The Difference Between Building a Powerful Online Brand or...

The Difference Between Building a Powerful Online Brand or Building a Powerful Brand Online Building a powerful online brand is different from building a powerful brand online. The Internet is seen as a new marketing model, especially for direct marketing. Although it offers exciting potential for marketing communications (MarCom), it can rarely stand alone as a brand-building tool just as direct marketing cannot. Companies should utilize the Internet as a marketing mechanism, not the marketing mechanism, and strategically fit it into the overall MarCom mix. Many marketers are separating the Internet from the MarCom mix, forming independent e-marketing or†¦show more content†¦Web ads must be carefully balanced to entice consumers and not annoy them. At the companys site is where greater creativity showcasing Web designers skills can be released without consumer resentment. With a lot to view in a small space on Web ads, MarCom specialists need to take the appeal of print mediums, combine them with the pizzazz of television ads, add a splash of Web designer creat ivity pitched at a particular consumer segment and create an impacting and quality Web ad. That is made easier with emerging technologies that allow for animation, higher quality sound, and quick uploading times. In the digital world, consumers control ad exposure because Web ads are easily resentful. Marketers have a challenge in getting consumers to click on their ads; only 21 percent of Internet users polled said they never clicked on Internet ads, an another 51% said they clicked only rarely. Using Web ads with the infrastructure of the Internet today as a branding tool cannot be achieved by Web ubiquity either. Amazon.com and Priceline.com seem to be everywhere on the Interned and still they both heavily rely on other mediums to achieve a strong online brand. In fact, they are probably among the most recognizable online brands to date. Most branding efforts are conducted offline because theyre proven more effective. Dell is one of the largest ad spenders in tech trade magazines and runs a $100 million-plus branding campaign almost entirely on TV. Dell hopesShow MoreRelatedEssay about The Importance of Branding in Marketing3285 Words   |  14 PagesLiterature Review Since an increasing number of people focus on brand names instead of product, brands become important elements for customers to choose products (Carroll, 2008). When customers trust the brand, the benefits for the manufactures are generated. In the first place, brands can be used by products as the tool to identify and differentiate themselves from various products. Secondly, brands are helpful for companies to build a competitive advantage (Bick, 2009). 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Case Study of Architect Perumal Free Essays

Ar. Perumal has experiences range from planing, managing and oversing solid waste thermic works, instruction installations, commercial and industrial edifice and retail mercantile establishments. His professional experience engaged him in the design and supervising of building undertakings in Malaysia were non needfully trained in a separate architecture plan in an academic scene. We will write a custom essay sample on Case Study of Architect Perumal or any similar topic only for you Order Now Alternatively, he is trained under established designers. Prior to his battle in Architecture, there is a distinguishable theory and understanding behind his political orientation and construct in his attack, his squad of applied scientists and his client, and the experient that he used varied depending on geographical location. Therefore, his house engaged him in pull stringsing a design via the basic construct of design, geographically incorporate and reacting to the clime on site. This is what made Ar. Perumal particular in the field of Architecture. ARCHITECTURAL THEORY Ar. Perumal designed for the largest hypermarket concatenation in Malaysia, the Mydin Hypermarket and Warehouse distribution centre in USJ. The distribution centre design and building was overseen by the Mydin adviser squad with regard to timely completion of the plants during the building works. However, to guarantee the quality of the building, the plants were sub contracted under NSC for better pricing and quality plants under a Main Contractor. In this building, the design, finance, and legal facets is taken inconsiderateness by Ar. Perumal. Hence, the design is non merely structurally appropriate for the usage and location, it is design in regard to the fiscal demands and legality of the site. Hence, the construction is integrated into the surrounding by planing in a unit of ammunition model of Architecture. Besides, as efficiency of the edifice has caught the eyes of his client, Ar Perumal implements his construct of Architecture and building cognition to plan this edifice. His houses provided a field on the cutting border of the newest methods of building intended to better efficiency, public presentation and overall theory of the edifice. In facets of design