Phase 3 Individual Project.
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Phase 3 Individual Project.
- 1. PHASE 2 INDIVDUAL PROJECT Global Gadgets Imports, INC. MKTG630-100A-03Applied Managerial MarketingJeffery FrohweinBy Delisa C. Fryer
- 2. INTRODUCTION This presentation will cover various elements of Direct Marketing and the Privacy Issues that GGI will address, and the benefits as well as the disadvantages of the major issues surrounding the new forms of Marketing
- 7. Client supplied a 4-page insert with 19 coupons for various frozen food items
- 8. Inserts were placed in both Newspapers and GGI Shared Mail
- 9. Insert distribution based on household penetration within the targeted stores trade areas
- 11. Cost-per-piece
- 13. Fax are
- 14. limited channel of communication
- 15. This method is a by voice only medium
- 16. GGI Web site is a channel that enable our customers to make online payments, and place orders.
- 17. This will enable GGI to communicate in a colorfull fashion
- 18. These are well established waysThere are privacy invasive issues using the conventional channels Arrives along with other mail Mostly Black and White Images Web Base communication is more popular today The average customer only shop online during Christmas , other holidays and special occasions This means of communication is performed by telemarketers Electronics will only become more sophisticated in the future The conventional channels are well understood Has to compete with other materials Customer can choose when they will receive them This either outbound telemarketing Music and images can get a customer to return to your site Disadvantage of a Fax has the possibility of getting loss or misplaced Mail, fax, telephone email and web The customer can overlook and throw it away Inbounds telemarketing The internet is the communication channel of the future Look for everything to move electronically
- 19. Channels of Communication Fax Telephone Electronic Web Email
- 20. Obtaining Consumer Information Pull Strategy Channel Development Development. Sales Teams
- 21. Marketing Personalization Primary issue is privacy Personalization Appropriately using Customer Data Personalize web pages Benefits of Peraonalized Strategy Accomplished Goals, without invading a customers privacy.
- 23. Shoppers seeking value these customers channel surf before making that final purchase
- 24. High involvement shoppers tend to gather information in all channels before making their final choices.Three types of Shoppers Service/quality shopers Price/value Shoppers Affinity shoppers
- 25. Direct Marketing and Privacy Issues Marketing on a Global level. Marketing and Advertising on the Internet. Global Internet City and State Sale of product International export of products City and State International The nationwide sale of products Country
- 27. Telephone, email, address and banking information
- 28. Third party
- 30. Management
- 32. Summary Direct Marketing and Privacy Issues Strategy Enhancement Measuring Results Different Forms of Communication for Direct Marketing Channels of Communication How do direct marketers obtain consumer information? What are some of the issues faced in effectively and appropriately using this data? Privacy Laws Data Protection Act and The Freedom of Information Act
- 33. Clarke, R. (1995-2010) Direct Marketing and Privacy Retrieved October 18, 2010 from http://www.anu.edu.au/people/Roger.Clarke/DV/DirectMkting.html FOIA (2010)Freedom of Information Act Retrieved October 17, 2010 from www.justice.gov/amend-fioa-redlined.pdf Iinfopackets(2010)Information technology abuse—issues Retrieved from www.infoackets.com-technology/ PL&B (2010) Privacy Laws & Business Retrieved October 16, 2010 from WWW.privacylaws.com Virtual Advisor, Inc (2009) Personalization strategies to attract and retain customers Retrieved October 17, 2010 from http://www.va-interactive.com/inbusiness/editorial/sales/ibt/personal.html Sdmg (2010) Strategic direct marketing group Retrieved October 16, 2010 from http://www.sdmg.ca/PermissionBased_Marketing.asp Reference
Notas del editor
- Like all tests, assessment centers measures certain attributes or qualities. These attributes or qualities are commonly referred to as "dimensions" in assessment centers. All dimensions have both a title (e.g., Oral Communications) and a definition (e.g. Clearly expressing oneself through oral means, properly using technical factors such a grammar, vocabulary, eye contact, and proper voice modulation).Some common oral communication behaviors expected are: Maintains good eye contact; Provides an Introduction, Body, and Conclusion; Nods head appropriately when spoken to; etc.
