How to Market Yourself and Your Business

MARKETING YOURSELF AND YOUR BUSINESS

• Senior IT Solutions Architect for Enterprise B2B & Field Operation /Public
Speaker/Trainer
• CEO of Khamis Academy
• Education
• BSC ,Electrical computer Engineering . Ain Shams University .2004
• MBA Geneva Business School .2016/2017
• Employment:
Contact information :
Email : Eng.khamis.cs@gmail.com
Linkedin : https://www.linkedin.com/in/mohamed-elfouly-99303915/
Mohamed Elfouly

DAY PLAN
• Session 1 : From 7:00 PM to 8:00 PM
• Praying and Coffee Break : From 8:00 PM to 8:10 PM
• Session 2 : From 8:00 PM to 9:00 PM
• Questions are welcomed at Q&A slides .

• Importance of Marketing
• Market your self for job market
• Power of differentiation
• Marketing Mix
• Sell Yourself in the Interview
• Career Strategic decisions
• Market your self in team and organization
• Power
• Communication
• Conflict Management
• Leadership Style
• Market your business
• Goods vs Services
• Segmentation
• 5 forces affect your business .
• 4 Ps ,4 Cs , 4Cs Social

WHAT IS MARKETING?
Marketing is an organizational function
and a set of processes for creating,
communicating, and delivering value
to customers and for managing
customer relationships in ways that
benefit the organization and its
stakeholders.
www.gbs-ge.ch 6

WHAT IS MARKETING?
www.gbs-ge.ch 7
“Marketing should put forth an offer that
meets the buyer’s needs right at the place
and time of sales opportunity. The most
effective marketing is therefore about
communication, not manipulation”

WHAT IS MARKETED?
• Goods
• Services
•Experiences
•Events
8

WHAT IS MARKETED?
• Places
• Properties
• Organizations
• Information
• Ideas
•Persons
9

POWER OF DIFFERENTIATION
Employer can not see or hear you
Why to differentiate ?

Employer can not Recognize you

Employer can not Understand you
• Not talk the same language.
• Your message is not compile and not clear

Next How to differentiate ?
• For Job Market
• Internal your team ,Organization

Know your "brand.“ purpose, mission and values
PRODUCT(YOU)

Know your "brand.“ purpose, mission and values
PRODUCT(YOU)
SafetyQuality and reliability Luxury Vehicle

USP c
PRODUCT(YOU)
• What is the one thing that makes you different
than others?
• What are your accomplishments (not duties or job
titles)?
• What will make you more attractive to
employers?

USP Homework ::
1. What Is your Target Market ?
2. What makes you different?
PRODUCT(YOU)

USP Includes
PRODUCT(YOU)
• Work experience .
• leadership experience.
• Your education and training.

How to develop USP?
PRODUCT(YOU)
1. Identifying Target Market a set of
possible competitive advantages for
potential employers . From Job Ads
2. Develop the right competitive advantages
.
3. Communicate competitive advantages .

PRODUCT(YOU)
Invest in yourself ,Never too late
1. New Courses (Online, Attend,….)
2. Read books, articles
3. Certificates
4. Study(MBA,Thesis,PHD,…)

PLACE (DISTRIBUTION)
• Prepare your CV
• Job Postings/Recruitment Advertising
• Cold Calling
• Networking
• Job-hunting on the Web
• University Career Centers/Alumni Offices
• Headhunters/Recruiters/Executive Search
Firms/Employment Agencies

Let them know What you can do, use Channels

6 LinkedIn tips to make your profile pop
1.Make Your LinkedIn Profile Shine
• Headline : Not only Job title , else it should have your Skills or status
• “Digital marketing leader experienced in lead generation”
• “Experienced direct marketer seeking new opportunity”
• Summary Reinforce your achievements, summarize your credentials and position yourself for your next job.
• Specialties This area helps drive the LinkedIn search function so practice your best SEO and include words and
phrases that highlight your talent such as Events, Copy Writing, Advertising, Lead Generation,
• Recommendations
• Custom URL LinkedIn automatically assigns a URL that links directly to your public profile but you can customize
it. Example : www.linkedin.com/in/MohamedElfouly
• /MarySmith_Marketer
You can use this URL in your email signature, on business cards and in social networking profiles to drive traffic
back to your rock star profile.
By Matt Kapko

2. Don't Be Shy on LinkedIn
• Status :Update your status at least once a week should reinforce your personal
brand
• Sue is planning a national conference for mobile solution providers.
• Status :Tell people about the work you’re doing, the type of employment
you’re seeking
• Tom is reading The New Rules of Marketing and PR and highly recommends
it! http://bit.ly/1lANnY
• Do not hesitate to contact people you haven't spoken with in a while. LinkedIn
says its Connected app can help you find appropriate moments to connect

3. Join a LinkedIn Group to Build Your Reputation
"People who participate in conversations on
Groups are five times more likely to get profile
views from people outside their network —
which could translate into more opportunities,"
according to LinkedIn.

