Still quite often ‚Marketing‘ is misunderstood to be ‚PR‘ only. For many industries like apparel, food or even automobiles this is true, to a certain extent. Not so for investment goods or long-lasting consumer goods.
The aforementioned industries need PR to attract interest and to inform the public about new products/new trends which ‚are absolutely needed‘ and at the same time they support their own brand - as e. g. in the apparel industry.
The AIDA-principle A = Attention, I = Interest, D = Desire, A = Action is completely valid and the importance of PR within the marketing-procedures is accordingly high.
Especially if this is supplemented by targeted action of regional sales partners, at some point in time ‘everyone’ realizes that there is something new for them to buy.
When marketing investment goods, long-lasting consumer goods or any service, however, the procedure is totally different. In that case PR has solely an accompanying role, i. e. to be published in special periodicals, the Internet or any other industrial publication dealing with this kind of industry. More important, however, is it to be in direct contact with the corresponding clientele, e. g. following the ‘one-on-one’-principle and to inform them on a direct way about new/different/enhanced products/services for their production processes.
When marketing investment goods it is thus important to analyze the respective market-segments, on all available/reachable/desired world markets, and thereafter – together with the respective sales channels – to contact and inform the relevant potential clientele.
A first step has to include therefore: An analysis of the respective market-segments on the worlds’ markets of interest, taking into consideration the/all core-competencies of the company, but also having in mind that possibly some changes would/could be necessary for the products itself, for a specific regional market. That means: How many potential clients would be available where – a task which could e. g. also be outsourced.
The second step consists of a further analysis: Which competition is available on the respective regional market already and how, i. e. with which local partners, do they co-operate there.
Thereafter one can make up one’s mind which sales-, synergy- and/or alliance partners would be available/best for our company. This becomes even clearer as soon as it is known which buying-procedure and or way is followed by the potential client - also with regard to after-sales-service, customer care, and more, depending on the companies’ product/s.
The following third step (= calculation step) will result in values, i. e. we can roughly calculate – based on known values from the past – which ‘sales potential’ would be available from clients as found out during the analyses. Furthermore this step can be used for the evaluation which ‘entrepreneurial risk’ would/should be necessary to really reach these clients in order to increase turnover and profit.
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