theory, Ar. Perumal, besides known as an designer who systematically pushes the ecological facet in his architectural design manner, this pushes the ability to plan by stressing the environmental impact of the edifice in relation to the site context of Mydin. This lead to the new boundary country outside the reinforced country which is influenced by the ecology, which test the bounds of his ecological theory. This so lead to a heightened grasp for the diverseness of ecological phenomena in an urban context, theoretical and analytically legit attacks to the design of the site. Hence, the arrangement and orientation of the edifice are all appropriate which is so influenced by the penchant of the client. Hence, this creates an empirical infinite which made the site sustainable and reduces pollution during building. Harmonizing to Ar. Perumal on his design of Mydin, he mentioned that his work experiments with houses to be sustainable, of course from land, embodied with ecological design such as H2O comes straight from land without JPA and it is self-sustainable. However, an off-grid power supply is non seen in Mydin. Hence, in this instance survey of Mydin, sustainability is seen on how his arrangement of data point of systems remain diverse and productive which is present in his floor programs. The facade designs are illustrations of an reading of an individuality which is present in the Malayan tradition. In more general footings, his construct of sustainability is embedded in the endurance and individuality devising of systems and processes to how a human interact with the infinite within the edifice. This so forms the base rule for Mydin design which includes the four distinctive values on its lift. It is the ecological, economic, societal and civilization perceptual experience of the Mydin Hypermarket. Architect Perumal sustainable design is besides to chair in usage of stuffs, energy and development infinite. Besides, it minimized the negative environmental impact of edifices by efficiency. Hence, the development of Mydin supermarket shows an attack to plan in architecture uses a witting attack to energy and ecological preservation in design of the environment. â€Å"Preservation of one’s wellness and soundness, † said Architect Perumal is a definition that is extracted from a book he read, an action to conserver bing status in any signifier and by any agencies is necessary for a sustainable attack on Earth. He wants his development of solutions to protect the ways of Earth’s biological diverseness in the urban context and he starts with the design of the Mydin supermarket. Geography The 2nd factor which influences Ar. Perumal is the geographical factor. As known the Mydin Hypermarket is located which is a sub urban context about 20km of the metropolis centre of Kuala Lumpur. It local context consist of leisure, diversion, lodging down all the manner to industrialise country. Facing, Persiaran Subang Permai, it is strategically located in the commercial territory of USJ. Hence, the edifice responded to the biggest route nearby which is the Lebuhraya Shah Alam. This makes both site context and the industries branding to hold a important impact alongside Persiaran Subang Permai. The survey on site which is done by Ar. Perumal, surveyed a evaluation for across five classs for this site â€Å" experience. † To be induced into the community of USJ instead than a edifice standalone on site. The intent is to make an terminal end for the community in footings of permeableness of advertisement and apposition of the edifice to assist the client in warranting their p lace as a â€Å" premium † stock list beginning as a hypermarket. Besides, planing Mydin via site context had been slippery plenty. It is needed to react to the nearby Segi College Subang Jaya which locates beside the Giant hypermarket. Hence, this made it interesting an interesting remote feeling thought by Ar. Perumal. Hence, he obtained information through the signifier of infographic while planing to geography, the informations and picture taking on site which assisted him in design via site context which made it possible to hike the visibleness of Mydin. Hence, the survey came in many signifiers such as head function, aerial imagination, and local study which deemed the angle of gap of the Mydin Hypermarket in USJ. Ar. Perumal besides emphasized the mapmaking ability of an designer must be strong plenty to understand the symbols and gestures of the site which made it more alive instead than a dead piece of land for an designer. The arrangement of the burden bay and the front lift is reasonably a behavioral psychological science that induces cl ients to map their motion inside and outside the edifice base one’s perceptual experience. Ar Perumal believes that a design is controlled by the clime. Which the clime which so transform the signifier to either protect from or reap the natural force of Mother Nature. Hence, the incorporation of Mydin into the USJ site will find what workss will turn at that place for green design, and how people will see it. However, he did non acquire a opportunity to plan a green roof for