Archive for the 'Marketing Questions' Category

Apr 4th 2011 Customer Engagement Questions

  • Can we create a reliable story around what we do?
  • Can we create symbols, rituals, or culture around our offerings?
  • Can we create and mobilize tribes to help our cause?
  • Can we leverage the power of every individual within our company to humanize our brand and create more passion around what we do?

Source: The Seven Myths of Hyper-Social Organizations: Why Human 1.0 is Key by Francois Gossieaux | ChangeThis, Feb. 16, 2011

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Feb 11th 2009 9 Questions to Ask Before Presenting

  1. How does this individual perceive the problem I intend to solve?
  2. What is the pithy summary of my idea that will appeal to this person?
  3. What roles does this person play in the decision-making process?
  4. What is my goal for this encounter?
  5. What is the basis for my credibility with this person?
  6. Will my idea conflict with any of this person’s beliefs?
  7. How might my idea conflict with this person’s interests?
  8. Can I leave the relationship better than I found it?
  9. What kind of public commitment from this person would best build momentum?

Source: 9 Questions to Ask Before Presenting by Geoffrey James | BNET, February 10, 2009

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Oct 23rd 2008 Segmentation Questions

At the very minimum, a segmentation should answer the following questions in order to be successful:

  • Which consumer segments represent the largest profit pools in our category?
  • What is our share of wallet across segments today?
  • How should we prioritize the various growth opportunities within and across segments?
  • What messages and offerings will command the attention of these consumers?
  • How can we position our brands and sub-brands for growth against competitors and one another?
  • What changes in product offerings, service, and brand perception should we make in order to increase share among targeted segments? How are these changes best achieved?

Source: Consumer Segmentation: A Call to Action | Mary Egan, Jean-Manuel Izaret | Boston Consulting Group (BCG)

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Sep 12th 2007 Questions About SKU Count – Reduce or Not?

  • In your portfolio of brands, which ones are candidates for SKU reduction and which are not? In each case, you must use market analysis to make sure you understand the nature of the category and the motives of the consumer.
  • What drives complexity and costs in your product line? It may be SKU proliferation, and it may be trade deals or manufacturing and logistical waste.
  • If you contemplate SKU reductions, will they be deep enough to affect fixed costs? Unless they are, you may be cutting off your nose to spite your face.
  • How many of your SKUs are promotional? What gyrations does your organization go through to produce them? How many can you eliminate?
  • What tradeoffs are you making between cost and complexity on the one hand and revenues and consumer loyalty on the other? In a premium category, not all complexity is bad. In no category is revenue reduction good.

Source:
The Complexity of Reducing Complexity
by Vijay Vishwanath
Bain & Company, 1/1/1997

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Sep 11th 2007 Product Adoption Questions

Use these six questions to gauge the speed of adoption of your product or service:

  • Does the target perceive that the product/service adds value?
  • Is the product compatible with current practices and processes?
  • Is the product/service easy to understand and use?
  • Can the product/service be sampled and/or trialed?
  • What is the risk factor in buying/using the product? (Tip: lower is better.)
  • Is it easy to communicate the advantages of the product/service?

Source:
A Marketing Toolkit for Every CEO
by Laura Patterson
MarketingProfs.com, September 13, 2005

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Sep 9th 2007 Positioning Questions

  • What business are we in?
  • What market(s) do we serve?
  • What are our customers’ special needs?
  • Who is our competition?
  • What makes us different from our competitors?
  • What benefits do clients derive from our services?
  • How can we get everyone in our company to tell the same story?

Source:
A Road Map to Advertising Results
by Jeff Propper
MarketingProfs.com

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Sep 8th 2007 Miscellaneous Marketing Questions

  • How will marketing in cyberspace change your distribution channels and internal business systems, and how rapidly and effectively you can manage those changes?
  • What are all of the ways that one of our customers or potential customers can form an impression of our brand, our company or our products/services?
  • How much does it cost to acquire a new customer?
  • How does your business determine the true value of a customer once acquired?
  • What is an average customer worth?
  • Are customers buying what you think you are selling?

Source:
From Market Research to Customer Insight
by Mohanbir Sawhney
ManyWorlds, 12/08/2003

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Sep 4th 2007 Marketing Event Planning Questions

The continuum begins with the development of a detailed plan. The plan should answer the following questions: 

  • Who will manage the various aspects of the event?
  • What are its objectives (qualitative and quantitative)?
  • Who is/are the target audience(s)?
  • What is the theme?
  • Which marketing messages do you want the audience(s) to walk away with?
  • In which cities will you hold the event (you will need specific locations before you can get very far into promotion)?
  • Who will the speaker(s) be?
  • How will you promote the event?
  • What tools will you use to generate and capture qualified leads?
  • What on-site personnel will you require at the event?
  • How — in detail — will you follow-through after the event to ensure that it fulfills its objectives?
  • Who will be responsible for the follow-through?
  • How will you track the follow through to ensure it is done?

Source:
Successful Marketing Events
by Joel Klebanoff
Klebanoff Associates Inc.

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Sep 3rd 2007 Market-Driving Checklist

Market-Driving Mind-Set

  • Does our top management continuously reinforce the need for market-driving ideas?
  • Do we actively seek to cannibalize our own products?
  • Is the pursuit of competing emerging technologies permitted?
  • Are new ideas routinely imported from the outside?
  • Are time and resources allocated for curiosity-driven explorations?

Market-Driving Culture

  • Do we tolerate failures when people are attempting something really new?
  • Are processes in place to capture learning from failures?
  • Are people encouraged to share their failures publicly?
  • Do we constrain innovation through too much respect for hierarchy?
  • Are organizational rules and norms enforced too rigidly?
  • Do we tolerate mavericks and allow space for champions to flourish?

Market-Driving People

  • Do we hire people who will increase the genetic pool of our company?
  • Do we mix people on teams to generate creative abrasion?
  • Are novices included on important projects to question assumptions?
  • Do we think our people are entrepreneurial?
  • Are exceptional innovation achievements and efforts recognized and rewarded?

Market-Driving Processes

  • Do we allow for long payback horizons for innovation projects?
  • Do we accept alternative routes to obtain funding and approval for market-driving ideas?
  • Do we have processes that move ideas from the bottom to the top without obstruction?
  • Do we run competitions to generate radical new concepts?
  • Do we ensure that radical ideas do not lose resources to incremental ideas?

Source:
The Strategic Role of Marketing
by Manda Salls
HBS Working Knowledge, May 31, 2004
Note: From the book Marketing as Strategy by Nirmalya Kumar

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Sep 2nd 2007 Lead Management Questions

  • Is there a consensus from sales and marketing to what a “qualified” lead is?
  • Does Sales complain about (or neglect) the leads it receives?
  • Can you confirm that Sales has followed up with each lead it has received?
  • Is there a process in place for Sales to provide feedback to Marketing?
  • Can you differentiate between what type of leads close the fastest, and for the highest amount of revenue and profit?
  • What combination of touches provides the most effective leads for Sales?
  • Is there a mechanism for Sales to pass leads back to marketing for further nurturing, or do they simply get dropped?

Source:
Five Ways to Improve Your Lead Management
by Robert J. Moreau
MarketingProfs.com, November 14, 2006

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