Saturday, January 1, 2011

2011, here i come.

This will be my year. A year characterized by compassionate service and effort to the people I will be working with. This will be the year wherein one of my radiant dreams be transformed and able to prove that there can really be miracles, when you believe.

My biggest leap will also prove, that once we believe in the power of our dreams, we achieve the seemingly impossible one.

Prayer will be my number one sanctuary in this tough battle.

Monday, June 7, 2010

Unfinished novel

"The overweening greediness and egotism of love- what a deceptive, treacherous thing."

-- A Heart of Stone by: Renate Dorrestem

I will finish this novel soon. Promise.

Negative thoughts to ponder.

David Hume treats jealousy s the co-evolved ally of love: It is unlikely that love, with the tremendous psychological investment it entails, could have evolved without a defense that shielded if from the constant threat from rivals and the possibility of betrayal from a partner. Jealousy evolved to fill that void, motivating vigilance as the first line of defense and violence as the last.

Monday, February 22, 2010

Market Segment: PWD

People with disabilities is a potential marget segment. First, the group is very large. With the increase in the number of elderly people in Europe and America, there will be an increase in the number of people with disabilities. Second, the disabled have tremendous spending power. In fact, one out of six consumer dollars is spent by a PWD. Thus, the disabled spend mre than the entireU.S. teen population and more than the populations of Alaska, Oregon, Washington, California, andHawaii combined. Finally, the disable are in credibly brand loyal. Three in four adults say they would be likely to switch to a brand associated with a "good cause”. Likewise, it is difficult to select a single best approach. Since PWD is branded as often-ignored market segment, it implies that PWD are less obvious group and there are no clear guidelines on how to reach them.

Well, Technologies are already available to alleviate many of the problems faced by people with disabilities in using a public telephone, but only a few companies provide the appropriate facilities. But advances in technology will create exciting new solutions as well as some new problems.

As we define this new market segment, we should point toward an understanding of the market. We noted some facts about PWDs that are vital to the development of marketing plan and strategies:

1. Of the 54 million of people limited in their activities due to long-term disability...

· 73% are the heads of households

· 46% are married

· 58% own their own homes

· 77% have no children

· 48% are principal shoppers

2. In 1995, people with disabilities spent $81.7 billion on travel. This did not include the significant expenditures of their families, friends, and escorts.

(Source: Society for Accessible Travel and Hospitality).

3. The aggregate income of people with disabilities tops $1 trillion. This includes $220 billion in discretionary income.

4. Of the 69.6 million families in the United States, 20.3 million families have at least one memberwith a disability.

5. Four out of 10 people with disabilities conduct business and personal activities online, spending an average of 20 hours per week logged on to the Internet. That's more time on average than non-disabled Web surfers spend online

6. Among people with disabilities, 48% say that the Internet has significantly improved the quality of their lives. Compare this to only 27% of adults without disabilities.

7. According to a General Accounting Office report, implementing the access provisions of theADA has increased revenues in the hotel and hospitality industry by 12 percent.

8. Companies marketing to people with disabilities can reach as many as four in every 10 consumers.

9. Among people with disabilities, 48% say that the Internet has significantly improved the quality of their lives. Compare this to only 27% of adults without disabilities.

10. Three in four adults say they would be likely to switch to a brand associated with a "good cause."

So, promotional Strategies should focus on telecommunication, website accessibility, Advisory committees, and empowering PWDs. Some of the companies view PWD as a niche market at best, and unwanted intrusion at worst. However, we believe that when companies properly managed them, programmes which address the needs of people with disabilities can open up new market opportunities and be profit generators rather than economic burdens. Also these more enlightened companies are reaping a marketing benefit to their core business from being seen to be balancing human need against the commercial imperative.

Sunday, February 21, 2010

1989: J&J in the Philippines

In some way, J&J applies their target marketing in the Philippines which is during that time political aspect is unstable. The administration focused the campaign to the misdeeds of Marcos by setting a new direction in economic policy but the Board members resolved the issue by concluding that they have to work to improve the business performance of the country by devoting their efforts to increasing the business performance.

The seemingly segmenting marketing strategy of J&J touched the factors particularly demographic, economic and mostly political and legal factors. It has been probably assessed that there is sufficient demand in the market for a cheaper product that could satisfy the currently untapped young female market. With the 1989 political condition, there were no enormous entrant and exit barriers since the government needs investments that could emphasize a central role for foreign enterprise.