Mydin. Despite all that, Ar Perumal take in the three constituents to his green design attack which is the climatic response, workss and animate beings which are interwoven to make the cloth of a biome. Hence, the sunglight, north point and rainfall of USJ is of import to play with the materiality and gaps of the edifice on site. Climate Taking in consideration of the site, USJ has a tropical rain forest clime with no dry season. The country within 25 stat mis of this station is covered by croplands ( 73 % ) , oceans and seas ( 12 % ) , shrublands ( 9 % ) , and woods ( 5 % ) which have an mean day-to-day high temperature during May. This controls the gap and design of Mydin entranceway itself. Besides, the consideration of cold season during November to January takes no consequence to the edifice design as the mean tropical Malayan temperature is more or less the same throughout the whole twelvemonth. Therefore, doing it a significant edifice standing alongside the chief streets of USJ. While taking in consideration of the edifice scientific disciplines in USJ, Ar Perumal plays with the decrease of urban heat island consequence. He wants to cut down the hazard to human wellness in the built environment which is to cut down the consequence of it by take downing the temperature. At times, the site can confront a H2O deficit yarn as a consequence of reduced rainfall and seeks to counter it with environmental friendly methods. Hence, he proposed systems of options for extenuating clime alteration and their implicit in technological, economic and institutional demands to his client. This cut down the hazards, its uncertainness and ethical foundations of clime alteration extenuation on the site. He farther investigates extenuation steps for all major sectors and buttockss investing and finance issues so that it does non impact the verve and productiveness of the edifice itself. Ar Perumal captures value for his plants in Mydin for an promotion in his acknowledgment to originate the thrust and lucidity of the design to convey sure transparence of the market place. Therefore, assisting his client to back up their market place without jeopardizing the environment. As the alterations of the reinforced environment poses new menace to the climatic conditions subconciously, the enterprise to protect yet doing a gratifying reinforced experience without giving an aesthetically delighting edifice is tough but it is a challenge by the designer during his design phase of the Mydin Hypermarket. The character of our landscapes, as a altering clime impacts upon environmental, cultural, societal and economic factors which shape this character impacting the verve and productiveness of flora. Mention: Average Weather For Subang Jaya, Malaysia hypertext transfer protocol: //weatherspark.com/averages/34046/Subang-Jaya-Selangor-Malaysia How to cite Case Study of Architect Perumal, Free Case study samples

Entrepreneurship and Marketing Management †Myassignmenthelp.Com

Question: Discuss About The Entrepreneurship And Marketing Management? Answer: Introduction The dark side of entrepreneurship from GoPro Case study A common saying goes that "Every sinner has a future and every saint has a past", so is the case with entrepreneurship. Behind each entrepreneur, there are personality traits, commitment obsession, desire for independence, longing for validation and fears among other feelings that drove them to start their own establishments. Similarly, in the case of GoPro, Woodman exhibits personality traits associated with the dark side of entrepreneurship (Mac 2013) To begin with, a dark trait that is resplendently exhibitive in entrepreneurship is fear of failure. This pushes many entrepreneurs to great lengths to ensure that their ventures thrive in the market. (Spinelli and Zacharakis 2007). In the case of GoPro, Woodman had already failed in an online gaming venture and this failure was a constant reminder of the repercussions involved throughout his innovative camera creation. Some entrepreneurs tend to have workaholic tendencies. This is more so when the business is still in the incubation stage and ideas are still being developed to bring the business to the market. This may affect their relationship with other people. Case in point is Woodman who was always developing the cameras in isolation for long periods (Kelleher 2016). Another dark trait associated with entrepreneurship is an obsession to an activity. Many entrepreneurs open businesses backed by their own attachments towards particular items or activities. This may not always resonate with the customers. In the case of GoPro, Woodman had a strong obsession towards water surfing and skiing. In his own admission, he would never have created the high-resolution mount and wrist cameras had it not been for love of water sport (Mac 2013). Many entrepreneurs also suffer from a desire for validation and applause. This comes mostly when their innovation is young and yet to get a foothold in the market. They will showcase their ideas or products in the hope of getting assurance or support. Sometimes this validation is not given and they