Effektive Zielgruppenansprache am Point-of-Sale

2014 ◽  
Vol 55 (3) ◽  
pp. 21-26
Author(s):  
Thorsten Teichert ◽  
Mathias Valentin ◽  
Sabrina Wauker

Im vorangegangenen Beitrag in Ausgabe 2/2014 wurde die Bedeutung einer Integration von Marketing und Vertrieb für die Einführung neuer Produkte herausgestellt. So scheitern Produktinnovationen oft nicht aufgrund von Fehlern im Produktdesign oder im Markenkonzept, sondern durch suboptimale operative Markteinführung. Diese wird vom Vertrieb in erheblichem Maße beeinflusst. Daher gilt es, Marketing- und Vertriebsabteilung aufeinander abzustimmen und dem Vertrieb das nötige Rüstzeug bereitzustellen, um abstrakte Marketingkonzepte (wie Zielgruppensegmentierungen) im Alltag praktikabel umzusetzen. An einem Praxisbeispiel wird die Integration von Marktforschung und Vertrieb mit Hilfe der Six-Sigma-Methodik vorgestellt. Als Anwendungsfall dient eine Studie im Leuchtmittelmarkt. A structured Six-Sigma process is applied to align Marketing & Sales activities for the market introduction of a new product. Market research is used to establish a Management Cockpit. Measures enable customer segmentation at the PoS and guide sales personnel for targeting customers. Performance implications prove both short-term as well as long-term benefits. Keywords: unternehmensperformance, measure phase, improve phase, define phase, analyse phase

2014 ◽  
Vol 55 (2) ◽  
pp. 29-33 ◽  
Author(s):  
Thorsten Teichert ◽  
Mathias Valentin ◽  
Sabrina Wauker

Die Trennung von Vertrieb und Marketing im Unternehmen führt oft zu Konflikten und Missverständnissen zwischen den Abteilungen. Es ist sogar vom „Krieg“ zwischen Marketing und Vertrieb die Rede. Bisher scheint es den meisten Unternehmen nicht gelungen zu sein, eine Integration voranzutreiben. Dabei sind beide Abteilungen darauf ausgerichtet, den Kunden im Fokus ihrer Aktivitäten zu stellen und verfolgen somit gemeinsame Ziele. Ein gegenseitiger Austausch von Wissen und eine kooperative Zusammenarbeit bzw. eine strategische Kombination beider Abteilung kann zu einer besseren Performance der Unternehmung führen. Gerade bei der Einführung von neuen Produkten benötigt der Vertrieb Implikationen aus dem Marketing, um den Kunden zu verstehen und sich an den Bedürfnissen der Kunden (neu) orientieren zu können. Die vorliegende Studie ermöglicht mit Hilfe eines an Six-Sigma angelehnten Vorgehens eine projektbezogene Integration zwischen Marketing und Vertrieb. Daraus ergibt sich ein generalisierbarer Ansatz für den Prozess der Integration der Abteilungen sowie eine Eingliederung der Ergebnisse in ein übergeordnetes Steuerungsinstrument. Am Beispiel des Leuchtmittelmarkts erarbeiteten Experten aus Marketing und Vertrieb gemeinsam eine Zielgruppenansprache für neue Produkte am Point-of-Sale. Anhand von Verkaufsanalysen wird die Effektivität der Zielgruppenansprache, die aus einem Integrationsprozess zwischen Marketing und Vertrieb entstand, empirisch belegt. Die Ergebnisse der Zielgruppenansprache werden sodann in ein gemeinsam entwickeltes Steuerungsinstrument, dem Management-Cockpit, integriert. Marketing and Sales often lack congruency. A Six-Sigma process can help to bridge the competencies and views of both departments. This is especially important for successful new product introductions. The benefits of such a structured collaboration are illustrated in an action-research project. In this real-life case, customer segmentation at the PoS led to upselling, which increased sales by up to 50%. Keywords: unternehmensperformance, six sigma, quot measure quot phase, dmaic prozess, define


2019 ◽  
Vol 31 (4) ◽  
pp. 641-654 ◽  
Author(s):  
Bryan A. Rodgers ◽  
Jiju Antony ◽  
Zhen He ◽  
Elizabeth A. Cudney ◽  
Chad Laux

Purpose The purpose of this paper, builds on previous studies that explored the research patterns over 15 years, is to consider the current status of the integration of Lean and Six Sigma. More specifically, this research addresses whether Lean and Six Sigma are stronger together and explores the reasons why Lean researchers and practitioners may be less likely to integrate Six Sigma in their work. Design/methodology/approach The research utilises a survey of 25 established and respected academics and practitioners from 16 countries. The questionnaire is analysed using a direct content approach and coded in NVivo. Findings The findings suggest that challenges may lie in the perception and understanding of statistics as well as short-term rather than long-term focus on improvement. The findings also suggest that academics and practitioners believe that Lean Six Sigma has developed over time and will continue to develop and improve as a methodology rather than being replaced with a new methodology. Research limitations/implications The survey has a sample size of 25, albeit all respondents are established and very experienced practitioners and academics. Practical implications For organisations that are introducing or refreshing their continuous improvement initiatives, this research identifies some of the challenges and provides the opportunity to address them to maximise the opportunities for success and sustainability. Originality/value The value of this paper is that it further addresses the debate over the integration of Lean and Six Sigma for many organisations which still employ Lean alone, but beyond this it explores how they will continue to develop and whether they are a permanent edition to the quality management landscape or a transition to something else.


