All marketing strategy is built on STP : Segmentation, Targeting, and Positioning. A company discovers different needs and groups in the marketplace, targets those needs and groups that it can satisfy in a superior way, and then positions its offering so that the target market recognizes the company's distinctive offering and image. If a company does a poor job of positioning, the market will be confused as to what to expect. If a company does an excellent job of positioning, then it can work out the rest of its marketing planning and differentiation from its positioning strategy.
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The overall communications strategy employs advertising to tell potential customers about the product through radio, television, direct mail, and public print and personal selling to deploy a sales force to call on potential customers, urge them to buy, and take orders. Finally, pricing is an important element of any marketing program. The company must set the product prices that different classes of customers will pay and determine the margins or commissions to compensate agents, wholesalers, and retailers for moving the product to ultimate users.
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Strategic innovation can redefine potential customers; one example is Canon's pioneering focus in the 1970s on the development of photocopiers aimed at small businesses and home offices rather than large corporations. Strategic innovation also can reconceptualize delivered customer value, as in IBM's shift from selling hardware and software products to selling complete solutions in the 1990s. Or strategic innovation can redesign the end-to-end value chain architecture, as in Dell Computer's direct sales model, introduced in the 1980s.
From Indonesia , Jakarta
All marketing strategy is built on STP : Segmentation, Targeting, and Positioning. A company discovers different needs and groups in the marketplace, targets those needs and groups that it can satisfy in a superior way, and then positions its offering so that the target market recognizes the company's distinctive offering and image.
From Indonesia , Jakarta
Enterprises must improve the effectiveness of their interactions with customers. Each successive interaction with a customer should take place in the context of all previous interactions with that customer. A bank may ask one question in each month's electronic statement, and next month's question may depend on last month's answer. A conversation with a customer should pick up where the last one left off. Effective customer interactions provide better insight into a customer's needs.
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Job Satisfaction
What work-related variables determine job satisfaction? An extensive review of the literature indicates that the more important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues.

MENTALLY CHALLENGING WORK Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how well they are doing. These characteristics make work mentally challenging.

EQUITABLE REWARDS Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result.

SUPPORTIVE WORKING CONDITIONS Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Additionally, most employees prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment.

SUPPORTIVE COLLEAGUES People get more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers leads to increased job satisfaction. The behavior of one's boss also is a major determinant of satisfaction. Studies generally find that employee satisfaction is increased when the immediate supervisor is understanding and friendly, offers praise for good performance, listens to employees' opinions, and shows a personal interest in them.

Source of Reference:
Stephen Robbins, Organizational Behavior, Prentice Hall. You can obtain this fine book here

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There are three types of training need analysis : organizational need analysis, job need analysis, and person need analysis. Organizational need analysis begins with an examination of the short and long-term objectives of the organization and the trends that are likely to affect these objectives.
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Cost and time constraints pose obvious limitations on recruiting efforts. For example, an organization with very little money budgeted for recruiting will not even consider hiring a graphic artist to design attractive recruiting materials. Rather than spend money to advertise openings, an organization with few cash resources for recruiting will often use a system of employee referrals in which potential applicants are referred to the organization by present employees. Such organizations may also make use of public employment agencies, which refer applicants to an organization at no cost.
From Indonesia , Jakarta
Don't let open positions stagnate while hiring managers churn through reams of resumes from unqualified candidates. The framework provided in this book shows you how to be proactive in assessing and meeting your talent needs. Put the time and resources behind this framework to make it happen in your organization. And be willing to open up positions and make churn happen within the organization to accommodate new candidates and grow existing talent. Keeping the place moving will add the extra adrenaline needed for all tal¬ent to see a future in front of them in the current organization.
From Indonesia , Jakarta
Measure results. Collecting manager and employee comments from career management workshops and disseminating them to other managers and employees works quite well. So does documenting the success stories employees who decided to stay within the company or whose performance improved because they attended the workshops and initiated career discussions with their managers
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