zilongwang/ReadingBank huggingface dataset:
Marketing objectives Specific campaign goals Past results Industry averages Examples of metrics: Behaviour based Number of website visitors, length of stay, depth of navigation, number of clicks Number of calls received Number of complaints Change in customer behaviour/buying patterns etc. Cost based Conversion rate (proportion of customers who perform a specific action) Cost per new client acquisition/cost per sale ROI etc. Based on brand variables Customer satisfaction level Customers’ impression of brand/product Brand awareness/recognition levels Customer loyalty levels etc. Hybrid (combination of above elements) 6.1.2 Advertising Costs Determine advertising cost-sales ratio per product line (total advertising cost for product line divided by sales in dollars generated by product line or sales person or territory x 100) Determine product advertising cost-total adverting cost ratio (product advertising cost divided by total advertising cost x 100) By filling Table 6 below, you should be able to: Analyse overall advertising costs in relation to sales and profits Total Product A Prod B Prod C Prod D Prod E (OR Territoty 1 OR Market X OR Departement Net Sales 150,000 30,000 Advertising Expenses Print 9,000 1,500 Fill in information for each product OR territory OR market segment OR department in order to draw comparisons between each category (columns) and between each advertising medium. Radio 1,000 500 TV 5,000 2,000 Outdoors 4,000 600 Events 2,400 1,200 PR 2,000 500 Online 4,500 500 Total Expenses $27,900 $6,800 Advertising cost as a % of sales 19% 23% Net Profit $37,000 $10,500 Advertising cost as a % of profit 75% 65% Number of New Clients 2,000 150 Advertising cost per acquisition (ad expenses divided by number of new clients)
85. The key component of the marketing plan that synopsizes the plan's main points is called the _______. executive summary The first component of the marketing plan is an executive summary in which the main points of the plan are summarized. AACSB: Analytic Blooms: Remember Difficulty: 1 Easy Learning Objective: 02-03 Analyze the characteristics of an effective mission statement. Topic: Executive Summary 86. The _______ section is often considered the foundation of a marketing plan because organizations must clearly understand their current situation to make strategic decisions about how to best move forward. situation analysis A situation analysis is the systematic collection of data to identify the trends, conditions, and competitive forces that have the potential to influence the performance of the firm and the choice of appropriate strategies. AACSB: Analytic Blooms: Understand Difficulty: 2 Medium Learning Objective: 02-04 Explain the elements of a situation analysis. Topic: Situation Analysis
Suggested Graduation/Study Plan for Business Studies – (Yearly-Based) / Marketing 1st Academic Year 1st Semester 2nd Semester Module Code Module Name CH Prerequisite Module Code Module Name CH Prerequisite AR111 Arabic Comm. Skills – I 3 -- BUS110 Introduction to Business Study 8 EL111 EL111 English Comm. Skills – I 3 EL099 AR112 Arabic Comm. Skills – II 3 AR111 GR101 Independent Study Skills 3 -- EL112 English Comm. Skills – II 3 EL111 TU170 Learning Online 3 EL099 Elective University Elective 3 -- BUS 101 Introduction to Math for Business 4 EL099 Total 16 Total 17 2nd Academic Year 1st Semester 2nd Semester Module Code Module Name CH Prerequisite Module Code Module Name CH Prerequisite B122 Intro. to Retail Mgt. & Mkt. 8 BUS110 B207A Shaping business opportunities 8 BUS110 LB170 Professional Communication Skills for Business Studies 8 EL112 B205A Exploring innovation and entrepreneurship 8 BUS110 B122 Elective University Elective 3 -- BUS 102 Introduction to Statistics 4 EL111 Total 19 Total 20 3rd Academic Year 1st Semester 2nd Semester Module Code Module Name CH Prerequisite Module Code Module Name CH Prerequisite B207B Shaping business opportunities 8 B207A BUS310 Making Sense of Strategy 8 B207B B205B Exploring innovation and entrepreneurship 8 B205A B324 Marketing & Society 8 B205B Elective Faculty-elective 4 Elective Faculty-elective 4 Total 20 Total 20 4th Academic Year 1st Semester 2nd Semester Module Code Module Name CH Prerequisite Module Code Module Name CH Prerequisite B327 Sustainable enterprise and innovation 8 BUS310 MKT331 Digital Marketing 4 B324 MKT332 Service Marketing 4 B324 Elective Faculty-elective 4 Total 20 Total 00
93. (p. 5) A marketing plan is broken down into various components and specifies the marketing activities for a specific period of time. TRUE Blooms: Knowledge Difficulty: Easy Grewal - Chapter 01 #93 Learning Objective: 01-01 Define marketing and explain its core concepts 94. (p. 6) Marketers find it practical to sell their products and services to everyone. FALSE Blooms: Knowledge Difficulty: Easy Grewal - Chapter 01 #94 Learning Objective: 01-01 Define marketing and explain its core concepts 95. (p. 7) The process of identifying customer segments that the company wants to target with its products and services requires market research. TRUE Blooms: Knowledge Difficulty: Easy Grewal - Chapter 01 #95 Learning Objective: 01-01 Define marketing and explain its core concepts 96. (p. 8) Marketing mix is the controllable set of activities that a firm uses to respond to the wants of its target markets. TRUE Blooms: Knowledge Difficulty: Moderate Grewal - Chapter 01 #96 Learning Objective: 01-02 Illustrate how marketers create value for a product or service