Policy Papers ◽  
2016 ◽  
Vol 2016 (43) ◽  
Author(s):  

provide a powerful lift to growth—both in the short and the long term—if they are well aligned with individual country conditions . These include an economy’s level of development, its position in the economic cycle, and its available macroeconomic policy space to support reforms. The larger a country’s output gap, the more it should prioritize structural reforms that will support growth in the short term and the long term—such as product market deregulation and infrastructure investment. Macroeconomic support can help make reforms more effective, by bringing forward long-term gains or alleviating their short-term costs . Where monetary policy is becoming over-burdened, domestic policy coordination can help make macroeconomic support more effective. Fiscal space, where it exists, should be used to offset short-term costs of reforms. And where fiscal constraints are binding, budget-neutral reform packages with positive demand effects should take priority. Some structural reforms can themselves help generate fiscal space. For example, IMF research finds that by boosting output, product market deregulation can help lower the debt-to-GDP ratio over time. Formulating a medium-term plan that clarifies the long-term objectives of fiscal policy can also help increase near-term fiscal space. With nearly all G-20 economies operating at below-potential output, the IMF is recommending measures that both boost near-term growth and raise long-term potential growth. For example: ? In advanced economies, these measures include shifting public spending toward infrastructure investment (Australia, Canada, Germany, United States (US)); promoting product market reforms (Australia, Canada, Germany, Japan, Korea, Italy) and labor market reforms (Canada, Germany, Japan, Korea, United Kingdom (UK), US); and fiscal structural reforms (France, UK, US). Where there is fiscal space, lowering employment protection is also recommended (Korea). ? Recommendations for emerging markets (EMs) focus on raising public investment efficiency ( India, Saudi Arabia, South Africa), labor market reforms (Indonesia, Russia, Saudi Arabia, South Africa, Turkey), and product market reforms (China, Saudi Arabia, South Africa), which would boost investment and productivity within tighter budgetary constraints particularly if barriers to trade and FDI were eased (Brazil, India, Indonesia). Governance (China, South Africa) and other institutional reforms are also crucial. Where policy space is limited, adjusting the composition of fiscal policy can create space to support reforms ( Argentina, India, Mexico, Russia). ? Some commodity-exporting EMs (Brazil, Russia, Saudi Arabia, South Africa) are facing acute challenges, with output significantly below potential and an urgent need to rebuild fiscal buffers. To bolster growth, Fund staff recommends product market and legal reforms to improve the business climate and investment; trade and FDI liberalization to facilitate diversification; and financial deepening to boost credit flows. IMF advice also aims to promote inclusiveness and macroeconomic resilience. The Fund recommends a targeted expansion of social spending toward vulnerable groups (Mexico), social spending for the elderly poor ( Korea), and upgrading social programs for the nonworking poor (US). Recommendations to bolster macrofinancial resilience include expanding the housing supply (UK), resolving the corporate debt overhang (China, Korea), coordinating a national approach to regulating and supervising life insurers (US), and reforming monetary frameworks (Argentina, China).


foresight ◽  
2017 ◽  
Vol 19 (4) ◽  
pp. 337-353 ◽  
Author(s):  
Nanami Furue ◽  
Yuichi Washida

Purpose The purpose of this paper is to first suggest scanning focal areas in new product development (NPD) by comparing with design thinking and, second, to uncover what people in different occupations expect of NPD based on future scenarios. Design/methodology/approach Authors place scanning and design thinking into a matrix of product-market strategies. In addition, this study adopts several open-end-type questionnaire surveys of employees at Japanese companies who have taken part in idea generation workshops that take a medium- to long-term perspective. Findings Authors found that innovations generated through scanning can cover the most difficult and uncertain areas in practice compared with design thinking. This manuscript also reveals occupational categories can be divided into two groups according to different expectations of NPD: the rapid-fire NPD expectation group and late-bloomer NPD expectation group. The former group which consists of marketing and engineering experts tends to expect that NPD is simply a response to existing needs and that profit will be gained expeditiously through NPD, while the latter, which comprising design and research experts, tends to expect that NPD will realize future innovations. Originality/value This study shows some common and different points between scanning and design thinking by using a theoretical framework of product-market strategies. Also, this study reveals who will lead innovation based on foresight in business.