4. Keep Tabs on Who Views Your LinkedIn Profile
"Think about views to your profile as warm
leads on potential hires, connections or even
career opportunities," LinkedIn says
Tip: LinkedIn says you should keep your visibility settings
open so other members can see when you view other
profiles.

5. Strive to Maintain Context and Quality
There's no prize for accumulating connections on LinkedIn, so don't focus on the number of
people in your network.
"Think about building a quality network of professionals you
know, respect and can vouch for you," LinkedIn say
Tip: You should find that common ground — be it a connection, interest or background

6. Find Your Voice on LinkedIn
"Your professional identity isn't just about what you've done," according
to LinkedIn. "It's also how you think and what you know."
Tip: LinkedIn's self-publishing platform gives members a platform to share lessons learned or
comment on industry trends.
"Publishing posts is a great way to showcase your professional knowledge,
position yourself as a thought leader in your industry and even highlight some
of the interesting things your company is doing," LinkedIn says.

PROMOTION
The Art of creating opportunity

PRICE
• Medical insurance
• Dental insurance
• Optical/eye care insurance
• Raises, Bonuses, Overtime
Pay
• Disability insurance
• Vacation Days
• Paid Holidays
• Sick/personal days
• Profit sharing
• Stock Options/ESOPs
• Schooling
• Health clubs
• Dependent care
• Employee Assistance
Program
• Parking, commuting,
expense reimbursement
• ‫البال‬ ‫راحه‬
It is not only Salary :

INTERVIEW
Be a storyteller
Example you write in your professional
summary that you have a "strong record of
meeting critical project deadlines in spite of
unforeseen obstacles," be ready for the hiring
manager to ask you a behavioral question
like: "Tell me about a time you encountered
an unforeseen obstacle. What did you do to
overcome it?”

INTERVIEW
Know your audience (Company ,interviewer,..)

INTERVIEW
Look for brand matches … position or company Vs my strengths and beliefs

COMFORT ZONE
comfort zone is a behvioral space
where your activities and behaviors
fit a routine and pattern that
minimizes stress and risk. It
provides a state of mental security.
You benefit in obvious ways: regular
happiness, low anxiety, and reduced
stress

MOVE TO IMPROVE
• Select the right time to move .
• Prepare your self and family for the jump .
• Warm before the Jump.
• Jump Strategic ( lower position however easier to
promote,…)

SWITCH CAREER
• Do not consider the age ,Consider the
capabilities you have .
• Follow your passion.
• Prepare yourself for new Career .

TAKE DEEP BREATH
is a chance for improvement you never can do when loaded
with work.
Unemployment Period

MARKET YOURSELF IN THE
TEAM ,GANIZATION,…

MARKET YOURSELF
• Be Selective if you have chance.
• Show your efforts .
• Objective Oriented.
• Communicate
• Gain Power

POWER
Power is the leader’s potential influence over followers.

• There are two sources of power:
• Position power(Legitimate power ) – derived from top
management, and delegated down the chain of command,
and
• Personal power – derived from the followers based on the
leader’s behavior.
SOURCES OF POWER

REWARD POWER
• Reward power is based on the user’s ability to influence others
with something of value to them.
• A leader’s power is strong or weak based on ability to punish
and reward followers.
• Reward brings love , ‫تحابوا‬ ‫تهادوا‬

APPROPRIATE USE OF REWARD
POWER
• Employees should be rewarded for doing a good job.
• Managers find the exchange influencing tactic helpful when
dealing with others over whom they have no authority.
• Offer a reward for helping meet objective.
• Incentive can be anything of value.

COERCIVE ‫القهر‬ POWER
• The use of coercive power involves punishment and withholding
of rewards to influence compliance.
• Also called the pressure influencing tactic.
• Appropriate use of coercive power:
• Coercive power is appropriate to use in maintaining discipline
‫االنضباط‬ and enforcing rules.
• Employees resent use of coercive power.

REFERENT POWER
• Referent power is based on the user’s personal relationships with
others.
• Also called the personal appeals influencing tactic.
• based on loyalty and friendship.
• Leaders can use the inspirational appeals influencing tactic.
• Leader appeals to follower’s values, ideals, and aspirations, or
increases self-confidence by appealing to follower’s emotions
and enthusiasm ‫حماس‬

EXPERT POWER
• Expert power is based on the user’s skill and knowledge.
• Often use rational persuasion ‫األقناع‬ influencing tactic.
• Appropriate uses:
• New managers rely on employees’ expertise,
• Followers have influence over leaders.
• Essential when working with other departments or
organizations.

