Creating Brand AwarenessWritten by Amanda Vlahakis
Your brand is about more than just your business name or logo design, an effective brand tells potential customers what you do and who you are, it is how you are perceived by customers - brands are in minds of customers and no where else. Effective branding will give you edge over your competitors, although most small business owners don't have millions of pounds at their disposal for expensive worldwide branding campaigns, they do have many methods are their disposal to establish a brand and in turn benefit from perceived 'value' of that brand. Customers are willing to pay more for goods and services of 'brand name' companies, and your sales force will have a good base to work from if customer has heard of your company before, and thus already has an element of in built trust in it. Having a brand also allows you to introduce new products and services to your target market without having to explain again who you are, and what it is you do - company will be pre-sold, and it will simply be a matter of selling new product or service. Building a brand is not a short-term tactic, rather a strategic building of customer loyalty over an extended period that should stand test of time.
| | Moving Out: Outsourcing is Here to StayWritten by George Schildge
In today’s climate of business, CEOs and executives are cautiously optimistic about economy and their company’s future growth. They realize that they still need to market to drive profitable growth and increase company’s value, but financial strings are being tightened. However, there is a clear growing trend for companies, regardless of size and industry, to outsource (or a term used not to long ago sub-contracting) an element of their business. Why does this trend continue to grow, and how do executives assess their needs? Outsourcing is not a passing fad, but clearly a paradigm shift that can change a business model for better.Outsourcing involves use of resources outside of organization to perform specific tasks required for business. However, there are a variety of ways to use these resources, including business process outsourcing and co-sourcing. Business process outsourcing involves selling off one part of business to create positive cash flow and probable gains in productivity and quality. Co-sourcing involves retaining part of service in-house, and off-loading or outsourcing a portion to a third party partner. This is one we will discuss, and in our case marketing function. Companies often forget to ask basic question: What business are we in? Too often need to perform various functions and to keep a business running does not allow management to step back and ask this question. The answer should bring management to fundamental product/service that generates revenue for this company. In book “Living on Fault Line” (HarperCollins, 2000) by Geoffrey Moore, described an outsourcing concept. He says, all employees should be focused on core activities--that is, things that contribute to company's competitive advantage and increase shareholder value. The opposite of core is context--activities that do not contribute to competitive advantage. Context activities should be outsourced. For example, your head of marketing was hired to develop and coordinate strategies, direct tactics and their implementation, to generate more sales leads by new customers, while maximizing loyalty and profitability of current customers. That is her “Core” function. However, over time she has developed a talent for public relations and as a result has become Communication Manager of company. She edits company web page, makes changes, etc. These responsibilities (those of PR Manager) can be described as “Context.” This is how most companies handle “Context” with respect to positioning, messaging, and public relations, three tasks for marketing. A similar example could be used for any marketing tasks. It is not their core responsibility and yet, they take it on. The problem with “Context” is that it often takes on a life of its own and begins to obscure what “Core” should be. The example above was selected because it represents what actually happens for most small to midsized companies. What management needs to consider is effect that “Context” has on productivity, return-on-sales, ROI and general operation of business.
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