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

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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

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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

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

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Scorecard for evaluating research

  • What were the key findings of the research?
  • What were the key implications of the findings?
  • What new insights did the research produce?
  • How were the research results disseminated?
  • Who actually ended up using the research?
  • What decisions did the research impact?
  • What was the estimated business value of the research?
  • What did you learn from this research about doing future research projects differently or better?

Source:
From Market[ Read more ]

Checklist for research projects

  • How does this project fit into the global business priorities of our business?
  • How does this project relate to other research projects?
  • Is there something new or creative about the problem, the methods, or the anticipated learning?
  • What do we already know about the problem?
  • What stakeholders will benefit from this research?
  • What is the “business case” for this research?
  • Are we using the right research methods for the problem?
  • Should

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Measuring the Value of Research

Decision value: What decisions did the research cause to be:

  • Different
  • Not taken
  • Improved

Learning value: What new understanding did the research provide us about our customers and markets that:

  • We did not know before
  • Customers could not have told us
  • We would have guessed differently

Business value: What implications does the research have for:

  • Identifying new opportunities
  • Developing new products
  • Differentiating us from competitors
  • Seeing the market differently


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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

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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

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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

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Formulating a Marketing Strategy

Here are a few of the questions Susan Hewitt, the founder of Blythe Hewitt Associates in San Francisco, tells her startups they must be prepared to answer when they are formulating a marketing strategy:

  • How far are you along in product development?
  • What’s your category? Is it a new category, or a crowded category?
  • What are your current marketing goals? Introducing the product? Adding the product

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Evaluating a New Distribution Channel

The following six questions are helpful in evaluating the opportunity presented by the new distribution channel:

  • How attractive is the value proposition that the new distribution channel gives our target segments?
  • Is the proportion of our target segment attracted to the new channel large enough to demand our attention?
  • Do we have a differentiated value proposition or an operational advantage in serving customers through

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Discounting Questions

To cultivate discount awareness and discipline, managers should start by asking themselves the following questions:

  • Are discount dollars being invested in the customer segments and product categories that provide the greatest strategic value to the company? For that to be so, discount guidelines for each segment and category need to be established in advance of negotiations.
  • Do discount levels associated with a particular customer segment

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Conversational Marketing

Many companies are not ready for the changes conversational marketing brings. They face three critical issues.

  • What types of dialogues and other customer interactions must be created to support true customer conversations?
  • How can the company determine and implement a conversational style that is aligned with the customer’s needs and based on a cost-effective set of new technologies?
  • Who inside and outside the company

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What You Should Learn by Conducting Brand Research

  • Why do customers choose you over competing brands?
    Knowing this enables you to focus on the skills that help you make and keep your promise to the customer.
  • Are you competing in the right category?
    To be clear, an example of a category is laptop computers. A brand in that category is Dell. Knowing in which category you compete in the mind of

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Brand Checkup Questions

  • Can everyone define what the brand stands for?
  • Is there consistency in what everyone says the brand stands for?
  • Is there consistency between what insiders and outsiders are saying?
  • Are the words people use to describe what the brand stands for likely to inspire advocacy?
  • Do the things that they say support your brand promise really support it?

Source:
Keeping the Brand Healthy: The Annual Brand[ Read more ]

How Strong Is Your Brand?

Do you have a strong brand? Here are some revealing questions that we put our own clients through as we work to understand who they are, and who their customers are, before building a direct marketing strategy.

  • If you masked your logo, would customers be able to tell you from the competition by the experience you, your product or your service creates? Could

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Advertising and Promotions Questions

  • How large are the differences in our company’s A&P investments, as a percentage of sales, for each brand, market segment, and region or country?
  • Is there a clearly defined strategic rationale for these differences (or for the lack of differences)?
  • Are the differences in intensity and sensitivity of advertising and promotions among the various market segments and countries adequately acknowledged?
  • Are the differences in our competitive

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Task Management Questions

  • What if I don’t do this now?
  • What if I don’t do this at all?
  • Is this my project or priority or is it someone else’s?
  • Is this activity critical to get me from where I am to where I want to be?
  • Can anyone accomplish this task other than me?

Source:
Winners’ Wisdom
by Jim Stovall
The CEO Refresher