What Is Marketing The Different Types Of Marketing Activities That Companies Can Implement The Best Types Of Marketing Activities For Companies To Implement And The Benefits Of Companies Implementing Marketing Activities
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What Is Marketing, The Different Types Of Marketing Activities That Companies Can Implement, The Best Types Of Marketing Activities For Companies To Implement, And The Benefits Of Companies Implementing Marketing Activities
Author: Dr. Harrison Sachs
language: en
Publisher: The Epic Books Of Dr. Harrison Sachs
Release Date:
This essay sheds light on what is marketing, demystifies the different types of marketing activities that companies can implement, reveals the best types of marketing activities for companies to implement, and delineates the benefits of companies implementing marketing activities. Succinctly stated, marketing is deemed to be the practice of promoting product offerings and/or service offerings. Marketing can also refer to the marketing activities that are utilized for the purpose of promoting product offerings and/or service offerings. Marketing activities are employed by companies to not only entice sales for their product offerings and/or service offerings among the members of their target market, but also to raise awareness of their product offerings and/or service offerings among the members of their target market. A precursor to being able to purchase a company’s product offerings and/or service offerings is being aware of their existence. If a customer is acutely unaware about the existence of a company’s product offerings and/or service offerings, then he is inapt to purchase those specific product offerings and specific service offering that he does not know exist. A customer needs to be able to discover a company’s product offerings and/or service offerings for him to be eligible to purchase the company’s product offerings and/or service offerings. If a customer lacks any semblance of awareness of a company’s product offerings and/or service offerings, then they will remain undiscoverable to the customer and will be inapt to be purchased by the customer. Similarly to how a customer would be unable to purchase a specific product on a retail store shelf if it were metaphorically invisible to him, a customer would also be inapt to purchase a specific product that remained undiscoverable to him. Marketing activities can be expensive to employ and the usage of marketing activities does not guarantee that a company will be able to meet its sales forecasts in the pending future. An investment of marketing dollars in leveraging marketing activities does not guarantee that a company will be able to reap a positive return on investment for doing so in spite of how optimized their marketing activities may be. This is because the future is enigmatic and obscured behind a veil of time. The utilization of impotent marketing activities can cause a company to become apt to hemorrhage its marketing dollars. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities can reduce a company’s net profit per product sale. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities can also yield a higher cost per customer acquisition. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities can also yield a lower conversion rate. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities can also yield increased marketing costs. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities is also a brobdingnagian misallocation of marketing dollars. The issues appertaining to employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities extend beyond the aforementioned issues. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities also renders a company more prone to succumbing to a negative return on investment from its marketing activities. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities also renders companies more apt to have a lower sales velocity. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities renders companies more apt to have a lower inventory turnover ratio. Employing inefficacious high-cost marketing activities instead of employing efficacious low-cost marketing activities is also an act of veritable imprudence that renders a company more prone to being unable to meet its upcoming sales forecasts.
Marketing Decision Making and the Management of Pricing: Successful Business Tools
"This book provides the latest research studies, market analysis, and best practices utilized in emerging markets to gain competitive advantage and market leadership"--Provided by publisher.
The Handbook of Market Intelligence
Product Description This resource gives readers a step-by-step roadmap for establishing, conducting, and further developing market intelligence programs within an organization, turning market data into actionable insights. It is full of best practice advice based on hundreds of real-life international case studies. The material is backed up by extensive global survey data, providing readers with benchmark data on how intelligence programs are being organized, operated, and resourced worldwide. From the vast amount of examples, the authors have distilled Six Key Success Factors for organizing future-oriented corporate intelligence programs. From the Inside Flap Global companies spend millions of dollars on conducting Market Intelligence each year. Yet only 10% have achieved Market Intelligence capabilities that are truly world class. Such companies enjoy much higher efficiencies in decision making and strong return-on-investment on their Market Intelligence budgets. What are their secrets? What can the other 90% do in order to ensure they have their Market Intelligence scope, processes, deliverables, tools, organization and culture right? Get an insider's look at how some of the world's most respected international companies use Market Intelligence. This book provides over 40 enlightening case studies from companies such as Cisco Systems, ABB, Dunkin’ Brands and Statoil, as well as findings from two global surveys on Market Intelligence programs and trends. It also features a step-by-step roadmap to help companies raise their intelligence ambitions, by using the six Key Success Factors outlined in the World Class Market Intelligence Framework developed by the authors. Readers will be able to implement the practical ideas immediately and drive the systematic development of their own world class market intelligence functions – as well as benchmark their own results against global best practices.