This paper will review the segmentation, classification and targeting of doctors within the context of overall promotional activity in the Middle East. Using Saudi Arabia as a specific example, it will discuss current methods and examine their effectiveness in terms of reach and impact.The paper will discuss the problems faced by pharmaceutical manufacturers and go on to suggest ways in which targeting can be improved.
The needs of FMCG manufacturers and retailers require that suppliers of information for marketing decision support take an integrative perspective to what to offer to their market. After discussing the different ways that can be used in looking at a more integrated analysis of marketing data, two new information services will be defined and illustrated. These two new services are both based on analysis of aggregated information in independent sources. Special attention will be paid to the developed model for integration of information coming from internal sources ConsumerScan and InfoScan by looking at the strengths and weaknesses of both instruments and taking into account the differences in market definitions used in these instruments.
The Consumer Electronics Industry has worldwide arrived at a phase of reconditioning. Both manufacturers, consumers and the intermediate trade are confronted with Shakespeare's intriguing question mark: "To Be Or Not To Be?". Who will survive? There is no doubt that in the marketing era of Consumer Orientation and Consumer Satisfaction, the consumer will survive in the end. But what about manufacturers and the intermediate trade, where business is going more and more multi-national, regional or global? Will they endure, and how many manufacturers will endure? Market- and Marketing Research and Intelligence cannot solve all these questi- ons, but there is, certainly in these days, a tremendous opportunity to help solve these questions. Three major Issues will be highlighted, where alliances and partnerships are leading principles. The first Issue relates to the future of the Electronics Industry in Europe itself. It will pave the way for the second Issue, which refers to developments in Distribution in the European arena, and whether these will deliver opportunities to Consumer Electronics manufacturers. The concept of Added Value will be shown to be the cornerstone of new policy making. The last Issue covered refers to developments in Marketing Research and Intelligence, and whether Marketing Research and Consultancy can help improve Customer Orientation and the development of Partnerships, both at Trade, and Consumer level.
In the annals of the history of business, the L980s will undoubtedly be recorded as the decade of globalization. But like so many other aspects of that hyper-decade, the rhetoric of globalization often out-ran the reality. For the marketer retailer or manufacturer of the 1990s, it is necessary to move beyond the glittering generalities of globalization, and toward a deeper appreciation of the limits as well as the possibilities inherent in any global business strategy. Nowhere is this more TRUE than in the durables marketplace. Manufacturers of audio, video or electro- durable products were among the first to develop global brands. How deeply has the globalization movement penetrated in the durables marketplace? And what are the prospects for its continued advance? More specifically, what does European distribution mean in the durables context? If you are a manufacturer or distributor of audio, video or consumer electro products, understanding what European truly means in the 1990s could spell the difference between success and failure. We all know what the term European used to signify. In the 1980s, the decade of multinational commerce, regionalization and global marketing, no part of the world seemed to exemplify these trends better than Europe. But things have changed, and we have all grown a bit wiser. For today's marketer, the 1990s time for a harsh reality check, a time to move beyond the glittering generalities of globalization and toward a deeper awareness of both the potential and the limits of regional or global business strategies. This reality check is particularly appropriate in the durables marketplace. Manufacturers of audio, video or electro-durable products were among the first to develop pan-European or even global brands. How deeply has the drive for a unified Europe affected distribution in the durables marketplace? What is a European brand? What constitutes a local brand? And what are the prospects for the future? To answer these questions, representatives of Nielsen Europe conducted a complete trade census of the retail trade across 17 European countries. The results are reported in this presentation. This research was supplemented by wide-ranging interviews with retailers and manufacturers of durables products. Two sectors of the retail trade were studied. We began with specialized trade in audio-video-electro goods ranging from CTVs and white goods to small domestic appliances, through chains and independent dealers. Secondly, we studied the sale of batteries, cassettes and other durables products through hypermarkets, supermarkets and other outlets in the Fast Moving Consumer Goods or FMCG distribution network. And I am delighted to be able to share the results of this research with you here today.
I have been asked to sum up the learnings of this session and to provide some feedback to the presenting institutes on the future perspectives of the various instruments designed for testing marketing alternatives.
This paper describes a method of research which has proved very successful in different sectors (agrochemicals, animal health products, machinery) and in different European countries. It enables manufacturers or national distributors to identify the needs of their dealers (or co-operatives) and to evaluate the comparative ranking of their ability to satisfy these needs in relation to competitive manufacturer.
This paper seeks to demonstrate how a programme of research which segments farmers according to their general attitudes and approach to their work can influence the communication strategies employed by manufacturers. Many manufacturers use market research to try to maximise margins in traditional agricultural sectors. Most of these hinge on the analysis of past and present behaviour, e.g. product usage studies.
This paper outlines the method and some of the main findings of a research study conducted amongst 102 General Practitioners in the UK in August 1986. The aim of the study was to establish the extent of GPs' awareness of the prices of products currently used for the treatment of asthma, and to gain some measure of the value they would place on a new product, not yet available. Because the product concerned has not yet been launched, neither the product nor its manufacturer can be revealed, but we would like to thank the manufacturer for allowing the data to be used as a basis for this paper.
This paper describes how the growing concentration of retail power has made it increasingly important for manufacturers to optimise their relations with their key customers in order to secure a more favourable position there. This need has stimulated the development of trade marketing covering customer service in the broadest sense from sales and administration to marketing support. Consequently manufacturers, who have previously relied solely on internal sources for a playback of what is happening in the trade, are now commissioning trade research as an aid to the formulation and appraisal of their trade marketing policies. The practical uses of this research into the manufacturer/trade relationship are illustrated by case histories on: - The communication and promotion of relative strengths compared with the competition; - Remedial action, where practical, on relative weaknesses, so as to improve standing with the trade.
This paper proposes a new approach for manufacturers to deal more effectively with retailers and in the process gain competitive advantage in distribution. This paper will highlight the main factors contributing to the change in the balance between manufacturers and retailers. The issues and challenges facing the manufacturers will be broadly analysed. An approach for gaining competitive advantage in distribution from the manufacturer's standpoint will be proposed.
A substantial manufacturing company operating in the difficult food-stuff field had set itself as an objective to expand their distribution beyond their limited regional market. The method employed has been that of a combination of direct marketing techniques: The first step has been the sending out of a mailing; this action has been followed by a first telemarketing operation to implement the effects of the mailing. We have then devised a means to submit our target to a product demonstration (i.e. bring the market to the product). The conclusive stage (i.e. to bring the product into the market) has consisted in a second telemarketing action to fix an appointment for the salesmen and so exploit the good-will generated by the preceding actions. The results at the end of the operation have been consistent with the objectives and, on the basis of feed-back data, we can consider it a success.