the above 2. Each team has only one home stadium and each stadium can have many home teams. This is an example of what kind of relationship between TEAM and...
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...| Procter & Gamble | GEB 4890 | | Hessum Zangenehpour | Fall 2013 | | Table of Contents Executive Summary ……………………………………………………………………………………………………………… Page 2 The Company………………………………………………………………………………………………………………………… Page 2 History and Evolution……………………………………………………………………………………………….. Page 2 Mission and Major Goals…………………………………………………………………………………………. Page 2 Current Strategies……………………………………………………………………………………………………. Page 7 Competitive Environment…………………………………………………………………………………………………….. Page 14 Industry…………………………………………………………………………………………………………………… Page 15 Forces and Trends…………………………………………………………………………………………………… Page 18 Consolidating Retail Sector…………………………………………………………………………. Page 19 Private Labels…………………………………………………………………………………………….. Page 20 Competition……………………………………………………………………………………………… Page 20 Porter’s Five Forces………………………………………………………………………………………………. Page 21 Ethical Responsibilities and Challenges ……………………………………………………………….. Page 25 Environmental pollution…………………………………………………………………………… Page 26 Energy Consumption………………………………………………………………………………… Page 26 Possible challenges facing Procter and Gamble…………………………………………………….. Page 27 Internal Strengths and Weaknesses…………………………………………………………………………………. Page 28 Recommendations ………………………………………………………………………………………………………….. Page 37,45 Implementation……………………………………………………………………………………………………………….. Page 40,45 Evaluation…………………………………………………………………………………………………………………………...
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...PART I – INTRODUCTION A. Brief Description or Nature of the Study Since 2013, considerable attention has been given to the emergence of Cloud Computing Technology in Luzon, especially its prevalent power in industries like schools, hospitals, retailing and service companies to name a few. New IT services have begun to surface from the synergy between business and technology perspectives that could bring about higher returns on investment as well as competitiveness, organizational agility, and cost minimization on businesses. Hence, Cloud Computing Technology could be cited as a good and practical opportunity even for small-medium enterprises (SMEs) such as local distributors of consumer goods because they do not have the technical expertise to establish the IT infrastructure to catch up with, and to remain profitable and competitive amidst the changes in the industry, growing competition and other external factors. Thus, this study allows distributors as end users to be given the idea about Cloud Computing Technology that is centered on the assessment of their own business environment prior to and when already using this technology. This study is designed for these local distributors of consumer goods in Zamboanga City. This study will allow them to acknowledge the benefits and advantages that they may be able to reap when moving into or adopting this innovation in their core operations – inventory monitoring, sales updating and reporting. Although there is...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0957-4093.htm IJLM 22,3 Retail supply chain management: key priorities and practices Wesley S. Randall Department of Marketing and Logistics, College of Business, University of North Texas, Denton, Texas, USA 390 Brian J. Gibson and C. Clifford Defee Department of Supply Chain Management, College of Business, Auburn University, Auburn, Alabama, USA, and Brent D. Williams Department of Supply Chain Management, Sam M. Walton College of Business, University of Arkansas, Fayetteville, Arkansas, USA Abstract Purpose – The purpose of this paper is to investigate the unique supply chain strategies employed by retailers. Design/methodology/approach – A mixed methods approach was employed involving analysis of depth interviews with 27 retail supply chain executives combined with a follow-up survey capturing over 200 responses. Findings – In light of uncertain economic conditions, retailers appear to be developing more agile/responsive supply chain management (SCM) strategies. Additionally, retailers are putting greater emphasis on maintaining a balance of cost versus service than the cost-centered focus found in a prior study. Research limitations/implications – This study focused on US retailers and therefore results should be cautiously extended to the retailing environment in other countries. Practical implications – Retailing is not a “one size fits all” business, and...
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...Social Media Technologies and Brand Loyalty | Abhishek Srivastava | Social Media Technologies and Brand Loyalty | Abhishek Srivastava Executive Summary The study deals with finding relation between social media technology and brand loyalty. Nature of the research is secondary. First the sudden explosion of data has been encountered in early sections. Various seminal research papers are undertaken as a part of the literature study, all of which point to one general trend, i.e. of rise of power in the hands of the consumer. Examples of various companies are cited which have embraced this change in the paradigm shift and have emerged on the top. Concept of “Brand Community” has also been discussed at length which is nothing but an entire ecological system that springs about a particular brand. Various models and frameworks have been suggested, some of which are Social Media Strategy Framework and various conceptual frameworks to substantiate the literature. As far as key findings are concerned, the most important is letting the customer adopt a more active role as against to a passive role. One of the ways in which this could be achieved by providing a free environment which encourages discussions and not to erect silos within an organisation. Many studies across the country such as that of Revlon India and Shoppers Stop is analysed. Case studies of Dr. Pepper and Nike are also presented to bring home the point of letting customers become collaborators. ...