- Exercises to measure a particular set of job skills Recruits for a car production line were tested on physical strength, coordination and aptitude for production line work, by repeatedly fitting tyres onto wheel rims. Accounts Clerk recruits were asked to complete tests measuring accuracy against speed. A particular test required invoices to be reconciled against a spreadsheet ledger, with errors being appropriately amended. Numerical tests may involve calculating hotel accounts, goods invoices, and vehicle mileage examples, using a multiple choice answer format. Many of these tests are not designed to be completed within the given timeframe. Case Studies Project Managers may be asked to plan for the release of a new product, which incorporates scheduling, budgeting and resourcing. This type of exercise may measure the ability to: analyze complex data and issues; seek solutions; project plan; and present findings, using a mixture of presentation skills. In Tray Exercises If you are asked to do an In Tray exercise, you may be asked to assume a particular role as an employee of a fictitious company and work through a pile of correspondence in your In Tray. These tests commonly measure Job Skills such as: ability to organise and prioritise work; analytical skills; communication with team members and customers; written communication skills; and delegation (if a higher level position). This type of exercise may take from several hours to a day. Try to imagine that you are at work doing the described duties, rather than completing a test. Phone interaction will involve a role player who has been thoroughly briefed in their respective role as a customer, manager etc. A common example of an in tray exercise at first level management may involve: placing you in a particular role within a work setting, where a crisis situation is developing. The situation requires you to take responsibility for the situation. During the exercise, mail is delivered and collected each half hour. The exercise will describe what resources are available to you: e.g. a list of internal phone contacts and who's who, a telephone, fax, personal computer, information such as a product reference chart, data showing the work area's performance, a calendar which notes key dates and relevant deadlines, a highlighter, pen, pencil, eraser, ruler, internal memo pad, letterhead stationery, writing pad, envelopes, out tray, and an in tray containing particular items. Intray items may range from requests to return calls to customers with specific complaints and queries, comments to be provided to your manager, reports to be completed, requests from your staff, and office social club notices. Some of this correspondence may be past the action date, other notes may be vague in meaning. Group exercises Group exercises involve candidates working together as a team, to resolve a presented issue. These exercises commonly measure interpersonal skills such as group leadership, teamwork, negotiation, and group problem solving skills. Group exercises may range from 'leaderless group discussion' formats to problem solving scenarios. In a 'leaderless group discussion' you may be assigned a fictitious team member role and asked to attend a meeting with other team members who are actually fellow candidates. By the end of the meeting, the group will choose the best strategy to meet a future prescribed target. Your role is to discuss the merits of your strategy (described in your written briefing), and to comment on the weaknesses of other strategies which you suspect will be presented by other team members. You will have some background on the other team members, including their past performance, knowledge of the product and situation etc. Other team members' briefs may ask them to promote the comparatively superior merits of their strategies. One example of a problem solving scenario includes a Tower Building exercise, using play building blocks. In this exercise, a group may be competing with other groups to design and build a tower in accordance with a construction brief which may stipulate minimum height, time period the completed tower has to stand 'unsupported', colour, cost of block shapes, a time limit, and a budget. There may be monetary penalties for failing to reach particular aspects of the brief. Each group has access to a limited number of blocks. Role Plays If you are asked to do a role play, you will be asked to assume a fictitious role and handle a particular work situation. Customer Service Officers may be asked to respond to a number of phone inquiries, including customer queries and complaints. This type of exercise may measure: oral communication, customer service orientation, and problem solving. Managers may be asked to provide feedback to a sales representative staff member, after viewing a videotape of the sales representative's call with a client, or meet with a same level manager of another section, to gain their agreement on a service delivery strategy. These types of exercises may measure: oral communication; maximising performance, and influencing. Role Plays usually use professional actors as the customer / staff person respondent. They are clearly briefed about their role and how to respond when the candidate takes a particular approach in the role play.