The worlds healthiest and most financially prepared citizens - the Japanese - view old age with overwhelming anxiety. With this insight as a backdrop, and a refreshed brand, MetLife set out to #ChangeRougo, the very meaning of life after retirement in Japan.
Bringing art and science together to produce positive ROI, drive sales and penetration uplifts, and of course, winning ads.
The world's healthiest and most financially prepared citizens - the Japanese - view old age with overwhelming anxiety. With this insight as a backdrop, and a refreshed brand, MetLife set out to #ChangeRougo, the very meaning of life after retirement in Japan.
The world's healthiest and most financially prepared citizens - the Japanese - view old age with overwhelming anxiety. With this insight as a backdrop, and a refreshed brand, MetLife set out to #ChangeRougo, the very meaning of life after retirement in Japan.
This paper will discuss a highly successful and cost-effective direct-marketing/image campaign at MCTs Central Division that returned $299,000 in monthly revenue in six months on an initial investment of $16,000. The program was the result of secondary research performed in the Vertical Marketing Department at the Central Division Headquarters of MCI Telecommunications in Chicago, Illinois and was designed and implemented by that department in conjunction with its advertising agency, Griffin & Boyle, also a Chicago-based firm. Library and field research on the insurance industry and the departments knowledge of the industry indicated that insurance providers were concerned with productivity increases and not necessarily cutting costs. The research also indicated that the industry was relationship-oriented and hence slow to change vendors. A program was developed which would break through the barriers of entry to the executive suite and allow MCI to present applications-oriented solutions to the C.E.O, President, and Vice President levels within the targeted companies. This program, which involved a series of targeted, applications-oriented mailings over a series of four months and integrated the participation of the sales force, is applicable to any niche-marketing situation where price is not the primary decision factor and the niche is relationship-oriented. Follow through by the sales force is also a necessary component of such a program.
In this paper the authors, drawing on the experience of one of the worlds leading telecommunications suppliers, outline the role an organisations salesforce can play in helping to develop and shape marketing strategies. BT operates the fifth largest telephone network in the world and currently serves over 21 million customers in the UK, handling almost a hundred million calls each day. The company employs almost 190 people in the UK and owns or leases over 8 properties, in addition to operating the largest commercial motor transport fleet in Europe (with 73 vehicles). It is against this backdrop that BT is continually attempting to assess customers' needs and requirements and develop marketing strategies that will give the company an edge in the market place. This is a difficult task for any large organization, but one that is made particularly problematic given that the classic approach to marketing does not necessarily lend itself to the challenges facing BT.
This paper is divided into five sections; the first describes the data, which are collected from retail pharmacies and provide comprehensive information on the prescription drug sales transaction. Prescription characteristics, e.g. amount of drug dispensed, daily dosage regimen, patient cost, etc., and information about the prescribing physician are readily available. The data sample, itself, is a very large one (37% of the population), and is geographically well-distributed. It is capable of providing statistically accurate estimates of product performance, in small areas, on a weekly or monthly basis. The second section places these data in the context of currently available alternatives. These alternatives are inventory measures, and, as such, are confounded by pipeline effects. Although inventory order patterns are related to the brand choices made by physicians, the nature of that relationship, in both time and space, is complex and obscure. For prescriber data, this critical relationship is absolutely clear. The third section discusses the application of these data for sales management. Two applications are considered; managing sales representatives through objective setting and performance evaluation, and managing territories to improve targeting and sales performance. The fourth section describes three applications of these data for market research; promotion research/sales response modelling, brand switching analyses, and examination of prescribing trends in initial therapy starts. Because these data are a direct measure of individual brand selection decisions, they offer an ideal dependent variable for market research investigations. The fifth and final section simply summarizes the most salient points of the preceding sections, and puts forth the conclusion that, for the first time, with the data available from Walsh America - Pharmaceutical Data Services, both sales and marketing can employ a single resource to improve performance.
In an ever changing world it is necessary to apply market research techniques that help keep pace with this changing environment. This paper introduces a technique, SMARTIE, not just for measuring current company image, but for identifying those areas to which a Company can most fruitfully devote its attentions to bring about improvement so as to help increase its sales. An example is given to illustrate the method and the nature of the findings.
This paper describes the work undertaken by Family Circle magazine, in conjunction with Citicorp POS Information Services, and Simmons Market Research Bureau, to measure the effects of magazine advertising on the sales volume of advertised products. This study used scanner data from supermarkets to compare actual purchase behavior, between households purchasing a specific issue of Family Circle, and a demographically matched group of households not known to have purchased the issue. The first part of the paper discusses the background of the study and its methodology, including descriptions of the household specific data collection process, and participant selection, as well as information pertinent to the media consumption patterns of the test and control groups. The second part of the study deals with the findings, which support the conclusion that magazine advertising, indeed, has a substantial and measurable effect on product volume. General findings are presented first, followed by a series of case studies showing detailed results for the four most effective advertisements.
This chapter deals with the contribution of research, both in the planning and evaluation, of below the line activity. Any definition of below the line assumes a false dichotomy since many promotions are dependent on media advertising. This would be so, for example, when reduced offers are backed by national press advertising. In the current context below the line expenditure is defined to include the following, whether or not they are supported by media advertising: (a) any in-store promotional activity to the consumer such as premium offers, reduced price offers, stamps and coupons, competitions and banded packs; (b) any trade incentives or discounts to the retailer; (c) all display material whether in support of specific promotions or not; (d) any point-of-scale aids such as leaflets, brochures, store demonstrations; (e) any direct promotion to the consumer such as couponing or free samples. Expenditure on items such as sales force incentive schemes and sponsorships is excluded for the purpose of this chapter.
As in any large company, whether it be a financial institution or a firm in another sector altogether, a number of questions and therefore sometimes subjective, preconceived ideas exist regarding the efficiency of the sales network. The sales force is in fact an important factor in the success of an institution like ours : the particular qualities of a product in fact constitute a sales argument only if they are backed up by a high-quality competent sales force. And growing importance must be accorded to technical competence, customer reception and the friendliness of the sales personnel.
As in any large company, whether it be a financial institution or a firm in another sector altogether, a number of questions and therefore sometimes subjective, preconceived ideas exist regarding the efficiency of the sales network. The sales force is in fact an important factor in the success of an institution like ours : the particular qualities of a product in fact constitute a sales argument only if they are backed up by a high-quality competent sales force. And growing importance must be accorded to technical competence, customer reception and the friendliness of the sales personnel.