INCREASING EXPERT POWER
Guidelines for increasing expert power:
• Increase training to become an expert
• Attend trade meetings, read publications, keep up with current
trends, write articles, become an officer in the organization
• Keep up with latest technology
• Volunteer to learn something new
• Project a positive self-concept and develop a reputation for
having expertise.

INFORMATION POWER
• Information power is based on the user’s data and information
desired by others.
• Involves access to vital information and knowledge and control
over its distribution.
• Appropriate use of information power:
• When making rational persuasion or inspirational appeals.

Have information
flow through you.
Know what is
going on in your
organization.
Develop a network
of information
sources.
Increasing Information Power
Serving on a committee helps you gain
information and increase connection power.

CONNECTION POWER
• Connection power is based on the user’s relationships with
influential people.
• Appropriate use of connection power:
• When looking for a job or a promotion.
• Can help you get the resources you need.

INCREASING CONNECTION POWER
Guidelines to increasing connection power:
• Expand your network to managers with
power,Peer to peer experts in other departments .
• Get people to know your name,
• Get all the publicity you can (SPOC to the department or team)
• Have your accomplishments known by those in power.

TWO-FACTOR THEORY
• In the 1960’s Frederick Herzberg combined lower-level needs he
called hygiene or maintenance.
• Higher-level needs he called motivators.
• The two-factor theory proposes that people are motivated by
motivators rather than maintenance factors.

MAINTENANCE AND MOTIVATORS
Maintenance factors
• Also called extrinsic
motivators.
• Extrinsic motivators
include:
• Pay,
• Job security,
• Working conditions,
• Fringe benefits
Motivators
• Also called intrinsic
motivators.
• Intrinsic motivators
include:
Achievement,
Recognition,
Challenge, and
Advancement.
• Better motivators than
extrinsic factors.

The Leadership Grid
‫بيحبه‬ ‫مش‬ ‫مدير‬ ‫مع‬ ‫أشتغل‬ ‫واحد‬ ‫كم‬

• The impoverished(poor) leader (1,1)
does the minimum required to remain
employed.
• The authority complianceleader
(9,1) focuses on getting the job done
but treats people like machines.
• The country-club leader (1,9)
maintains a friendly atmosphere without
regard to production.
• The middle-of-the-road leader (5,5)
strives to maintain satisfactory
performance and morale.
• The team leader (9,9) strives for
maximum performance and employee
satisfaction.
The Leadership Grid

LEADERS VS. MANAGERS – STILL A
WIDELY DEBATED ISSUE
78

COMMUNICATION
1. Plan your message
Before sending a message, plan it
• What is the goal of the message?
• Who should receive the message?
• How will you send the message ?
• When and where will the message be transmitted?

COMMUNICATION
2. Select The Suitable Communication way

COMMUNICATION
3. Check the receiver’s Understanding

COMMUNICATION
4. Get a commitment and follow up

COMMUNICATION
Listening:
• Do not tune out the speaker
• Do not think in reply; just listen
• Watching nonverbal cues

COMMUNICATION
Emails
• Write to communicate, not to impress.
• Subject= Attention + Summarize
Bad Example Good Example
• Subject:My CV
• Subject: Maintenance team to fix the air-
condition
• Subject:Human Resources Assistant Application — John
Smith
• Subject : Air-condition issue in B5

COMMUNICATION
Emails
• @Purpose upfront Keep Messages Clear and Brief ::
Am writing this email to…
• Be Polite and Check the Tone (Red,Capital ,!!)
• Do not Point to People ,Point to work
Emma,
I need your report by 5 p.m. TODAY , You
should be faster .
Harry
Hi Emma,
Thanks for all your hard work on that
report. Could you please get your version
over to me by 5 p.m., so I don't miss my
deadline?
Thanks so much!
Harry

COMMUNICATION
Emails
• Use active voice rather than passive voice.
The updated process need to be closed before
dead time .
the business analyst should update the process
before dead time.
• Edit your work and rewrite if needed.