84. The goal of customer relationship management is to Some of the answers include CRM themes but are carried to an extreme—for example, although CRM seeks to customize the relationship to meet the customer's primary needs, it doesn't mean that every customer must be managed differently from every other. And not every customer wants a relationship (nor does the firm want a relationship with every customer). But CRM does concern itself with building loyalty in the customer base. AACSB: Analytic Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-02 Describe how marketers create value for a product or service. Topic: How Do Marketing Firms Become More Value Driven? 85. Franco uses a database software system to remind him when his customers should be ready to reorder his industrial cleaning products. With this reminder system, Franco contacts his customers when they are most likely to be "in the buying mode." Franco's system is part of Franco's system is one element of a customer relationship management system, in that it tracks customers and seeks to meet their specific needs in order to build loyalty. AACSB: Analytic Blooms: Apply
Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 02-01 Define a marketing strategy. Topic: Developing a Competitive Strategy 85. When a pharmaceutical company develops a new medication, it typically applies for a patent in order to prevent competitors from developing copycat products for several years. Pharmaceutical companies apply for patents to establish The patent protects the company's product from imitation, thus creating a competitive advantage that is sustainable through the life of the patent. AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 02-01 Define a marketing strategy. Topic: Developing a Competitive Strategy
107. Which of the following factors, listed in a situation analysis for a major U.S. auto manufacturer, is the best example of a threat? A threat is an external negative event. Being the target of a lawsuit is certainly a negative event, and the law firm is external to the company. Problems in balancing manufacturing capacity are internal to the firm and so are weaknesses. Potential demand in China is a positive external factor—an opportunity. A lower cost structure is a positive internal factor—a strength. The gas mileage issue might sound like a threat in that competitive offerings are superior, and competitors are external to the firm; however, the example states that gas mileage is inferior due to outdated technology, which is an issue internal to the firm. AACSB: Knowledge Application Accessibility: Keyboard Navigation Blooms: Analyze Difficulty: 3 Hard Learning Objective: 02-03 Analyze a marketing situation using SWOT analyses. Topic: SWOT Analysis
of 1945. Act No. 50 of 1946. Marketing Amendment Act, 1946 The whole. Act No. 45 of 1951. Marketing Amendment Act, 1951 The whole. Act No. 37 of 1958. Finance Act, 1958 Section 12. Act No. 34 of 1961. Marketing Amendment Act, 1961 The whole. Act No. 47 of 1962. Marketing Amendment Act, 1962 The whole. Act No. 57 of 1963. Marketing Amendment Act, 1963 The whole. Act No. 66 of 1964. Marketing Amendment Act, 1964 The whole. Act No. 60 of 1965. Marketing Amendment Act, 1965 The whole. Act No. 78 of 1965. Marketing, Wool and Wool Amendment Act, 1965. Section 1; in section 5, the word “Marketing”; and, in the long title, the words “the Marketing Act, 1937”. Act No. 30 of 1967. Marketing Amendment Act, 1967 The whole. Proclamation No. 289 of 1939. – The whole. Proclamation No. R.44 of 1962. – The whole. Proclamation No. R.201 of 1963. – The whole. Proclamation No. R.16 of 1964. – In so far as it declares canned foodstuffs to be a product; and the schedule thereto. Proclamation No. R.17 of 1964. – In so far as it declares rooibos tea to be a product; and the schedule thereto. Proclamation No. R.190 of 1964. – In so far as it declares cured hides and cured skins and any part thereof to be products; and the schedule thereto. Proclamation – The whole.
Signature: [Insert Client name] [Insert name or person signing on Client’s behalf] [Insert their position] Signature: Schedule 1 – Products The Company will market and promote the following products: [Detail Client's products and/or services that will be marketed under this Agreement] Schedule 2 - Territory The geographical area will be: [Specify the Territory where the Client's Products will be marketed] Schedule 3 - Trademarks Product Trade Marks licensed to the Company by the Client: [Detail Client's trade marks and intellectual property] (c)
