If we agree that the industry needs to change then we are going to need a different mindset. Our current model may well need to adapt with a far great emphasis on 'output' in the form of insights than on better technology and process. So, how do we do this? Are there other sectors we can learn from?
This paper is based on the premise that the intangible asset of a company, in form of its employees and customers, and the relationship the company forms with these constituencies, are what create value and generate profit. The authors build upon more than a decade of extensive research and consulting to demonstrate that companies can indeed base their entire business model around linking intangible assets to organisational value and building a metric-based management system.
This paper addresses the eBusiness marketplace in Asia Pacific in the latter half of 2000, with a focus on long-term return on equity models. The dot.com hype through April of this year was a distraction for real businesses needing to understand that they must e-enable to achieve their click-and-mortar potential. Scores of get-rich-quick dot.coms with stupid business plans have left a path of bad faith in the internet marketplace in their wake.
This paper will consider the following two issues: in the first part, the state of the art of private label loyalty card in the Italian retail market will be presented and discussed, in the second one the opportunity of exploiting the loyalty card potential through a set of Database Marketing tools and a comprehensive Customer Marketing strategy will be identified and analysed.
The focus of this paper is on leveraging on distribution to gain completive advantage especially in a highly competitive scenario. The paper demonstrates through an Indian case study pertaining to watch purchase that a. Consumers seek a distinct bag of benefits from the outlet they shop from b. There are distinct groups of consumers based on the benefit bag they seek c. A marketer must adopt differential retailing strategy to cater to each of these groups A set of distinct shopping related benefit propositions were generated through a qualitative research among recent buyers of watches. These were used in a quantitative research to identify different benefit segments existing in the market. The characteristics of each segment was examined to provide inputs to devising an optimum retailing strategy. That this approach could be used by retail chains as well is demonstrated briefly through another case. Market segmentation on different variables in order to devise product - market strategy is a commonly adopted practice by most marketers across product categories. Having decided on which consumer segment to target at, the product offer is tailored to maximise the probability of success in that chosen segment. While much thought is given to the basic elements of the product offer viz the product itself, the pricing and the communication, it is our contention that distribution element is probably not leveraged to its potential to gain competitive advantage. This paper is based on the ground realities of India where innovative approaches to retailing is just emerging - be it the mushrooming departmental stores and drains or the mail order selling. In this context, there is a tendency to view distribution just as a conduit to flow goods from the supplier to the consumers.
This paper has indicated that Competitive Intelligence represents the flip-side of the strategy coin. Strategy without intelligence, we have suggested, is not strategy, it is guessing. Some pharmaceutical firms are making considerable progress toward developing Cl as a core capability, and it would not be surprising if before the year 2000 a strong competence in Cl is considered in the industry a minimum price of admission for doing business. In addition, shareholders, already baying for more value creation will increasingly question how well managers manage the assets with which they are entrusted, and will not accept gut feel or industry experience as surrogates for policymaking which, quite rightly, should be based on facts, analysis, good judgment, and homework. Cl is not market research; nor is it industrial espionage. It is a legal, ethical, and creative process that generates a decision related, future oriented product managers can use to eliminate corporate blindspots, facilitate change, and improve competitiveness.
I am going to talk in a discursive way about a number of points that have occurred to me in connection with the various papers that have been presented to this seminar.