panic. In the case of GoPro, Woodman showcases his creation to friends at parties and states that it is how they will make millions (Mac 2013). According to Warren (2016), balancing feelings is also a dark trait experienced by entrepreneurs. When business is doing fine, the mood in the establishment is lively but when challenges set in, then it becomes intolerable to work in the firm as the entrepreneur has rapid mood swings as is evidenced by Woodmans behavior in the case study. A mistake many entrepreneurs make is running their businesses with close friends and family, and confidants despite their lack of knowledge in managing the business. This stifles chances of expansion especially when the business is transitioning from medium to a large enterprise. The GoPro case study exhibits this as woodman works with close friends and family (Mac 2013). The need for independence is another dark trait experienced by entrepreneurs. Many go into their own business because they cannot tolerate differing in opinion with others. For others, the case is being their own boss and not answering to others. Woodman clearly did not want to answer to a board of management from the case study (Warren 2016). Sometimes entrepreneurs engage in irrational behavior. There are many instances where entrepreneurs invest shareholders funds without consulting or clearly picturing their investment. This puts the shareholders funds at unnecessary risk (Kelleher 2016). Evidence that exists in the GoPro case study that supports and/or refutes that entrepreneurship is a discipline. Strictly going by the evidence portrayed in the GoPro case study, this reports affirms that indeed entrepreneurship is a discipline. From the GoPro case study, Woodman has the ability to set goals and make priorities to drive the business forward. This is exhibited by his decision to publicly list his company and get into partnership with other corporates like Foxconn. Setting goals is a learned attribute rather than an inborn trait (Varis and Littunen 2010). Woodman also exhibits wide knowledge and abilities in the camera creation arena. This comes from his background in computer engineering which is a learned trait (Mac 2013). He also displays experience in the water surfing sport and recognized the market potential from the same having learned the sport himself. From the case study, Woodman is able to make a sound judgment. This is evident from his decision not to sell the majority of his shares at a compromised price while still, the company was making profits. His decision paid off since the company's profits went up along with the value his shares. Sound judgment is a learned aspect (Zineldine and Philipson 2007). To start with, Woodman realizes that his business requires support and extensive networks to be sustainable in the near term and long term. For this reason, he has taken a cue from developed businesses that at one point or another in their life cycle introduce shareholders to spread the risk and benefit from talent by partnering with Foxconn (Southern Cross University 2016). It is also evident that before venturing in the GoPro cameras, Woodman had done extensive research in the market and realized that there was a demand that was unfulfilled in the water sports arena (Mac 2013). The current market share estimates place GoPro as the market leaders in the provision of mini cinema cameras by commanding a third of the market share. This is marketing research as a discipline (Saxena 2010).Woodman seeks to grow his business by fulfilling other needs in the market to keep the business growing. According to Mac (2013), GoPro has segmented its market by targeting only the water sports customers whose needs had not been met before. This is differentiation strategy, a discipline that stems from strategic management. Woodman also seeks to develop into other markets currently unfulfilled. This is evidently a market penetration strategy proposed by Ansoff when competition is rife. Figure 1: Market operation strategies by Ansoff. Source: Southern Cross University (2016) How GoPro gained a competitive advantage from their marketing processes Competitive advantage for a company stems from having products and services that are unique and cannot be easily replicated by the competitors. It allows companies and the customers to pursue their win-win objectives. On one hand, the company products or services command loyal following by customers. On the other hand, the customers have products that best suit their interest and utility. This is achieved through both brand marketing and relationship marketing (Porter 2008). From the case study, GoPro managed to create competitive advantage through focus differentiation (Eldring 2009). The company targeted the sporting customers who needed action cameras which were not available on the market at the time. By targeting the sports market GoPro was able to establish itself as a leader in that market segment (Kotler 2012). GoPro created a unique brand. Through the creative innovation of action cameras that had unique capabilities not available in the market, GoPro managed to command