Brand Development OBJECTIVE ACTION RESPONSIBILITY RESOURCE REQUIREMENTS Alignment on position for new entity Review Research and Insights Engage Key Internal Stakeholders Define Desired Future Position Test with Key External Stakeholders Head of Marketing Senior Executive Senior Executive Style Guide outlining protocols and rules Develop Brand Assets Create Style Guide Head of Marketing Creative Agency Budget Allocation Creative Agency Schedule for roll out of application Consider Application and Use Define Budget Implications Create Implementation Schedule Head of Marketing Heads of Departments Budget Allocation Senior Executive Marketing and Communications OBJECTIVE ACTION RESPONSIBILITY RESOURCE REQUIREMENTS Defined and supported strategic objectives Review existing situation Define communications objectives Select tactics to use Head of Marketing Senior Executive All tactics align with Style Guide Review existing situation Define communications objectives Select tactics to use Implement activity Head of Marketing Creative Agency Budget Allocation Create Internal Stakeholders Plan Select target audiences Develop salient messages Select tactics to use Implement activity Track and measure Review against objectives Head of Marketing Heads of Departments Budget Allocation Creative Agency Senior Executive Create External Stakeholders Plan Select target audiences Develop salient messages Select tactics to use Implement activity Track and measure Review against objectives Head of Marketing Budget Allocation Senior Executive Creative Agency Media Buyers Research Consultant Create Media Relations Plan Select target audiences Develop salient messages Select tactics to use Implement activity Track and measure Review against objectives Head of Marketing PR Officer Budget Allocation Senior Executive Create Social Media Plan Select target audiences Develop salient messages Select tactics to use Implement activity Track and measure Head of Marketing Digital Officer Budget Allocation Media Buyers Specific Implementation Staff Head of IT Department
MARINE TERMINAL UNIT 4 Mineral-oil and liquefied-gas terminals Mineral oil and mineral oil-related petrochemical products (hydrocarbons) can be divided into three groups: Black Oils Mainly crude oil, but also including furnace oils, heavy diesel oils, and similar “dirty” products White Oils Refined products including petroleum (gas), aviation fuel, kerosene (paraffin), and others Liquefied Natural and Petroleum Gases. All of these cargoes require special handling equipment and specialized terminals. These are almost entirely confined to industrial facilities owned by manufacturers or processors. All products have in common that they are hazardous materials. CRUDE-OIL TERMINALS The design of a marine bulk oil terminal must always take into account two critical factors apart from the usual operational and engineering aspects of any marine terminal. Due to the inherent nature of the cargo being handled, safety and pollution concerns are paramount in any oil terminal design and operations. While oil terminals are fairly simple installations to look at, with little visible activity going on, they are in fact highly technical terminals that can be operated with a minimal labour force. The terminal described here was constructed specifically to handle the crude-oil exports in VLCC tankers of up to 265 000 dwt. at each of its two berths. Crude oil is received on the terminal by a pipeline from the oil fields and stored in large cylindrical storage tanks. From here the crude is sent by a number of pipelines to the loading platforms where it is loaded onto the tankers. The operation of the terminal is defined by its technical design, safety provisions, and environmental concerns. Technical design The technical design deals with the physical requirements of transferring the crude oil from the pipeline to either storage tanks or into the tankers and the infrastructure that is necessary to
MERTSOCK Anna Marie 11 1 1959 MICHAUD Claire I Louis P 1903 1994 MICHAUD Louis P Claire I 1899 1962 MICHAUD Paul 6 2 1947 MICHAUD Renald J 1931 Wed MORAN Alice Joseph L 1898 1989 MORAN Ann Jeremiah 1829 1870 10020 MORAN Ann Patrick 1810 MORAN Bridget John W 4 3 1831 6 3 1872 41y 2m MORAN Bridget 1948 Wed MORAN Byran Bridget McNulty Catherine Lawrence 1848 8 13 1913 65y 10011 MORAN Catherine Lawrence 11 21 1891 84y MORAN Clair M Catherine C Patrick M 3 1896 1959 MORAN Clair T Mary Thomas 1896 1972 MORAN Dorothy Matt 1902 1 2 1916 14y MORAN Edward H Katherine C Patrick 3 29 1883 10 26 1963 MORAN Eleutherius J Francis P Katherine C Patrick 1894 1920 MORAN Francis P Eleutherius J 1 1890 1920 Wed MORAN Francis T 1900 1958 10060 MORAN James Mary E 1817 1898 MORAN James P Lizzie Mary Sullivan Patrick 1866 1929 MORAN Jeremiah Ann 1824 1900 MORAN John Mary 2 20 1881 77y MORAN John P Lizzie Mary Patrick 1854 1905 MORAN John P Lizzie Mary Patrick 1854 1905
10018 MORAN John W Bridget Margaret John 1855 1935 MORAN Joseph 7 21 1895 7 23 1916 MORAN Joseph L Alice Mary Thomas 1893 1972 MORAN Katherine [Kate] William 7 23 1864 9 15 1910 MORAN Katherine C Patrick M 1858 1930 MORAN Laurence Catherine 8 26 1870 72y MORAN Lawrence L Lowella Catherine Laurance 1853 1929 MORAN Lizzie James P 1872 1903 MORAN Madelaine L 3 28 1901 10 21 1979 80th Div 317th Inf MORAN Margaret Ann Jeremiah 1858 1862 MORAN Marie G 5 7 1898 7 23 1960 MORAN Mark A Katherine C Patrick 6 3 188 2 18 1965 10008 MORAN Martin 9 11 1871 71y MORAN Martin P Ellen Rogers Martin 12 24 1856 1 13 1940 MORAN Mary McNulty Thomas L Margaret Kane Michael 1857 1950 MORAN Mary 1 1 1852 69y 10061 MORAN Mary E James 1819 1893 MORAN Mary Ellen James M 1858 1922 MORAN Mathew 7 15 1848 74y MORAN Matthew 1902 1981 MORAN Nora 1870 1950 MORAN Patrick Ann Jeremiah 1866 1875 10020 MORAN Patrick Ann 3 19 1800 9 3 1885 87y 5m 15d MORAN Patrick 1843 1908
