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11 Be irreproachable: satisfy the customer’s conscience – Stage 6 of the Neuromarketing method

Patrick M Georges Kogan Page ePub

11

Be irreproachable

Satisfy the customers conscience Stage 6 of the Neuromarketing method

The subconscious has given you the green light. The final stage is not the easiest. Now you need to satisfy the customers reason:

You must satisfy the customers reason. Customers are not just animals. They are equipped with genuine intelligence, which calculates a quality-to-price ratio and does not just accept the packaging. If let loose, this high intelligence can prevent a purchase. It must be negotiated with. It can put aside emotions, instincts, immediate needs and even sensations.

There are two ways to satisfy the customers reason. This high rational intelligence is increasingly well known by knowledge engineers and ergonomists. You can help customers make the right decision in their own best interest, via an ergonomic presentation, by helping them correct their decision biases, instincts, illusions and emotions. Or you can adapt to customers intelligence by manufacturing products actually designed for them, because efficient customer relationship management (CRM) and accurate segmentation have improved your knowledge of them.

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03: Transactions to Engagement

Grant Leboff Kogan Page ePub

The shift from scarcity to abundance has huge implications for marketing. Ostensibly it means that the traditional model of marketing, and the way in which companies acquired new customers, is broken.

Previously, marketing operated as a funnel (Figure 3.1). It worked by companies paying a lot of money to ‘shout’ at their potential customers. The more money they had, the more often they tended to shout, via vehicles such as direct mail, cold calling, leaflet drops, advertising etc. Some people reacted to the shouting. That action was referred to as response. In business-to-consumer marketing, it was hoped that this response would result in a direct increase in sales. In business-to-business marketing, this increase would come by following up the response, with prospects being qualified out, until eventually there were some paying customers at the end. Thus, a process that could have started with 20,000 direct mail shots might end with 20 paying customers; hence the funnel. As long as the income generated by the paying customers covered the cost of the campaign, with some left over for profit, a company would have made a return on investment and the marketing would be regarded as a success.

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15 Procurement and supply

Rushton, Alan Kogan Page ePub

15

Procurement and supply

Introduction

Procurement and supply is one of the key links in the supply chain and as such can have a significant influence on the overall success of the organization. Ensuring that there are sufficient supplies of raw materials at the right price, of the required quality, in the right place and at the right time is obviously crucial to any manufacturing plant. So important is this process that over the years many organizations have developed large departments to deal with the sheer weight of supplier transactions. Recently, however, many companies have been reducing the number of suppliers they deal with in order to reduce the cost of these transactions.

In addition to supplier reduction programmes, many companies have tried to move away from the traditional adversarial relationship with suppliers and towards a more partnership-based approach. This style of relationship recognizes that both parties need to make a profit to survive but that there may be areas where, through cooperation, real cost may be removed from the supply chain and competitive advantage gained by working together.

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8. The car in the future

Anders Parment Kogan Page ePub

08

The car in the future

The strong criticism of the automotive industry for its lack of interest in green strategies, ie strategies that put sustainability, environmental concerns, etc as a top priority in the short as well as the long run, could be assumed to turn the attention of car makers and the car retail trade towards green issues. Increasingly, consumers ask for sustainable solutions and the negative image of cars in this respect means it will take a lot of effort from the car industry to gain a reputation of caring about the environment. This might be a huge business opportunity in the future. This chapter presents a number of smart, effective and sustainable ways to deal with current and future challenges and how the car can have a major role in the emerging society. For green strategies to succeed, they must be implemented all the way from car maker product strategies to the attitudes that customers encounter when they enter a showroom, as evidence from other industries shows. But it must not be the traditional car maker-controlled marketing channel that comes up with the most attractive green solution. Different scenarios about how consumers and the world around will respond are presented and the dialogue among stakeholders with an interest in the car and its future is painted in broad strokes.

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Part Four Managing risk in emerging markets

Jonathan Reuvid Kogan Page ePub

4.1

Environmental risk in emerging markets

GAVIN OTOOLE

Introduction

In 2011, a court in Ecuador fined the US oil major Chevron a breathtaking $19 billion for environmental damage caused in the countrys Amazon region since the 1960s by Texaco, which merged with Chevron in 2001. Environmental and indigenous organizations that had been campaigning against the corporation for 17 years applauded the decision later reduced to $9 billion in a case that indicated how assertive countries and political groups in Latin America and the Caribbean are becoming in pressing environmental claims against large companies.

The decision was the latest twist in a tortuous legal saga between Chevron and 30,000 Ecuadoreans that had its origins way back in 1967 when Texaco first struck oil in the country. Chevron fought the claim vigorously, for 10 years bogging it down in lawsuits in the United States itself, but by 2011 had exhausted the patience of the US court system. The corporation duly denounced the Ecuadorean rulings as illegitimate and politicized, fanning the flames of Latin American hostility towards it. And the most important environmental case of the 21st century continued, with Chevron returning to the US courts after turning on the lawyers that have fought Ecuadors corner.

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