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...LDR/531 isn’t available until Sep. 03 and has 30 questions. LDR 531 FINAL EXAM PREP 1) Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the following is one of the broad categories into which these roles might be grouped? A) intrapersonal B) institutional C) decisional D) affective E) reflective 2) Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers no longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals? A. Party B. Unit C. Community D. Organization 4) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 5) Determining how tasks are to be grouped is part of which management function? A. Leading B. Planning C. Controlling D. Organizing E. Contemplating 6) Which of the following is least likely to be considered a manager? A. A lieutenant leading an infantry...
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...Organizational Behavior, 15e (Robbins/Judge) Chapter 14 Conflict and Negotiation 1) ________ is defined as a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. A) Problem solving B) Assessment C) Conflict D) Negotiation E) Collective bargaining Answer: C 2) Conservationists have had a perpetual conflict with the government of the United States over the fast and rampant depletion of the earth's natural resources. They argue that the United States must reduce its consumption level significantly to rectify this problem. Which of the following, if true, would most strengthen the conservationists' argument? A) The United States has been conserving forests for several years. B) Most countries have not taken any measures to reduce their consumption levels of natural resources. C) There are several countries that have more requirements for resources than the United States. D) The United States accounts for one-third of the total world resource consumption. E) New resource deposits are constantly being discovered. Answer: D 3) According to the traditional view of conflict, all conflict is ________. A) harmful and must be avoided B) natural and helps generate discussion C) necessary and improves creativity of a group D) healthy and improves productivity E) rational and cannot be avoided Answer: A 4) According to the ________ view of conflict, conflict can be a positive force in a group and some...
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...Executive Summery Controlling is a four-step process of establishing performance standards based on thefirm's objectives, measuring and reporting actual performance, comparing the two, andtaking corrective or preventive action as necessary. It actually is a process of monitoring performance and taking action to ensure desired results. Performance standards come from the planning function. No matter how difficult, standards should be established for every important task. Although the temptation may be great, lowering standards to what has been attained is not a solution to performance problems. On the other hand, a manager does need to lower standards when they are found to be unattainable due to resource limitations and factors external to the business. Control helps an organization adapt to changing conditions, limits the compounding of errors, helps an organization cope with complexity, and helps minimize cost. In today’s complex and turbulent environment, all organizations must contend with change. If managers could establish goals and achieve them instantaneously, control would not be needed. But between the time a goal is established and the time it is reached, many things can happen in the organization and its environment to disrupt movement toward the goal or even to change the goal itself. A properly designed control system can help managers anticipate, monitor, and to changing circumstances. Small mistakes and errors do not often seriously damage the health of an organization...
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...Market Data / Supplier Selection / Event Presentations / Best Practice / Template Files / Trends & Innovation Online Reputation and Buzz Monitoring Buyer's Guide 2010 Online Reputation and Buzz Monitoring Buyer's Guide 2010 Published April 2010 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval system, without prior permission in writing from the publisher. Copyright © Econsultancy.com Ltd 2010 Econsultancy 4th Floor, The Corner 91-93 Farringdon Road London EC1M 3LN United Kingdom Econsultancy New York 41 East 11th St., 11th Floor New York, NY 10003 United States Telephone: +1 212 699 3626 http://econsultancy.com help@econsultancy.com Telephone: +44 (0) 20 7269 1450 Contents 1. Introduction ..................................................................... 1 1.1. About Econsultancy ..................................................................... 1 2. Executive Summary ......................................................... 2 3. Market trends .................................................................. 4 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. Market set for strong growth as rise of social media increases importance of online reputation ................................. 4 Buzz monitoring becomes a hygiene factor for businesses seeking to manage risk .........................
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...Chapter 8 – Developing a brand equity measurement and management system * Indirect approach: assess potential sources of CBBE by identifying and tracking consumers’ brand knowledge. * Direct approach: assess the actual impact of brand knowledge on consumer response to different aspects of the marketing program. * Brand equity measurement system: set of research procedures designed to provide marketers with timely, accurate, and actionable info about brands so they can make the best possible tactical decisions in the short run and strategic decisions in the long run. * New accountability- return of marketing investment. * Measuring the long-term value of marketing in terms of both its full short term and long-term impact on consumers is crucial for accurately assessing ROI. Brand Audits * Brand audit: a comprehensive examination of a brand to discover its sources of brand equity. Assesses the health of the brand, and suggests ways to improve and leverage its equity. * 2 steps in a brand audit: brand inventory and brand exploratory. * Marketing audit: comprehensive systematic, independent and periodic examination of a company’s marketing environment, objectives, strategies, and activities with a view of determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance. * Brand inventory: provides a current profile of how all the products and services sold by a company are marketed...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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