Economy of the Philippines at that time also is not doing well which is basically altered by the political instability. PhilippinesGDP in 1989 had lagged behind that of their partners. Naturally, both consumers and investors attempted to regain what had been lost in the depressed atmosphere of the 1983-85 periods. Because of the unstable economy, J&J’s classifications were based on the occupation of the household head, total monthly household appliances, housing ownership and its general physical appearance, monthly rental amortization of the house, housewife education, and number of household “helpers “economic category- AB & C category economic households. J&J’s bargaining power can be justified by the uniqueness of the product that yields lower initial costing that is also affordable for the target audience.

Having the customs of having the mother as the decision maker in shopping activities especially when it concerns to facial and health care for the family, this kind of convenience products appear to be sold effectively in supermarkets. It was found out that Johnson’s Baby Powder among teens and young adults was much lower than that of mothers. Also, 80% of the chosen class stated that they applied it to their face. This also opened the idea that “Filipino young people are no different than their counterparts in many other countries. They want to put distance between themselves and their childhood on some dimensions…” Knowing that there was strong interest among female teens and young adults in J&J baby powder they come up with research-based findings which conclude that the behavioural factor is strongly inviting them to capture the target audience based on their customary usage.

The age distribution of Philippine Population in 1989 aids the J&J Company to forecast their potential buyers based on the percentage of population per age. The age bracket also helps them identify the percentage of target audience that possess particular consumer knowledge, attitude, use or response to their product.

Thursday, February 18, 2010

Customer Focus

Companies, as they say, extend effort just to provide a solid foundation on the four enduring core concepts- Customer focus, Turned-on workforce, Management by fact and Continuous Improvement.

Solid foundation, in the sense that it becomes the lifeblood and backbone of an organization in doing their usual operations, addressing social responsibility, and upholding the intangible value of their names. Of course, it is pleasing to highlight those companies who capitalize innovation in upholding the value of customer focus. They customize their systems to keep the value of their customers in place. This article somehow, spotlights the role of Information Technology that encompasses the strategic plans of organizations, be it short term or in long term.

To different industries, such as airline company’s CRS (Computerized Reservation System), American Hospital Supplier’s Computerized Distribution System and Frito-Lay’s hand held computer to its sales force, information management system is truly a “strategic necessity.”

Perhaps, Information Management is part of the managerial activity which transforms “meaningless data” into vital information for all relevant users which suggests that top management must be critical in pointing out the foundation of their database. With that internal pool of information, it increases the accuracy and precision in connecting with the external factors of organization. Moreover, with an established streamline of technology, one can protect its asset and generate more output effectively and efficiently.

Now, having the idea and importance of Information Management, it is ideal to attach this with the traditional “Order Management Cycle.” This primarily covers the assets, organization and attention of an entity by which it demonstrates the full execution of its business cycle.

In Marketing, we learned that demand of your product is not enough that is why analysis to customers must be conducted. The idea in here is that, to be more efficient in selling quality products, organization must source customers by their actual behaviour. Sourcing out to customers is a key factor to generate orders more efficiently and so they have to update their records of retention of their customers. I realize truly the value of record keeping in as part of the quality management system because it helps the management fix their eyes to the ideal targets in the market. “Obsolete” ones are being taken off and now they see the clearer view of the picture. With that, they are able to spot those areas that need corrective action and those that need for improvement.

Keep customers longer by managing across OMC

Because of the established system, customers are already recognized and can be categorized according to preference and other parameters being set by the management. The company will be efficient in tracking their prospective customers and those who are loyal. Let us take for example a “Business Delivery System” which is used by the organization to be efficient in the operation. This system is open for customers’ judgement. They can judge based on the performance of its other links. This also brings integration of multiple steps into 1 which is very advantageous in business operation setting and last but not the least; it demonstrates speed which is also a strategic advantage.

Influencing Customer Behavior

Communication is the vital aspect here. How can you influence somebody if you lack communication, in the first place? The greatest challenge is to analyze the satisfaction rate of customers. This speaks more of just listening to their demands but also, doing something about it. To get customers to articulate their needs in a way that it is manageable is impossible to achieve if communication boundaries are too high.

We have been encountering many times the business mantra: “Maximize profit and minimize cost.” But most often than not, we tend to overlook some vital segments in an organization which are very much contributory to the life and survival of a business entity. Will this mantra suffice the necessities of organizations to withstand the complexity of business cycle? The answer lies in the ability of top management to decide on what investment to choose and we all know that installing a system is equivalent to a long term investment. Before a company climbs up to a higher level, they should consider the factors that contribute positively and negatively to the interdependence of such system. So, the issue here is not only in the difficulty of installing such system but of course, in maintaining it.

