Mission Statement of Pizza Hut

We take pride in making a perfect pizza and providing courteous and helpful service on time all the time. Every customer says, "I'll be back!"

Is Psychological pricing worth it?

What I believe it is an effective strategy; it does have its ups and downs. It’s part art and part science, and there are several factors, which go into the development of an optimum price. Sometimes people can see right through this & others can't.

It can be powerful marketing tool. It can be a problem that many businesses are plagued with; how to properly price your product for optimal return. Many customers/ clients still believe that you get what you pay for. A business shouldn't over charge just to raise up the price. But it should be done within a good current market range.

Of all the strategic decisions faced by an organization, one of the many important ones is setting prices for the various product and service offerings. The reason why so many products fail or produce such poor returns online and offline is because business owners, corporations and marketers may not know the exact right price to charge before a launch, after a launch, or what price to set years later when there are many new competitors and the competition is stiff.

Knowing the right price you should charge means the difference between financial losses, mediocre sales, or huge increases in revenue. Internet Research data shows that charging the wrong price online can easily drop total revenues by 50%, or more, and cause e-commerce failures. Knowing this valuable information for your product or service can make an enormous difference in your gross profits.

Six steps for Effective Advertising

* Identifying the target audience
* Establishing the advertising budget
* Defining the objectives of the advertising messages
* Creating the advertising messages
* Selecting the appropriate media
* Evaluating advertising effectiveness


These are six steps for effective advertising. To know more about advertising click the link below:

Source: http://74.125.153.132/search?q=cache:wDA-2SXHXPYJ:www.waukesha.uwc.edu/bus/cfischer/101/CH13.ppt+importance+of+taglines+in+promoting+products&cd=3&hl=en&ct=clnk&gl=pk

Vertical Marketing System

A vertical marketing system (VMS) is one in which the main members of a distribution channel—producer, wholesaler, and retailer—work together as a unified group in order to meet consumer needs. In conventional marketing systems, producers, wholesalers, and retailers are separate businesses that are all trying to maximize their profits. When the effort of one channel member to maximize profits comes at the expense of other members, conflicts can arise that reduce profits for the entire channel. To address this problem, more and more companies are forming vertical marketing systems.

Vertical Marketing System

A vertical marketing system (VMS) is one in which the main members of a distribution channel—producer, wholesaler, and retailer—work together as a unified group in order to meet consumer needs. In conventional marketing systems, producers, wholesalers, and retailers are separate businesses that are all trying to maximize their profits. When the effort of one channel member to maximize profits comes at the expense of other members, conflicts can arise that reduce profits for the entire channel. To address this problem, more and more companies are forming vertical marketing systems.

secret of Marketing Process

1. Don’t run out of money. It always takes longer and costs more than you expect to spread your idea. You can budget for it or you can fail.

2. You won’t get it right the first time. Your campaign will need to be reinvented, adjusted or scrapped. Count on it.

3. Convenient choices are not often the best choices. Just because an agency, an asset or a bizdev deal are easy to do doesn’t mean that they are your best choice.

4. Irrational, strongly held beliefs of close advisors should be ignored. It doesn’t matter if they don’t like your logo.

5. If it makes you nervous, it’s probably a good idea. If you’re sure you’re right, you probably aren’t.

6. Focusing obsessively on one niche, one feature and one market is almost always a better idea than trying to satisfy everyone.

7. At some point, you’re either going to have to stick to your convictions or do what the market tells you. It’s hard to do both.

8. Compromise in marketing is almost always a bad idea. Extreme A could work. Extreme B could work. The average of A and B will almost never work.

9. Test, measure and optimize. Figure out what's working and do it more.

10. Read and learn. There are a million clues, case studies, books and proven tactics out there. You can't profitably ignore them until you know them, and you don't have the time or the money to make the same mistake someone else made last week. It's cheaper and faster to read about it than it is to do it.

summary: these are the 10 secrets of the marketing process described by seth godin and i would say that i completely agree with all of the above points.

read more on: http://www.mynewcompany.com/blog/top-10-secrets-of-the-marketing-process/