2. PERSON SPECIFICATION Assessed by 2.1 ESSENTIAL Application Form Assessment / Interview A minimum of 1 year’s experience in a Marketing & communications environment X Related* degree-level qualification or 3 years’ relevant experience *marketing, communications, public relations X Experience of digital marketing including the management of social media and websites X Experience of and the ability to demonstrate excellent copywriting, presentational and communication skills X Excellent IT skills X Experience of working with the media X Creative flair and a good visual sense X Organisational skills and attention to detail X The ability to work as part of a team X Passion for great brands and great design X DESIRABLE Experience of Photoshop, Canva and Wordpress X Experience of working in the arts industry X SECTION 2 Personal Details Surname Forename(s) Title Home Address: Post Code Home Tel No Mobile No. Bus. Tel. No. Email Clean Valid Driving License First Aid/Health & Safety Certified
OVERVIEW OF THE CHOSEN REFERENCE PRODUCT FOR COMPARABILITY Applicant’s product details Name of applicant: Product Name, Strength, Pharmaceutical Form: Overview of the chosen EU reference medicinal product used in the quality comparability exercise Reference Product Name Strength, Pharmaceutical Form Marketing Authorisation number in EU (Specify country) Country of Manufacture of the finished medicinal product Country of Batch Release Site in EEA Comment Overview of the chosen reference medicinal product used in the comparability exercise Reference Product Name Strength, Pharmaceutical Form Marketing Authorisation number in EU (Specify country) Country of Manufacture of the finished medicinal product Country of Batch Release Site in EEA Study No Comment Overview of the chosen reference medicinal product used in the clinical comparability exercise Reference Product Name Strength, Pharmaceutical Form Marketing Authorisation number in EU (Specify country) Country of Manufacture of the finished medicinal product Country of Batch Release Site in EEA Study No Comment
(Option) MKT3110 A (30) A (40) E (30) MKT3033 A (30) G (30) A (40) (Option) (Option) *10% additional ongoing assessment based on students’ written contribution to specific seminar tasks A = Assignment, E = Exam, G = Group assignment, O = Online test, P = Presentation, C = Coursework/Portfolio
Your Competitors Competitor analysis: Guidance:Use the table below to analyse at least 5 competitors.} Competitor Established date Size Market share (%) Value offered to customers Strengths Weaknesses {insert Competitor’s name} {insert When was their business established?} {insert Number of staff and/or turnover} {insert Estimated percentage of market share} {insert Unique value to customers,e.g. quality, price or customer service?} {insert What are your competitor's main strengths?} {insert What are your competitor's main weaknesses?} Competitor profile: Guidance:What’s the profile of a typical competitor for your business? In a paragraph or two, clearly define a typical competitor - their size, market share, unique value proposition, strengths and weaknesses. This process will help you to develop a mental image of your typical competitor. Start writing here
Agenda Lichfield BID Marketing and Events Steering Group Meeting 13th June 2017 – 5.30pm – The Charter Room at The George Hotel, Lichfield Apologies Planned presentation from Find-A-Discount Agree Minutes from Previous Meeting Events Update: Food Festival (Sent prior to meeting) Christmas – Nutcracker Story/3 Kings/Ice Rink/Lighting Any Other Business NEXT MEETING: 4th July 2017 5.30pm
Role Description – Marketing Events Co-ordinator Role title Marketing Events Co-ordinator Grade 2 Department Marketing Reports to (1) Senior Marketing Events Co-ordinator Direct reports (1) None Key relationships / interfaces (1) Internal: Senior management team, marketing colleagues, business development team, professional standards and knowledge team, management level colleagues. All sections in the association including appropriate panels and committees. External: External third party project managers, third party suppliers and contractors including design and media agencies. APM corporate members and volunteer community. Role purpose (2) To work with the Senior Marketing Events Co-ordinator, Marketing Manager, APM marketing team, plus a team of external contracted consultants and internal stakeholders to deliver marketing events by implementing the marketing plan. Breadth of responsibility (3) This role manages key marketing led events on behalf of the Senior Marketing Events Co-ordinator and Marketing Manager to achieve event revenue and delegate targets. Dimensions and limits of authority (4) Decisions relating to the marketing programme are referred to the Marketing Manager. Key responsibilities / accountabilities (5) Key performance measures (6) Work with the Senior Marketing Events Co-ordinator in delivering key tier 1 marketing led events Liaise with relevant stakeholders and ensure event is successfully delivered Assist with the development of the event programme including identifying speakers and themes Ensure event meets its planned objectives Work closely with Sponsorship Manager to ensure event sponsor(s) requirements are delivered and opportunities are optimised Liaise with marketing team to ensure targets are met.
