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Most Read 2012
Most popular authors 2012 – Laurie Young
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Warc Best Practice
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Business to business: What's different about B2B marketing?
Laurie Young, Market Leader, Quarter 2, 2012, pp. 40-43
When marketers who are experienced in the fmcg sector change to the world of B2B, many find it unnervingly different and difficult.
When marketers who are experienced in the fmcg sector change to the world of B2B, many find it unnervingly different and difficult. This article explains how to get to grips with marketing to other businesses. B2B marketing is as much about people and understanding the desires of human beings as consumer markets, even though organisations are involved. Key differences are highlighted in market size, frequency of purchase, and the presence of a more formal buying group. It is also important to note that many B2B companies lack marketing competence, which may require early investment to overcome. Marketers will need to learn the language and culture of the new sector. A checklist of action points is included.
How to foster brand loyalty effectively
Laurie Young, Warc Best Practice, December 2011
Brand loyalty is a commonly-used marketing term which is not precisely defined or understood. Company after company has begun to focus on retaining existing customers as much as, if not more than, on gaining new ones.
Brand loyalty is a commonly-used marketing term which is not precisely defined or understood. Company after company has begun to focus on retaining existing customers as much as, if not more than, on gaining new ones. Customers need something to be loyal to; something with which they can create an emotional bond. That something is the brand. There is evidence that people can become loyal to product, corporate, service and consumer brands. In this context, that means choosing the use of one brand above others, sometimes with little explicit thought about how or why. This is often an unconscious emotional choice by the customer, which is enormously profitable for the supplier. Yet there are degrees of loyalty toward a brand. They range from "brand preference" and "brand response" to "brand engagement" and "brand advocacy". Each needs to be understood and explicitly nurtured in different ways.
How to use behavioural marketing
Laurie Young, Warc Best Practice, October 2011
Behavioural marketing is the systematic attempt to understand people using ideas, concepts and models of human motivation and action drawn from disparate fields including psychology, consumer studies and economics.
Behavioural marketing is the systematic attempt to understand people using ideas, concepts and models of human motivation and action drawn from disparate fields including psychology, consumer studies and economics. Often peer-reviewed and generically applicable, behavioural insights can, if used properly, save marketers time and money in getting to fundamental truths about how customers behave, think or dream. Yet understanding people is not easy. It has become clearer that consumer buying is rarely down to rational issues such as price, convenience or choice. However, to many people behavioural marketing remains difficult to grapple with and to apply in harsh, competitive settings, even if they acknowledge it can have an enormous impact on profits when it is done well.
How to use segmentation effectively
Laurie Young, Warc Best Practice, August 2011
This paper provides an overview of segmentation and the way in which it is used to identify groups of potential customers who are clustered around common, identifiable traits, and to understand how they may best be reached and how they will respond to different messages and appeals.
This paper provides an overview of segmentation and the way in which it is used to identify groups of potential customers who are clustered around common, identifiable traits, and to understand how they may best be reached and how they will respond to different messages and appeals. Technology is now allowing customisation to move into mass markets, however, many organisations are reporting failures in the implementation of CRM systems designed to support such granular profiling and marketing. Like all papers in the Warc Best Practice series, it includes a list of related articles and items for further reading, many of which are available on Warc.
How to Use Brand Positioning
Laurie Young, Warc Best Practice, July 2011
A Warc Best Practice paper providing a "how-to" guide for positioning a brand. The market “position” of a business, product, service or brand is based on buyers’ perceptions of the value of offers in that category.
A Warc Best Practice paper providing a "how-to" guide for positioning a brand. The market “position” of a business, product, service or brand is based on buyers’ perceptions of the value of offers in that category. By gaining and holding a clear market positioning, and applying this consistently across public-facing and internal contexts, a business can create a long-term, sustainable and competitive stance. The paper argues that positioning should be distinctive, appealing and relevant. It offers guidance on how to set a brand's positioning, and then how to apply this positioning. The paper also provides links to further reading, including relevant case studies.
Products die but brands can live forever
Laurie Young, Market Leader, Quarter 2, 2011, pp. 24-28
The obsession with newness seems to have blinded many in the marketing community to the infinitely more valuable payoff of long-standing brands.
The obsession with newness seems to have blinded many in the marketing community to the infinitely more valuable payoff of long-standing brands. Laurie Young has compiled a list of familiar brand names have startlingly ancient lineages. He claims that the 'product life cycle' concept is utter nonsense and that several credible pieces of work in the early 1970s debunked that idea. The message of the great, durable brands is that none of us should accept the idea that commoditisation or price cutting is inevitable. In the face of harsh competition, many business leaders say there is no way they can build value in a changing commoditised, international market. Wedgwood, Cadbury, Heinz and Singer would disagree.
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