Process of Marketing process

THE PROCESS OF MARKETING PROCESS When I look at marketing organizations today, I generally see them as being strongest in tactics, moderately strong in strategy, and weak as a whisper when it comes to operational excellence. Not surprising. We're not trained--the way for instance engineers are--to be process oriented. We're end-result types--our focus, strategically and tactically, is work product. But we're also builders and architects--builders of web sites, architects of plans, builders of brochures, of booths, of press releases.. We spend the bulk of our time creating, but the bulk of our budget building. And as builders spending money, process is critical. Getting people to agree to the value of process isn't tough. Building project plans and spreadsheets demonstrating why they should change their behavior--why they should include process as a natural component of how they make decisions--is simple. The hard part is getting people to adopt the point of view--to actually change the way they work. It's not a process change, it's a cultural change. Which means the real question is not "is process important" or "what's a good process." The real question is: "how do we instill an organization-wide, individual respect and enthusiasm for process?" IT'S THE MINDSET THAT NEEDS TO BE CHANGED I once really messed this up. It was a large organization (technical publications, training, marketing communications, production management, market development and so on). A lot of interaction, and the processes were poor. Work got done on time, but at the expense of resources. So I slammed my hand down on my desk one day and said "what we need is a process, goll dang it!" I hired a project manager, personally presented seminars to the staff on how projects would be tracked, with slides showing all the powerful features of the project planning software; showed how their individual tasks would be managed, explained how much company value would be gained from it--and so on. The result? No buy in. No enthusiasm. No eagerness to work within the framework imposed. No proactive interaction with the Project Manager. A disaster. Program dead in four months and I looked uncomfortably like one of those bosses. Some of you already see the mistakes I made. Expressed in marketing terms (this is an instance where the Crossing the Chasm model is relevant), the challenge I faced was not the quality of the product. The challenge was introducing a disruptive innovation to an unprepared marketplace. I tried to impose process, when I should have been marketing it. And I marketed generic benefits, not targeted benefits. So today, my approach is different. Getting marketing to become process-sensitive takes time--expressed not in weeks but in months. It must be accomplished using all of the marketing strategies and tactics that you already use to develop buy in from your customers. (I should add that my view of "employee-as-marketplace" is a topic that could consume many of these emails on its own.) You know how to do this: 1. Segment the marketplace--you're going to be approaching managers, individual contributors, external organizations and others. 2. Prove the problem--people think their processes are already just fine. 3. Target benefits--for managers it may be promotion; for contributors, more free time; for R&D, smoother communication. 4. Bring in early adopters and evangelists--let people that are respected spread the word. 5. Create incentives for adoption--establish rewards (not competitions) for strong process. 6. Provide quality customer support--help them throughout the adoption period. 7. Monitor, measure, modify--until it's stable and working properly. THE BENEFITS The goal here is not to create a run on pocket protectors--we're not trying to create an army of project managers. The goal is to create a culture where one of the considerations when planning or executing work is "what's the most efficient way to do this?" An environment where sensitivity to the building blocks of process--time, tasks and resources--figure in to how decisions are made and how work is performed. The corporate benefits of strong process are well known But achieving company goals is not what stimulates individuals: achieving individual goals does that. And there are many, more-targeted and more-personal benefits for you and your staff. When you market process to your staff, focus on those. Better process means less headaches, more free time, higher visibility, strong skills for promotion, easier management, reduced duplication of effort, individual and team rewards . . . you can figure out what benefits appeal to each of your segments. Developing love-of-process is itself a process. It takes strategy, tactics, time . . . and, yes, good process. But once it's in place, it stays in place--as your staff turns over it becomes not something new, but the way things are. And it creates a marketing organization that's more reliable, more responsible and more able to produce high quality work, on time, within budget on a regular basis.

Dell Marketing Strategy

The Dell marketing strategy was simple and basic. Cut out the middleman and sell the product cheaper. Offer great customer service by giving the customer exactly what they want.

There you have it. That is how Dell is about to become the largest company in the world selling computers. They did it by building computers made to order for the customer. By handling all the sales (retail) themselves. If you want a Dell computer you can only get it from Dell. Their marketing strategy allowed them to pass the savings onto the customer.

Online Dell Marketing Strategies

Now, the ONLINE Dell marketing strategies are nothing different either. They do exactly what everybody else has to do.

• Targeting: They have to know who is buying computers and where online these people are going
• Tracking: They have to track advertising results and make adjustments
• Relationships: They build relationships with the people they advertise with

The internet is a powerful force in the business world for selling products. What makes it so powerful?

Targeting Online Marketing

Understanding who your market is and where they hang out is so much easier to find out. It becomes very easy to target your customer when you know, for example: That every person who goes to a website called NewComputerProducts.com is very likely to be interested in buying a computer or peripheral. So your marketing plan should call for contacting that website and setting up advertising or getting them to review your computerInstant Targeted Advertising.

costumer survey and new product strategies are on

http://internet-marketing.business-internet-opportunity.com/dell-marketing-strategy.html

THE MARKETING SPIRAL

SOURCES: www.darmano.typepad.com

Product Life Cycle
When deciding upon your unique marketing communications mix, you should also consider the Product Life Cycle. Here are some general guideline as to how and when to emphasize different parts of the mix according to the stages of a typical product life cycle:

Introduction: Heavy use of advertising, public relations for awareness, sales promotion for trial
Growth: Advertising, public relations, branding and brand marketing, personal selling for distribution
Maturity: Advertising decreases, sales promotion, personal selling, reminder & persuasion
Decline: Advertising and public relations decrease, limited sales promotion, personal selling for distribution