Person Specification – Marketing Events Co-ordinator Attribute Description Essential / desirable Qualifications (7) Educated to degree level CIM qualified or working towards it Desirable Desirable Experience (8) 1 to 2 years’ experience of event management Experience of working in a marketing department Analytical experience Essential Desirable Desirable Knowledge Knowledge of event production and marketing Statistical information and how to present it Appreciation of the work of a professional body Essential Desirable Desirable Skills Able to plan and use digital media effectively Ability to build effective business relationships Effective PC skills including Word, Excel, PowerPoint Ability to use CRM database and create reports Strong ability to produce clear written documentation Excellent communication skills – written and verbal Well developed teamwork skills Strong organisational skills Negotiation skills Essential Essential Essential Desirable Essential Essential Essential Desirable Desirable Behaviour / competency (9) Analytical thinking and commercial outlook Communication skills Customer focus Interpersonal skills Planning and organising Relationship building Concern for accuracy Results driven Essential Essential Essential Essential Essential Essential Essential Essential
http://www.w3schools.com/cert/cert_html5.asp 2 Dreamweaver Certification Dreamweaver Certification CS6 http://training.adobe.com/certification/exams.html#p=1 3 180.00 540.00 When needed 3 Domain/Hosting Allow students to create “live” sites using Wordpress 4 70.00 280.00 On Renewal Date 4 5 1 HTML3 Certification Certification for HTML (students who want to go on and pursue a career in web design). http://www.w3schools.com/cert/cert_html5.asp 3 95.00 285.00 When needed 2 Dreamweaver Certification Dreamweaver Certification CS6 http://training.adobe.com/certification/exams.html#p=1 3 180.00 540.00 When needed 3 Domain/Hosting Allow students to create “live” sites using Wordpress 4 70.00 280.00 On Renewal Date 4 5 1 HTML3 Certification Certification for HTML (students who want to go on and pursue a career in web design). http://www.w3schools.com/cert/cert_html5.asp 3 95.00 285.00 When needed 2 Dreamweaver Certification Dreamweaver Certification CS6 http://training.adobe.com/certification/exams.html#p=1 3 180.00 540.00 When needed 3 Domain/Hosting Allow students to create “live” sites using Wordpress 4 70.00 280.00 On Renewal Date 4 5
promotion. Similarly, Daraz has been coming up with various festival discounts in the occasion of Dasain and Tihar. Cash refund offers Daraz also provides its customers with 7 day free returns and exchange in case they don’t like the product. Warranties Although, Daraz directly does not provide any warranties for its displayed products, it ensures that the suppliers that they are getting associated with, especially in case of high end products’ suppliers, provide the customers with the warranties. The company is pouring quite a huge amount of budget in sales promotion as make its customer habituate of using its brand for quality shopping experience. Daraz incurs a cost of $7 to $8 per customer acquisition. Although, it is planning to cover the cost in long run once it succeed to gain its customers’ trust and their loyalty towards the brand. 7.2.3. Events and Experiences Daily encounter with brands also affects a lot in consumers’ brand attitude and beliefs. Becoming part of a relevant moment in customers’ lives through events and experience can broaden and deepen a brand’s relationship with the target market. Daraz also follows the same belief and is engaged in lots of events sponsorships. Recently, it has sponsored an event named “Beer Day” at Evoke restaurant where they provided the audience with the free beers once they install the Daraz app in their mobile phones. Daraz also streams Live shows in Facebook where it feature different Nepalese celebrities such as Samriddhi Rai and also
Enhancing Customer Satisfaction and Confidence: Advertising creates confidence amongst prospective buyers as they feel more comfortable and assured about the product quality and hence feel more satisfied. Expressiveness: With the developments in art, computer designs, and graphics, advertising has developed into one of the most forceful medium of communication. With the special effects that can be created, even simple products and messages can look very attractive. Economy: Advertising is a very economical mode of communication if large number of people are to be reached. Because of its wide reach, the overall cost of advertising gets spread over numerous communication links established. As a result the per-unit cost of reach comes low. Limitations of Advertising The following are the major limitations of advertising as a tool of promotion: Less Forceful: Advertising is an impersonal form of communication. It is less forceful than the personal selling as there is no compulsion on the prospects to pay attention to the message. Lack of Feedback: The evaluation of the effectiveness of advertising message is very difficult as there is no immediate and accurate feedback mechanism of the message that is delivered. Inflexibility: Advertising is less flexible as the message is standardised and is not tailor made to the requirements of the different customer groups. Low Effectiveness: As the volume of advertising is getting more and more expanded it is becoming difficult to make advertising
Organisational Requirements Maintain a high standard of customer care Use IT applications to service the post’s administrative needs Work towards the achievement of National Theatre of Scotland’s organisational goals As the post holder may be the first point of contact for many external organisations and individuals, he/she is expected to remain up to date with, and be aware of, developments within National Theatre of Scotland and its work As the post will require handling, processing and recording of restricted information, confidentiality is required to be maintained at all times Be willing and able to attend meetings and other events out with normal working hours as required and to travel away from home as necessary Take part in National Theatre of Scotland organisational projects as required. Person Specification A minimum of 2 years working in a professional capacity in marketing, preferably within the arts or entertainment industry. Excellent Excel skills, as well as experience using other packages. CRM and database experience preferred. Excellent negotiation skills. Good communication skills. Ability to deal with a high volume workload in a high pressure environment. Analytical, thorough, accurate and able to work under tight deadlines. Creative and lateral thinker. Strong interpersonal skills and the ability to establish excellent working relationships with venues, suppliers and other third parties. Good organisational skills and the ability to manage resources effectively. Ability to work alone or as a member of a team. A positive, proactive and flexible approach. Terms and Conditions of Employment Annual salary: £22,000 per annum Holiday entitlement: 34 days per annum, including 9 days public holiday Probationary period: 6 months Notice period: 2 months on both sides Hours of work 35 hours per week and as necessary to fulfil the scope of responsibilities within the post.
