Developing Audience’s Profile


If you’re communicating with someone you know well, perhaps your boss or a co-worker, audience analysis is easy. You can predict their reactions pretty well without a lot of research. On the other hand, if your audience is made up of strangers, you have to do some investigation to learn about them before you can use common sense to anticipate their reactions.

  • Determine audience size and composition.
  • Indentify the primary audience.
  • Estimate the audience’s probable reaction.
  • Guage the audience’s level of understanding.
  • Define your relationbship with the audience.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Advertisements

Measuring Advertising Effectiveness


The business advertiser rarely expects orders to result immediately from advertising. Advertising is designed to create awareness, stimulate loyalty to the company, or create a favorable attitude toward a product. Even though advertising may not directly precipitate a purchase decision, advertising programs must be held accountable. Thus, the business advertiser must be able to measure the results of current advertising in order to improve future advertising and must be able to evaluate the effectiveness of advertising expenditures against expenditures on other elements of marketing strategy.

Measuring advertising effectiveness means assessing advertising’s impact on what “intervenes” between the stimulus (advertising) and the resulting behavior (purchase decision). The theory is that advertising can affect awareness, knowledge, and other dimensions that more readily lend themselves to measurement. In essence, the advertiser attempts to gauge advertising’s ability to move an individual through the purchase decision process. This approach assumes, correctly or not, that enhancement of any one phase of the decision process or movement from one step to the next increases the ultimate probability of purchase.

Business marketers should also measure the indirect communication effects of advertising. Advertising affects word-of-mouth communications (indirect effect), and such communications play an important role in buyer decision making. Similarly, advertising indirectly affects buyers on the basis of its impact on overall company reputation and on the sales force’s belief that advertising facilitates their selling tasks. Advertising effectiveness measurement include a procedure for tracking and measuring the impact of advertising on the indirect communication effects.

Advertising effectiveness will be evaluated against objectives formulated in terms of the elements of the buyer’s decision process as well as some of the indirect communication effects. Advertising efforts will also be judged, in the final analysis, on cost per level of achievement (for example, money spent to achieve a certain level of awareness or recognition).

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Key Organizational Processes


A process is a specific group of activities that is of value. Business process design involves the identification and sequencing of work activities, tasks, resources, decisions, and responsibilities across time and place, with a beginning and an end, along with clearly identified inputs and outputs. Processes must be able to be tracked as well, using cost, time, output quality, and satisfaction measurements. Businesses need to monitor, review, alter, and streamline processes continually in order to remain competitive. A process view of the organization differs from the traditional functional view.

Processes are not simply obscure, back-room operations of the service concern, but instead are an integral part of delivering the value proposition. We maintain that processes and service are inseparable; that is, the process is the service. An effective process is results driven, deriving its form from customer requirements—how and when customers want to do business with you. Market-oriented companies ensure that the service encounter is positive by asking, “How can we make our customers’ lives easier?”Managers must first take a “big picture” view of their company by looking at key processes in relationship to the marketing cycle.

Various market constituents such as customers, suppliers, and publics determine the how and the extent to which marketing cycle elements are performed. Customers in particular determine the competition and nature of the marketing cycle and the subsequent core processes that are required to support these selected marketing cycle functions. For example, the customer service process is performed as part of the service management function of the marketing cycle. Customer service activities would include, but are not limited to, such activities as tracking and trending customer complaints, recovery from customer service failures, and establishing customer service standards. The process indicators represent the “metrics” for measuring the core processes. One of the process indicators for the customer service process is guaging customer satisfaction levels.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Relationship-based Management


The four steps to moving your organization closer to a relationship based management program are:

  1. Segmentation
  2. Analyzing current behavior
  3. Developing strategy to achieve target behaviors
  4. Behavior maintenance.

By behavior I mean the buying or other behaviors of a customer, in relationship to the organization and its products and services.

In beginning the process it is probably worth taking time to do an audit of all the systems, information, research, marketing knowledge, attractiveness, historical results from promotions and any other additional sources of data that may exist in your organization.

Customer relationship management requires a holistic approach so that the infortmation that is held about customers across the organization is drawn together in one central source or at least cross-accessed so that it can be compiled and collated. For example: information is probably held at an accounting level about customer transactions and appended to that may be a payment record. A different computer system may hold results of marketing activity for different customers or different customer groups. Another database may actually hold information on customer service queries or enquiries – times they may have phoned or contacted you for some question or other. This information needs to be carefully scoped and drawn together.

This analysis is the first part of segmentation by behavior and value. The second stage is to begin an initial segmentation of a customer base. You should include the value, potential value and historical behavior of your customer. This should then be compared with the existing buying patterns and behavior and then contrasted, thirdly, with the future, or target behavior, of an ideal or loyal customer.

Every customer is in some way unique. However, many customers are unique in similar ways. There are practical steps that can be taken to segment customers by value, pattern, and buying criteria.

The next stage is to develop a strategy – a plan or a series of plans to attribute the target behavior to each segment or individual – and then to begin to allocate a budget for each of those behaviors. For example, if you had a mail order business marketing collectible antique replicas, you would identify the different customer segments in terms of their buying behaviors and in terms of how much they had spent in the past; the frequency, the types of products that they had been interested in and the mechanisms that they had responded to – whether that’s direct mail or off the page advertising, the internet etc. if you were then trying to increase the frequency of spend or the transaction value of the spend, this would become a target behavior that you would focus on.

The next stage is to look at the actual technology or systems that will allow you to achieve better relationship management with your customers. This may require some redesign or re-implementation of hardware and software to allow access to the information at a single point.

The final stage is management in the evolution of the process. There is always a matter of trial and error and trial and success. Before implementing a wide scale program it is essential that it is carefully tested on a small part of each segment of the customer base before being rolled out. Indeed by using customer relationship management methods in segmenting customers and customer groups more accurately, test marketing and test promotions can actually be far more accurately guaged and measured.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight