building Former Christain colloge image

Recently the parent teacher meeting held in Forman Christian college. Most of the business student didn't come. The whole E-building was beautifully decorated with plants. Special programs were held in E auditorium the ground next to E-building was tented. There were two entrances to this red carpeted. Inside Every department was given specific stall further there were stall of British council and Aus pak which were distributing forms of different foreign universities. There were sofas for parents to sit. On two sides the flat screen LG with Former Christen college promo running. Special discussion area and separate tea and coffee area. All the department and all teachers were their each explaining what they are doing.
The former Christian Campus Career Portal was distributed go visit URL:http://fccollege.rozee.pk. Take help in building your CV and look for jobs. on the whole good job was done I definitely feel that this parent teacher meeting did change its image in the eye of the parents who send their children here with trust that when they leave Fccollege and enter real market they make difference in society

Basic example of building customer relationship

Marketing core lies in the point to make a good customer relationship the simplest example for this is how a vegetable seller makes good customer relationship?

The vegetable seller make good customer relationship by his good behave and the extra little spices and thania he gives to us on what every we by from him .he might not know he is doing marketing but this one of the basic example

Value Marketing

lets look at three different bakeries Shezan, gourmet and xy. The Shezan sells high quality at high price and xy sells low quality at low price but gourmet sells at right combination of quality at reasonable price. Value marketing means rather than offering high quality for high price or lesser quality at low price marketers try to offer fair combination of quality and service at reasonable price. The importance of value marketing has increased with the storm of economic downfall in the world. Gourmet profit is ever increasing so they are able to diversify their products

Mcdonald & Marketing

The Mcdonald menu is nothing for a simple person but for marketers it has applied major marketing technique it has segmented its consumer on the bases of single eater , kids and user rate. To target kids it has especial happy meal deal with a toy that attract kids and indirectly force parents to buy for their children further then the toy attraction it has especial playing area where children play always like to come. For user rate attraction advertisement with burgers filled with cheese etc. and raising the slogan" i'm loving it". Single eater handsome deal with more quantity and reasonable price.

As Mcdonald has branches in different countries so it also has to do geographical segmentation in which it has take account culture of that region and so has to modify its products. For example

• In India there are no Big Macs because the Hindu people don’t eat beef. However, they have the Maharaja Mac, which is a Big Mac made instead with either lamb or chicken meat. There is also a vegetarian burger called the McAloo Tikki.
• In Germany McDonalds serves beer!
• In Japan they serve Ebi Filet-O (shrimp burgers), Koroke Burger (mashed potato, cabbage and katsu sauce, all in a sandwich), Ebi-Chiki (shrimp nuggets) and Green Tea-flavored milkshake
• In parts of Canada you can have a lobster dinner with the McLobster roll.
• in Greece you can enjoy Greek Mac, a burger made of patties wrapped in pita.
• In Hong Kong you can order Rice Burgers, where the burgers are in between two patties of glutinous rice.
• Israel is one of the only countries that cooks the meat over charcoal versus frying. They also have the McKebab, which are two patties in seasoning stuffed into a pita bread.

Marketin is applied every where and it has let Mcdonald serve it customer individually and creat its value for customer.
the example of product changes is taken from http://blog.studentuniverse.com/2008/06/17/mcdonalds-menu-around-the-world/

viral marketing

Definition

Marketing phenomenon that facilitates and encourages people to pass along a marketing message.

Information

Viral marketing depends on a high pass-along rate from person to person. If a large percentage of recipients forward something to a large number of friends, the overall growth snowballs very quickly. If the pass-along numbers get too low, the overall growth quickly fizzles.

At the height of B2C it seemed as if every startup had a viral component to its strategy, or at least claimed to have one. However, relatively few marketing viruses achieve success on a scale similar to Hotmail, widely cited as the first example of viral marketing.

material taken from

http://www.marketingterms.com/dictionary/viral_marketing/

strategic thinking

Strategic Thinking

The smartest and most effective activists think, plan, and act strategically. Inexperienced activists make the mistake of focusing only on stopping things. Their only action is reaction. Duff Conacher of the Democracy Watch says, “All they do is maintain the status quo and they actually lose in the long run, because the rules never change and there are all sorts of things they’re not stopping.” (Quoted in Tim Falconer’s Watchdog’s and Gadflies, Activism from marginal to mainstream.)