Myers Studio Package £200.00 (Including VAT) ‘What’s On Guide’ entry to relevant season, includes hi-res image, show details and show copy/editorial. (Please provide image & copy) Print run is currently at 35,000 distributed seasonally three times per year. 16,000 ‘What’s On Guides’ sent electronically Epsom Playhouse website entry (Please see the digital marketing section for image and copy requirements) Facebook post (Like our page at /) Twitter post (Follow us at ) Instagram (Follow us at ) Press release circulated (Please provide) Posters and Flyers displayed in foyer A5 size flyers displayed within The Ashley Centre shopping centre. Access to online sales data Optional Extras (Including VAT) Solus E-shot to Playhouse database (16,500+ patrons) - £120 Targeted Mailshot - 50p per envelope (Flyer and covering letter) Coming soon section of What’s On Guide - £120 (Limited availability – 5 spaces) Double Page Spread advertorial within What’s On Guide - £420 (Subject to Availability) Single page advertorial within What’s On Guide - £240 (Subject to Availability) Facebook Boosted post - (Promoter/production company to decide spend)
occupation. Inexistence of accelerator service. Their acceleration programs do not last very long therefore the results could be dubious. Their focus is on young and social entrepreneurship in Cascais thus they do not attract customers from other regions. Suppliers: FS uses a model that implies a great importance on the part of the suppliers, in this case, the investors. They represent a major role because they are the ones who make the business possible. The investors, Business angels, are private investors that have the financial resources to invest in startups. Customers: Costumers represent the major propose for this company. Their customers are full time entrepreneur - Someone in their 30´s that wants to develop a startup, and at the time does not have a job. Also entrepreneurs with a job but with free time. 1.4 Industry Analysis: Porter`s Five Forces Model
website January, 2013 February, 2013 6 Advertising Campaign 31 days 23th February, 2013 23th March, 2013 5 7 Provide consulting 277days 23thMarch, 2013 31st December, 2013 6 8 Payback period - 31st December, 2013 - 7 Men
Targeting Strategy Differentiated Marketing was applied on iPhone’s product line. With each version of iPhone that is different in design interface and applications, Apple Inc. allows the consumers the opportunities to choose which one they want to use. This method allows the producers to achieve higher sales and stronger position. Differentiation and Positioning Competitive Advantages Product Differentiation: iPhone 4S has a new distinct application that can communicate with humans. Thus, iPhone 4S is far more superior to the other smartphones. In addition, iPhone has always been a reliable product among the markets, so each new version carries on them a distinct trait that others cannot copy. Service Differentiation: The warranty of iPhone or Apple Inc. products in general is available globally. No matter where one buys an iPhone for example, they could always bring it to a store that operates iPhone’s selling and importing to be examined to see if they are damaged. Image Differentiation: Apple is a well-known brand in the international market for offering high-quality products. When an item is branded as Apple, most people often choose it out of various other goods beside it. Positioning Strategy As a matter of facts, Apple Inc. has always applied “More for More” strategy, providing higher values to the customers at higher costs. iPhone’s product line is also not an exception. This strategy might limit the company in other’s segments, but it allows the producer to focus on analyzing only one target segment, and then improve the products accordingly. Positioning Maps In the map above, it is clear that iPhone 4S was located on the upper-right of the map, along with its strongest opponent, Samsung Galaxy. (See Appendix 22) Despite the fierce competition existing in Vietnamese smartphone market, iPhone 4S still remains as one of the best smartphones in this industry due to its overall competitive advantages. MARKETING MIX STRATEGIES Product Product Classification According to Kolter et.al (2009), Apple’s iPhone 4S is a Consumer Product and is classified as Specialty Product. To illustrate, Apple’s products have been seen as unique and desirable. Furthermore, the customers are truly willing to purchase iPhone 4S due to high-end electronic device and fashionable smart phone. Three levels of product Core benefits:
12 Month Marketing Plan template Website & Social Media Membership Recruitment Membership Retention Visitor Marketing and Retention Group Marketing and Retention Clubhouse Marketing Corporate and/or Business Review Tasks JANUARY Update website and social media as necessary Member newsletter Focus on renewals Winter Warmer Offer 4 for 3 on all tee times Society packages to be promoted Target local businesses AGM Preparation FEBRUARY Update website and social media as necessary Member recruitment programme – 1st year offer Member newsletter Focus on renewals Valentine’s promotion Promotion of Valentine’s Day meals at the Clubhouse Data collection review MARCH Update website and social media as necessary 3 month trial membership Member newsletter Focus on renewals Buggy campaign Business and corporate marketing campaign Target local businesses APRIL Update website and social media as necessary Member-Get-Member scheme launched Member newsletter Focus on renewals The Masters promotion Dedicated clubhouse marketing campaign- social membership Data collection review MAY Update website and social media as necessary Academy membership programme launched Member newsletter Member Exit Survey Driving range campaign Google analytics review JUNE Update website and social media as necessary Member recruitment programme – 1st year offer Member newsletter Focus on renewals Member guest green fee promotion Autumn Society packages to be promoted- repeat visits Target local businesses Data collection review JULY Update website and social media as necessary 3 month trial membership Member newsletter Focus on renewals The Open green fee promotion Business and corporate marketing campaign AUGUST Update website and social media as necessary Website copy refresh Member newsletter Focus on renewals Bank Holiday green fee promotion Dedicated clubhouse marketing campaign- social membership Data collection review SEPTEMBER Update website and social media as necessary Member newsletter Focus on renewals Autumn offers promotion 2019 Society packages to promoted- repeat customers Business and corporate- meetings rooms lettings Google analytics review OCTOBER Update website and social media as necessary Winter Membership package launched Member Satisfaction Survey Autumn offers promotion 2019 Society packages promoted- new customers Target local businesses- Xmas parties Data collection review NOVEMBER Update website and social media as necessary Member Newsletter Winter offers promotion DECEMBER Update website and social media as necessary Website copy refresh Member newsletter Feedback on satisfaction survey Winter offers promotion Business and corporate- meetings rooms lettings- 2019 Data collection review