My point in here is clear: Making everybody involved in the corporate way of life. One important component to this less travelled path is to consider “continuous improvement.” This defeats the idea of implementing a system as an event rather than a part of culture and strategy. When a company do not consider continuous improvement a part of culture and strategy, ten to one it cannot be continuous. The idea of having an extremely short sighted view to business is one way of destroying the system. Perhaps, what makes continuous improvement discontinuous? Basically, it is because of the “Retention of command and control management” wherein, communication barriers are not efficiently eliminated and other ideas are not being heard. This has been a problem to other companies because opportunities for improvement are most of the time coming from the top.

We are blinded by the usual schema of “top-down” method of deciding to development and bringing out of ideas, having the idea of great ideas come from the top. We constantly neglect that most opportunities for improvement are relatively small. Again, it is a matter of culture. In Japan, for example, the number of ideas per employee is 37.4 compared to USA’s .12. Few managers that install systems and policies being aligned at big ideas realize how limiting this is. It is very impossible to achieve continuous development and excellence in many aspect of performance without the ability of paying attention to details. These details come from large number of small ideas.

Turning Data into Dollars speaks mostly in the asset management of a company that is supported by Information Management System. As time progress, competition in the world market becomes tougher and its usual result is the rising of entry capital to be able to be in the “competition arena.” Also, as competition increases, quality springs out to be noticed by potential customers. The tougher the competition, the greater the quality being served. This whole article somehow, exposed the innovative way of handling an intangible asset- trust. Trust, as we all know, takes time to be developed but it only seconds to destroy it. It is also the fuel to nurture relationship and as we all know, nurturing relationship is one big step to succeed in this world. Mostly, trust warrants us to go beyond the limited zone of attention.

With an expanded zone of attention, company aligns to individuals and other external factors and these individuals offer their responsibility to the company. With these, there is a proactive approach in managing the system installed.

There was this saying that, if you love what you are doing and passionate about it, the money will just follow.

KFC in China

The world’s largest chicken restaurant is planning to penetrate and like blog advertising, spread its marketing channel to the world’s most populous country. In 1986, they have 400 stores in Japan and 33 franchises in Singapore which are highly noticeable in terms of profitability and customer satisfaction. Again, that does not guarantee an easy penetration to other country, such as China, not merely because of its size or partly of the other players in the industry (McDonalds, Burger King, Wendy’s and Pizza Hut), but also by the environmental aspects that KFC would encounter. Even though, Tony Wang had experienced doing business in Tianjin, still he has to consider the managerial resources, supply of chicken, and the frequency of tourist and political issues that can bring major changes in the attitudes of Chinese employees. These changes are required under the KFC banner and entail time consuming training programs.

Being a fast food chain, KFC caters its customers in a manner that it is being prepared and served quickly. Customers that fall to these categories are being driven basically by their way of lifestyle and culture. Let us take for the example the case of Jollibee wherein the target audience are the kids that are normally accompanied by parents. In this case, it makes the whole family the major customers. The branches that were established in other countries tell us that foreign taste is being satisfied by their products, thus, tourists are also sought as target audience. Having chicken as the major raw material in their operation, accessibility of quality chicken will be of in great priority.

Now you got the point, the question is, Will the KFC’s advertising line of “we do chicken right” be patronized in China?

Having Tianjin as the sole ground for Tony Wang’s experience in doing business in China, he has acquired a sense of confidence in terms of developing contracts within the municipal government but unfortunately, question arises as to how can they do chicken right, if in the first place, they lack convenient supply of grain-fed chicken. Well, Shanghai shines as the largest population and being the center of Finance in China and it is the ground for major trade and financing, business transactions, and an arena that is bred by competition due to several existing “fashionable restaurants.” Likewise, the “doing the chicken right” concept is very much constrained because they have to import quality chicken from Thailand. The politically “foreign investment friendly” Guangzhou has the aces of being the preferred city for foreign investment, accessibility and familiarity in Western Management and Culture. But then again, they lack the accessibility of the primary economic factor for raw material-quality chicken.

In terms of the accessibility of supply, Beijing, have several poultry producers operating just outside the city and so it defines the feasibility of KFC’s investment. KFC’s dilemma of “franchising vs. partnership strategy” is being answered by the kind of political power that China possesses. Beijing, the capital city, and the center for most political activity, has the probable advantage of KFC’s first investment in China. Being the center for political activity, the provision of necessary access to Government agencies and business regulatory bodies can somehow be eased. Again, the implication for being the center for political activity means power and this justifies somehow the future of KFC China to expand using franchising strategy. Not mentioning Tony Wang’s ability in handling franchising operations particularly in major fast food companies, he knows that the franchising indeed is the best strategy and at the same time a management tool to handle branches that are being lead by managers who are culturally out of touch. He felt that KFC had been too conservative in penetrating international markets and also noted that most of the enormous profits for his projects were generating for franchisees and Beijing will be the “epicentre” of the expansion of KFC in China.