COMMUNICATION
Emails
• RED Color long history of being an aggressive color.
• For the ancient Romans, a red flag was a signal for battle
• its visibility, stop signs, stoplights, brake lights, and fire equipment are
all painted red. To “see red” is to be angry.
• So use it when needed to Strong emphasis some thing critical and
important

COMMUNICATION
Emails
• ALL SENTENCE CAPS is like SHOUTING
• It is best used only for short strings of words rather than full
sentences. You could choose instead to use italics or bold to set off
text for emphasis.
Types of Cases
• All Caps: THIS IS AN ALL CAPS SENTENCE.
• Mixed Case or Sentence Case: This is a mixed case sentence with only the first word and proper
nouns such as John Smith capitalized.
• Title Case: The First Letter of Most Words Is Capitalized in Title Case.
• All Lower Case: this is sentence written all in lower case letters.
• Random Mixed Capitalization: ThIs mEaNs you wRitE UsiNg capiTals aT RanDom.
• camelCase: This is not usually used for sentences, but rather for branding, with a media capital in the
middle of a name, such as iPhone, iOS, etc.

FEEDBACK
Criticism , When receiving criticism, view it as an
opportunity to improve
• Stay calm,
• Don’t get defensive mode, and
• Don’t blame others
Yes, painful Keep the phrase, “no pain, no gain” in mind

FEEDBACK
Receiver's Feedback Barriers
• Receivers feel ignorant.
• Receivers are unwilling to point out the sender’s inexperience
::especially if manager.
• Receivers have cultural barriers :in many Asian countries is impolite to
disagree with the manager

FEEDBACK
Best Practice
• Be aware of your nonverbal communication
• Be aware of your followers’ nonverbal communication
• Ask ‘smart’ questions
Mary, tell me what I just said so that I can be
sure you will not make a mistake as usual,”
this will probably result in defensive
behavior on Mary’s part
“Now tell me what you are going to do, so
we will be sure that we are in agreement.”
“Would you tell me what you are going to
do, so that I can be sure that I explained
myself clearly?”

• Importance of Marketing
• Market your self for job market
• Power of differentiation
• Marketing Mix
• Sell Yourself in the Interview
• Career Strategic decisions
• Market your self in team and organization
• Power
• Communication
• Conflict Management
• Market your business
• Goods vs Services
• Segmentation
• 5 forces affect your business .
• 4 Ps ,4 Cs , 4Cs Social

Advantage Disadvantage
AVOIDING CONFLICT STYLE
• The avoiding conflict style user passively ignores the conflict rather than
resolve it.
• Appropriate use:
• When conflict is trivial,
• When your stake is not high,
• When confrontation would damage relationship, or
• When time is short or emotions are high.
Maintains
relationships
No resolution

ACCOMMODATING CONFLICT STYLE
• The accommodating conflict style user passively gives
in to the other party
• The person enjoys following,
• Maintaining the relationship is priority,
• Changes are not important to accommodator, or
• Time is limited.
Maintains
relationships
May be
counterproductive

FORCING CONFLICT STYLE
• The forcing conflict style user uses aggressive behavior to get their way.
• Unpopular action must be take on important issues,
• Commitment is not crucial to implementation,
• Maintaining relationships is not critical, or
• Conflict resolution is urgent.
Better decisions
if forcer is
correct
Overuse leads to
hostility

NEGOTIATING CONFLICT STYLE
• The negotiating conflict style user attempts assertive,
give-and-take concessions.
• Also called compromising style.
• When issues are complex and critical,
• Parties have equal power and differing solutions, or
• A solution will only be temporary or if time is short.
Conflict is
resolved quickly
Can lead to subpar
decisions

COLLABORATING CONFLICT STYLE
• The collaborating conflict style user seeks joint
resolution with best solution for all.
• Also called problem-solving style.
• When compromise would result in sub-optimization,
• When group goal comes first and members collaborate,
• Maintaining relationships is important, or
• Time is available or when it is a peer conflict.
Can lead to the
best solution
Time consuming

WHAT IS A MARKET SEGMENT?
A market segment consists of a group of customers who
share a similar set of
needs and wants.
111

SEGMENTING CONSUMER
MARKETS*
Geographic
Demographic
Psychographic
Behavioral
112

GEOGRAPHIC SEGMENTATION*
Geographic segmentation
divides the market into
geographical units such as
nations, states, regions,
counties, cities, or
neighborhoods
113

DEMOGRAPHIC SEGMENTATION
• Age and life cycle
• Life stage
• Gender
• Income
• Generation
• Social class
• Race and Culture
114

RACE AND CULTURE
Multicultural marketing is an approach recognizing that
different ethnic and cultural segments have sufficiently
different needs and wants to require targeted
marketing activities
https://youtu.be/6_WAmt3cMdk?list=PLAEKUX2eV4jJE
qwQnxJjXjlz09G7GGk7f
www.gbs-ge.ch 115

How to Market Yourself and Your Business

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