Race In the table below, the 2013 total population and the percentage found in my area is displayed for the main racial/ethnic groups in Michigan. Description Population Percentage 2013 White Population 0 0% 2013 Black Population 0 0% 2013 Hispanic Population 0 0% 2013 Asian Population 0 0% 2013 Population of Two or More Races 0 0% 2013 Other Race Population 0 0% 2013 American Indian Population 0 0% 2013 Pacific Islander Population 0 0% The number of soldiers in my area representing each racial/ethnic group and the percentage of the total they contribute as of DATE is shown in the table below. Description Number Percentage White Soldiers 0 0% Black Soldiers 0 0% Hispanic Soldiers 0 0% Asian Soldiers 0 0% American Indian Soldiers 0 0% Other Race Soldiers 0 0% Competition In the next box, my area’s market share, applicant, and accession data is displayed. Market share 0% DoD accessions: 0 DoD applicants: 0
Marketing Task List Format Task Description Person Responsible Completion Date Appendix B – Business Plan Outline – Financial Plan Details Startup/Expansion Costs Item Total Estimated Cost Equity Investment (by owner if any) Business Location Examples: - Loan Down Payment to Purchase Building - Security Deposit to Lease Office/Building - Remodeling Cost for Home-Based Business Machinery & Equipment Examples: - Production machinery and tools - Storage and display equipment - Vehicles for travel or delivery Office Furnishings & Fixtures Examples: - desks, chairs, tables, file cabinets, etc. Office Equipment Examples: - Computer and printer - Business software - Fax machine and/or copier - Phone system and/or cell phone Other Items (specify): Examples: - Initial Inventory - Creation of Web Site - Lawyer fee for creating LLC
Year 2 Year 3 Projected Sales Revenue (from previous page) Projected Variable Expenses ____% of Sales = Expenses or Units x Cost/Unit = Expenses Projected Fix Expenses (from previous page) Total Expenses (Fixed and Variable) Projected Profit (Loss) (Revenue – Expenses = Profit) Less: Loan Payments: - Start-up/Expansion Expenses - Building Mortgage - Equipment Loan Profit/Loss after Loan Payments Notes: 1. Depending on the type of business, the term “unit” can mean a physical product, an hour of service, a project or job, etc. 2. When a company will have multiple prices for its products or services, the “average price per unit” can be a simple average of all the various prices (which assumes equal quantities of each product will be sold) or a weighted average based on the projected “mix” of products or services to be sold. 3. Variable expenses are expenses that vary directly with sales, such as the cost of buying a product from a supplier, hiring an independent contractor to perform part of the service. Another term for variable expenses is “cost of goods sold”. Variable Expenses Year 2 Year 3 Projected Unit Sales (see Note 1) Variable Expenses per Unit (see Note 3) Projected Variable Expenses Appendix B – Business Plan Outline – Financial Plan Details Combined Sources & Uses of Funds and Cash Flow Statements
Social Media Platforms Platform Selection Choosing the Appropriate Platform Facebook Twitter LinkedIn Instagram Pinterest Google+ Media Sharing Industry or Niche Platforms Social Media Communities Gaining an Advantage from Social Media Trends Presentations and Business Blogs Social Presentations Planning a Presentation Developing Presentations Promoting Your Presentations Delivering Presentations Presentation Follow-up and Analysis Presentation Technologies Business Blogs Risks, Reputation, and Crisis Response Social Media Risks Assessing Risks Risk Management Strategy Social Media Policies Managing Social Media Data Legal and Regulatory Compliance Reputation Management Social Media Advertising Social Media Advertising Advertising on Facebook Advertising on Instagram Advertising on Twitter Advertising on LinkedIn Advertising on Google Platforms Advertising on Pinterest Selecting the Best Advertising Platform Social Media Advertising Best Practices Social Media Metrics and Analytics Social Media and Big Data Social media mining Social Media ROI and Metrics Tools for tracking metrics Reports and Optimization Social Media Reports Social Media Optimization (SMO)
Department Contact Table Organisation Departmental Representative Name Email Mandated Departments Department of Economic Development, Jobs, Transport and Resources Kelly McGregor Department of Education and Training Karen Piil Department of Environment, Land, Water and Planning Suzanne Orwin Department of Treasury and Finance Kate Atherton Department of Premier and Cabinet Dale Ahern Department of Justice and Regulation Michelle Windsor Lerna Avakian Nicholas Carrington Department of Health and Human Services Chris Browne William Thomson william.thomson@dhhs.vic.gov.au Other Participating Government Organisations Office of the Chief Commissioner of Police (Victoria Police) Julie Carter Vicroads Melanie Rutley
Competitor details [List at least 5 competitors in the table below.] Competitor Established date Size Market share (%) Value to customers Strengths Weaknesses [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers, e.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers, e.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers, e.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?] [Competitor name] [When were they established?] [Number of staff and/or turnover] [Estimated percentage of market share] [Unique value to customers, e.g. convenience, quality, price or service?] [What are your competitor's main strengths?] [What are your competitor's main weaknesses?]