Strategic action is necessary in situations where an opponent blocks the way to an objective. In such cases, smart activists use strategic thinking to identify where an opponent is vulnerable, and then try to figure out how to exploit that vulnerability. They also use strategic thinking to solve problems before they happen, coolly examining the pros and cons of various moves in order to identify the best course of action.

Creating a Strategy

Creating a strategy for a public interest campaign involves:

~ defining goals and intermediate and short-term objectives,
~ identifying opponents,
~ carrying out a SWOT analysis,
~ imagining and playing scenarios,
~ identifying primary and secondary targets,
~ identifying allies,
~ deciding what resources are required (salaries, expenses, other),
~ devising tactics, and
~ drawing up an action timetable.

Because this is a problem-solving process it is a loopy. In other words, you might define an objective up-front, but realize later that resources are inadequate to achieve this goal or that there is no clear target. This will mean looping back to redefine the objective.

Defining goals and objectives
Your goals are the broad results you wish to achieve over the long term. Objectives are what you want to accomplish more immediately. Your objectives should follow naturally from your goals. They help you reach your goal. If the goal is winning the war, an objective might be winning a particular battle. If you lose sight of your goals and objectives, everything goes haywire. Consider a project to address the problems of global capitalism; it leads to a street protest, which brings about a police attack on protesters. A protracted inquiry into police brutality then sidetracks the whole project, obscuring the message of the protest and trumping its main objective.

Identifying opponents and obstacles
What stands in the way of reaching your objective? Who can make the necessary changes? Who specifically do you need to influence? In many cases you will be trying, in some way, to bring about changes to government policy or legislation. You will want to avoid making incorrect assumptions about how government works, who is responsible, or what is the most effective route for bringing about change.

Carrying out a SWOT analysis
It’s easier to make choices after identifying strengths, weaknesses, opportunities, and threats. A SWOT analysis can be applied to a position, an idea, an individual, or an organization. Do a SWOT analysis for your group as well as for your target.

Imagining and playing scenarios
Strategic thinking is often described as reflective dialogue about the future so that one can avoid pitfalls as well as take advantage of opportunities. One way to do this is by imagining how events will play out, then devising effective responses. Future scenarios may be framed as “what if” questions. Let’s say you are planning to hike up a mountain. The sun is shining, so you may prepare gear and clothing based on a default scenario that assumes an easy hike in fine weather. But your preparations will change if you consider “what if” questions. “What if fog makes it difficult to see?” “What if it snows?” “What if someone sprains their ankle?” Good scenarios require informed imagination. If it’s not informed, you can waste energy on the improbable. If it’s not fueled by imagination, you can be blindsided.

Identifying primary and secondary targets
If your group cannot itself deliver a public good, you must be able to identify a decision maker or primary target who can. Campaigns directed at getting a target to do something usually require negotiation, campaigning, and confrontation. These tactics work best on people who are elected. Hired bureaucrats and appointed officials are more resistant.
You should also identify one or more secondary targets. These are people who will cooperate with you, who have some power over the primary target, Secondary targets might be regulatory officials, important customers, or politicians from a more senior level of government.

Identifying allies
If you can’t influence a decision maker on your own, are there others who can help? When groups with similar interests create strategic alliances, they are much more likely to achieve their goals. The tendency for groups to compete for funds and influence merely serves the opposition.
Allies may also be sympathetic insiders. Citizens need intelligence to make the right moves. The best intelligence comes from inside organizations that can influence the success of your project. Let’s suppose your goal is to change government policy. Reading government reports will provide some useful information. But talking to bureaucrats will provide additional, up-to-date information and a quick rundown on attitudes inside government. A sympathetic senior bureaucrat who understands your project can provide the most help. Finding such a person will help you make all the right moves.