2020 ◽  
Vol 5 (2) ◽  
pp. 361-371
Author(s):  
Sri Fajar Ayu ◽  
Meutia Nauly

Pajakmedan.com is a solution for traders and consumers in Medan Pajak Halat to break the chain of transmission of Covid 19. The Halat Market was chosen to be the location for USU's community service in 2020 because it has more impact than other markets. The selected trader is UD. Apni's Chicken Cut becomes a partner of service The problems faced by merchants in the Covid 19 era were sales revenue fell by 25-45 &, high demand for customers to send goods outside of tax, merchants were worried about contracting Covid-1, Pajakmedan.com was expected to increase revenue on covid-19. The target of activities in the short and long term program partners must be able to develop their product market using the taxmedan.com platform. The expected short-term target is an increase in knowledge to traders that their buying and selling activities can be developed online. The long-term target that the team hopes is the implementation of an online buying and selling system using the taxmedan.com site in all traditional markets in Medan City. Despite the emergence of constraints that led to a decline in the number of buyers coming to the market, sales volume remained stable.


2018 ◽  
Vol 56 (11) ◽  
pp. 1838-1845 ◽  
Author(s):  
Cristiano Ialongo ◽  
Sergio Bernardini

Abstract There is a compelling need for quality tools that enable effective control of the extra-analytical phase. In this regard, Six Sigma seems to offer a valid methodological and conceptual opportunity, and in recent times, the International Federation of Clinical Chemistry and Laboratory Medicine has adopted it for indicating the performance requirements for non-analytical laboratory processes. However, the Six Sigma implies a distinction between short-term and long-term quality that is based on the dynamics of the processes. These concepts are still not widespread and applied in the field of laboratory medicine although they are of fundamental importance to exploit the full potential of this methodology. This paper reviews the Six Sigma quality concepts and shows how they originated from Shewhart’s control charts, in respect of which they are not an alternative but a completion. It also discusses the dynamic nature of process and how it arises, concerning particularly the long-term dynamic mean variation, and explains why this leads to the fundamental distinction of quality we previously mentioned.


2007 ◽  
Vol 44 (3) ◽  
pp. 468-489 ◽  
Author(s):  
Alina Sorescu ◽  
Venkatesh Shankar ◽  
Tarun Kushwaha

New product preannouncements are strategic signals that firms direct at their customers, competitors, channel members, and investors. They have been touted as effective means of deterring competitor entry, informing potential customers, and even tipping the balance of technological standard battles in favor of the preannouncing firms. However, preannouncements also carry the risks of unwanted competitive reaction and the negative consequences of undelivered promises. From a shareholder value standpoint, do the benefits outweigh the risks of preannouncing? To address this question, the authors build on agency and signaling theories to develop hypotheses about the effects of preannouncements on shareholder value, and they empirically test these hypotheses on a sample of software and hardware new product preannouncements. The findings indicate that the financial returns from preannouncements are significantly positive in the long run. The authors show that preannouncements generate positive short-term abnormal returns only for firms that offer specific information about the preannounced product. They also show that firms earn positive long-term abnormal returns after a preannouncement if they continue to update the market on the progress of the new product. Both the short-term and the long-term returns are further magnified if the reliability of the preannouncement (i.e., the credibility of the preannouncing firm) is high. The findings offer executives of preannouncing firms clear guidelines on how to manage communications in the market to extract financial value from new product preannouncements.


Ekonomika ◽  
2020 ◽  
Vol 99 (1) ◽  
pp. 69-78
Author(s):  
Iuliia Iarmolenko ◽  
Galyna Chornous

A modern effective business model involves the use of an appropriate pricing strategy. However, not only a short-term profitability matters but also long-term clients’ loyalty. The main purpose of this paper is to present a specific transactional pricing strategy for a second-hand goods resale exchange platform, which allows to avoid possible negative outcomes of being associated with consumer discrimination. Using simulation modeling approach, it was shown how customer segmentation combined with transactional pricing can help to gain higher profitability. The model is based on the work of intelligent agents that recreate the full product lifecycle. Changing the input parameters of the model, it is possible to simulate different scenarios of a company’s activity and market conditions. The model supports the inclusion of any number of products, while its intelligent agents’ methods are still flexible to replace with other techniques. The simulation model has shown that the use of transactional pricing can increase the profitability of a business, while keeping its clients loyal.


1996 ◽  
Vol 04 (04) ◽  
pp. 363-383 ◽  
Author(s):  
IIKKA KAURANEN

The objective of the study was to obtain more knowledge regarding the start-up characteristics of a new entrepreneurial firm as determinants of the future success of the firm both in the short term and in the long term. Accordingly, the following groups of variables were examined: the motives for the founding of the firms, the formulation of the business idea of the firms, and the initial behavioral characteristics of the firms. Market-orientedness and a new product idea distinguished the successful firms from the unsuccessful firms in the short-term but not in the long-term. The firms successful in the long term stated that their competitors operated by imitating their products. These successful firms concentrated on what they were good at. Basing the business idea of a new firm on good availability of labour did not lead to success.


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