a third of the market share simply because their brand marketing was exceptionally executed (Southern Cross University 2016). Another way GoPro managed to gain a competitive advantage was through strategic alliances with an original equipment manufacturer like Foxconn and other hardware vendors. This communicated premium build to the customers since Foxconn ingenuity was already evident in Apple products. This gave the company traction from perceived stability by partnering with an already established company (Laboda 2012). GoPro excelled at focus strategy. This implies that they only segmented customers in the sports arena and created value for them. This is unlike other competitors prevented GoPro from going after all customers and spend money marketing where there was no guarantee of return on investment. Subsequently, they were able to specialize in their niche market (Peng 2016). GoPro action camera was perceived to be a leader in quality. This means that the company could charge their action cameras at a premium of between $200 and $400 still enjoy customer growth as the customers wanted to be associated with a quality premium product (Mac 2013). A unique competitive advantage for GoPro was that their product could be mounted on any device and also be worn as an accessory. This was a creative innovation that had not been developed in the market and enabled the company to gather a huge following among the sports fanatics as well as regular customers (Southern Cross University 2016). GoPro was able to achieve competitive advantage by creating customer clusters. Unlike other competitors like Sony who develop their cameras away from the customers, GoPro had the advantage of developing theirs near the customers which meant that they had close interactions and opportunities to incorporate customer feedback quickly into their units (Hunger and Wheelen 2014). Relationship marketing also played a big role in creating a competitive advantage for GoPro action cameras. This is evident as the company provides other accessories to their customers after selling them the GoPro cameras. These accessories include mounting pads for the cameras, Karma drones, among others that keep the customers hooked to the product (Zineldin and Philipson 2007) Social network marketing also played a key role to ensure brand awareness of GoPro action cameras. Although Woodman did not have a social network account, he invested heavily in social networks to the tune of a million dollars to ensure brand awareness of GoPro through social networks (Mac 2013). The company does not manufacture hardware. It outsources this exercise to original equipment manufacturers hence are able to bring the lower the cost of production and also stick to their core competencies. This gives them an edge in the market and also increases their profit margins (Southern Cross University 2016). An early entry in the action camera market also served as a barrier to entry for competitors since they would have to invest a lot of money and change their processes to be able to compete with GoPro (Porter 2008). GoPro future threats to the companys strategy According to Porter (2008), a company should conduct an industry analysis of the market as part of the process to establish its strengths and weaknesses which are internal factors that the company has control and opportunities and threats which are external and out of the realm of control by the company. This is an industry analysis of the operating environment for GoPro. The future threats for GoPro are thus: Increased bargaining power of the buyers The company GoPro will experience the threat of empowered customers. The bargaining power of customers increases when there are many action cameras in the market. Since original equipment manufacturers are offering similar products the only differentiation is quality and price (Peng 2016). GoPro still faces an empowered customer since competitors like Sony can offer a quality product at similar or lower prices and there are no switching costs involved (Porter 2008). Figure 2: Industry analysis using Porters five forces. Source (Porter 2008) Increased market rivalry(High) Besides GoPro, Sony is positioning itself as a very Strong contender in the action camera market. Currently, GoPro commands 21% of the market share in the United States (Mac 2013). Other strong rivals in future will include Samsung electronics and their point and shoot cameras as well as action cameras. Another strong competitor is LG not to mention an array of mobile phone manufacturers who are offering action cameras as accessories to their devices. Increased bargaining power of suppliers (Low) As is evident from the case study, GoPro does not manufacture its own camera components. Rather, they outsource the manufacturing aspect to other companies. By virtue of not controlling the components, GoPro is at the mercy of the suppliers. Since the suppliers have many customers they may decide to hoard the cameras or charge a price premium for the parts supplied. However, this threat is low since there are many suppliers and the switching cost to any supplier