Marketing activity/milestone Person responsible Date of expected completion Cost ($) Success indicator [Print advertising, online advertising, mail-out, giveaway, media release, event, website, blog/social media, public relations, branding and artwork, or publications and catalogues.] [Who is responsible for completing this task?] [When do you expect to complete the marketing activity?] [Estimated cost of activity.] [What indicator/ measurement result will need to be met before this activity is considered a success?] [Print advertising, online advertising, mail-out, giveaway, media release, event, website, blog/social media, public relations, branding and artwork, or publications and catalogues.] [Who is responsible for completing this task?] [When do you expect to complete the marketing activity?] [Estimated cost of activity.] [What indicator/ measurement result will need to be met before this activity is considered a success?] [Print advertising, online advertising, mail-out, giveaway, media release, event, website, blog/social media, public relations, branding and artwork, or publications and catalogues.] [Who is responsible for completing this task?] [When do you expect to complete the marketing activity?] [Estimated cost of activity.] [What indicator/ measurement result will need to be met before this activity is considered a success?] [Print advertising, online advertising, mail-out, giveaway, media release, event, website, blog/social media, public relations, branding and artwork, or publications and catalogues.] [Who is responsible for completing this task?] [When do you expect to complete the marketing activity?] [Estimated cost of activity.] [What indicator/ measurement result will need to be met before this activity is considered a success?]
4. The specific group(s) of existing and potential consumers to which marketers direct their marketing efforts is referred to as a _____. 5. A target market is: 6. Sound and Cinema is a 10-year-old company that turns an ordinary basement into a home theatre. It advertises in publications that are mailed to homeowners in subdivisions in which the least expensive home costs $475,000. These homeowners are the _____ market for Sound and Cinema.
Chapter 01 Marketing Fundamentals Summary Category # of Questions Blooms: Apply 21 Blooms: Remember 53 Blooms: Understand 26 Difficulty: Difficult 14 Difficulty: Easy 51 Difficulty: Moderate 35 Kerin - Chapter 01 104 Learning Objective: 01-01 Understand the essence of marketing and explain the marketing process 14 Learning Objective: 01-02 Define and analyze elements of the marketing mix 28 Learning Objective: 01-03 Differentiate between goods; services; and ideas 8 Learning Objective: 01-04 Describe the evolution of different business philosophies 38 Learning Objective: 01-05 Discuss the latest marketing approaches 12 Topic: Appealing to Target Markets 8 Topic: Coordinating the Marketing Mix 15 Topic: Creating Customer Value 5 Topic: Digital Marketing 1 Topic: Experiential Marketing 6 Topic: Metrics 1 Topic: New and Evolving Marketing Practices 1 Topic: Partnership Marketing 3 Topic: The Evolution of Business Philosophies 38 Topic: The Marketing Process 14 Topic: What Can Be Marketed? 6 Topic: What Is a Market? 2
One of FCS’s highest priorities is to secure the staff and funding needed to offer community nutrition services in all 88 Ohio counties. Volunteer messages … FCS turns university-based, impartial, current research into useful information that can improve the quality of people’s lives. We work to make that information accessible to all Ohioans. FCS delivers research-based information directly to the people who need it most. They can trust this information. And they can use it to make smart decisions that improve the quality of their lives – and of their families’ lives. FCS is a catalyst that makes things happen! With only a limited public investment, we build partnerships with other groups and organizations whose missions complement ours. We provide leadership, promote action and find ways to overcome the obstacles between vision and reality. MARKETING STRATEGY How can we best reach and mobilize our target audiences … and how can we best communicate these messages? Responding to these questions with a whole bunch of random actions – albeit well-motivated actions – is not the right answer! What’s needed is a clear and compelling strategy, or a set of strategies designed to raise FCS’s visibility as a first step in building public awareness, understanding and support for its services; position FCS as a fully integrated, core component of OSU Extension’s programs and services; and give FCS a clear identity that distinguishes it from other social service programs, including those administered by county Job and Family Service agencies. And remember: FCS is faced with a two-fold task: (1) To build the program’s STATEWIDE presence; and (2) To support FCS programs at the COUNTY level. Below is one way to structure such a strategy with some possible tactics or actions for each strategic initiative.
A FINAL SUGGESTION Don’t try to do too much. Don’t overextend. Figure out what you can do. Be a bit ambitious. Then do it. Start with the Priority Tactics ineach the strategic areas. Then build upon them, developing a more robust group of marketing/communications activities as you grow capacity over time. Be innovative. Be collaborative … leveraging connections with other groups and organizations. Be strategic … and execute effectively. Remember that people are most interested in how they or their communities can benefit from what you do. So think like a customer … always!