Devising tactics
Tactics are the action part of a strategy. Generating good tactical alternatives requires creative thinking. Choosing which ones to use requires a knowledge of what works in a particular context. It also requires some consideration of what will be good, interesting, or exciting for the group.
Does the key decision maker agree with your objectives and your solutions? If so, cooperative tactics make sense. Does the decision maker agree with your objectives but not your solutions? If so, consider tactics focused on persuasion and negotiation. Does the decision maker completely disagree with both your objectives and your solutions? Then confrontation may be the only option.
Tactics differ in what they try to accomplish. They can aim to —

• win an objective by giving the other side something it wants (credit, votes, support),
• win an objective by depriving or threatening to deprive the other side of something it wants (credibility, respect, money, labor, employment),
• build public support in the media, or build the support of allies or secondary targets
• show a target the size and concern of your constituency, or
• build the morale of your group.

Most campaigns include many different kinds of tactics. To evaluate potential tactics, try to answer the following questions.

Is the tactic focused on a primary or secondary target?

Is it based on a thorough understanding of the target?

Is the tactic in tune with other things that are happening?

Does it demand action?

Is your group comfortable with the tactic?

If it is confrontational, has your group exhausted all options for cooperation and negotiation? Confrontation should be a last resort.

If it is confrontational, does it respect Alinsky’s Rules for Radicals?

Drawing up a detailed action timetable
Your timetable should be a multilevel chart with start and completion dates for everything you want to do, as well as start and completion dates for all significant external events such as voter registration. Strategies that involve winning something from a target usually begin with opening a line of communication with the target, and then move on to action meetings.

material taken from

http://www.vcn.bc.ca/citizens-handbook/strategicthinking.html

Emotions relation with product

Unleash the Emotional Appeal of Your Product

Posted by Rita McGrath on August 20, 2008 1:07 PM

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In our book MarketBusters, my colleague Ian MacMillan and I encouraged companies to think about how adding an emotional appeal to their offerings can create massive differentiation in an otherwise crowded field.

We enjoyed hunting down examples of this type of competitive differentiation. For example, consider the ordinary light bulb - you wouldn't think there was much to get emotional about there, would you? And yet, pink-shaded bulbs for make-up mirrors (for those of us who are no longer in the first blush of youth), piercingly bright lights for security purposes, and lately of course the "feel green" appeal of compact fluorescents are all examples of adding a formerly emotional tag to a fairly mature product category.

Some companies of course have known this all along - after all, with one sneaker being pretty much like another, it's the feeling of a Nike swoosh that makes for major advantage. And the Kodak moment? At one stage those soppy commercials could bring me to tears.

We call positive emotional appeals "exciter" features in our book, and encourage companies to think about how they might leverage the potential of an emotional element. It seems that more and more organizations are finding that as technologies are copied instantly and the web levels the playing field on things like local pricing, emotions remain a strong differentiator. What made me think of this was a recent article in the Wall Street Journal entitled "For Olympic Marketers, Emotions Pay." The reporters note that unlike events such as say, the Super Bowl, or the World Cup, the Olympics are fertile ground for emotions. Surprising upsets, stunning victories, proud - if disappointed - losers are all delicious backdrops to the power of emotions.

So how do you get at the power of emotions in the things you offer?

First, think hard about your customer segments. Good segments reflect behaviors - remember that even customers who are demographically similar may have very different behaviors and preferences.

Second, you need to think deeply about the customers' situation as they are interacting with your offer. What's on their minds? What are they worried about? Looking forward to? Would they rather be doing something else than dealing with whatever issue you solve for them?

Third, consider what emotions you might legitimately play to - I'm definitely not advocating anything that is manipulative or inauthentic. Then do some brainstorming with members of your team - what could they come up with that might trigger that connective feeling.

Lastly, experiment - try the appeal out on representative members of your customer segment and observe how they behave. By the way, observation is absolutely key. Customers often won't - or can't - tell you what is really driving their behavior.

So what do you think? What are your favorite examples of a product that brings on an emotional appeal?

material taken from http://discussionleader.hbsp.com/mcgrath/2008/08/unleash-emotion.html