relatively low (Porter 2008). Threat of substitutes (High) There are many direct substitute products to the action camera that GoPro produces. An example is the mobile phones which nowadays have camera functions which can easily replace the utility of GoPro action cameras. Other substitutes include Camcorders in the market as well as standalone digital cameras. All these can easily replace the functions served by GoPro action cameras (Loboda 2012). Threat of new entrants (High) The threat of new entrants is very high as there is a very minimal barrier to entry (Lee 2015). To start with, Foxconn is developing cameras for the mass market. There are many Asian companies particularly China producing action cameras and may gain entry to the US thus posing a grave danger to GoPro. Other threats include forward integration by GoPro suppliers. They may decide to compete directly with the company. The company is also exposed to decreased purchasing parity by the customers due to the global economy crisis. Moreover, the company he already listed for an IPO to go public which means external influences such as politics, the stock market, and legal issues may interfere with their business (Leitner and Guldenberg). Lastly, falling stock prices and production of several models may lead to drop in the revenues collected by GoPro. This may lead to more company restructuring and loss of capable and talented management personalities (Warren 2016). Recommendations on how GoPro can respond to these threats Firstly, the company needs to diversify. To be able to command a larger market, GoPro is considering venturing into consumer models which have access to social networks. This will decrease chances of failure (Peng 2016). The company may also consider incubating new ideas for business through innovation (Southern Cross University 2016) As market rivalry is high, GoPro should consider going global to increase its market. The company may consider joint ventures or strategic alliances with other players to gain traction in new markets (Hunger and Wheelen). To deal with increasing bargaining power of suppliers, the company may want to consider having multiple suppliers or having a contingency supplier unit to avoid any market shocks (Porter 2008). GoPro has spread the risk by going public. The next step is to have a strong board of directors to run the operations of the company to avoid a situation where many entrepreneurs suffer a crisis of management (Warren 2016) References Eldring, J. (2009). Porter's (1980) generic strategies, performance, and risk. 1st ed. Hamburg: Diplomica-Verl, pp.65-82. Hunger, D. and Wheelen, T. (2014). Essentials of strategic management. 1st ed. Essex: Pearson, pp.8-9. Kelleher, K. (2016). Why GoPro's Stock Is Nosediving Today. [online] Time.com. Available at: https://time.com/4208149/gopro-stock-earnings-report-gpro/ [Accessed 12 May 2017]. Kotler, P. (2012). Kotler on marketing. 1st ed. New York: Free Press, pp.30-48. Lee, J. (2015). Australia falling behind on entrepreneurs and innovation, a new report finds. [online] The Sydney Morning Herald. Available at: https://www.smh.com.au/federal-politics/political-news/australia-falling-behind-on-entrepreneurs-and-innovation-new-report-finds-20151029-gkm4ov.html [Accessed 12 May 2017]. Leitner, K. and Gldenberg, S. (2009). Generic strategies and firm performance in SMEs: a longitudinal study of Austrian SMEs. Small Business Economics, 35(2), pp.169-189. Loboda, S. (2012). GoPros Analysis of the Internal Environment- Market Strategies and Financial Performance. [online] Marketing Talk. Available at: https://marketingtalkblog.wordpress.com/2012/12/05/gopros-analysis-of-the-internal-environment-market-strategies-and-financial-performance/ [Accessed 12 May 2017]. Mac, R. (2013). The Mad Billionaire Behind GoPro: The World's Hottest Camera Company. [online] Forbes.com. Available at: https://www.forbes.com/sites/ryanmac/2013/03/04/the-mad-billionaire-behind-gopro-the-worlds-hottest-camera-company/#7e73bcc97471 [Accessed 12 May 2017]. Peng, M. (2016). Global strategy. 1st ed. Boston: Cengage Learning, pp.30-50. Porter, M. (2008). Competitive advantage. 1st ed. New York: Free Press, pp.52-75. Saxena, R. (2010). Marketing Management. 1st ed. New Delhi: Tata McGraw-HillL Education Private Limited, pp.42-60. Southern Cross University (2016). Entrepreneurship and Marketing. 1st ed. East Lismore: Southern Cross University, pp.5-97. Spinelli, S. and Zacharakis, A. (2007). Entrepreneurship. 1st ed. Westport, Conn. [u.a.]: Praeger, pp.20-50. Varis, M. and Littunen, H. (2010). Types of innovation, sources of information and performance in entrepreneurial SMEs. European Journal of Innovation Management, 13(2), pp.128-154. Warren, T. (2016). GoPro cuts 15 percent of jobs to restructure struggling camera business. [online] The Verge. Available at: https://www.theverge.com/2016/11/30/13792014/go-pro-job-cuts-restructuring-november-2016 [Accessed 12 May 2017]. Zineldin, M. and Philipson, S. (2007). Kotler and Borden are not dead: the myth of relationship marketing and truth of the 4Ps. Journal of Consumer Marketing, 24(4), pp.229-241.