Post by account_disabled on Mar 6, 2024 4:09:02 GMT
I leave you this gem from David Ogilvy, one of the most recognized and awarded advertising professionals in the 20th century. I remember reading his obituary when I was studying my degree and I was impressed by his career: he proposed a simple and (above all) effective style. For those who want more details, in 1963 he published Confessions Of An Advertising Man. advertising-to-sell «I do not regard advertising as entertainment or an art form, but as a medium of information» «The consumer isn’t a moron; she is your wife» I am passionate about Ogilvy's clarity of ideas. A bit like Philip Kotler's story about marketing. An old story is told about an American shoe company that sent a sales representative to a Pacific island to investigate whether the company could sell shoes there. The researcher soon sent the following message: «People here don't wear shoes. "There is no market." The company manager did not give up and sent one of his best salespeople to the island. A few days later, the diagnosis was different: «People here don't wear shoes. "There is a huge market." But the story doesn't end here (although it is sometimes summarized like this). The manager, with the intention of gathering the most precise information, sent his best salesperson and left her on the island for several weeks to carry out a complete diagnosis.
His proposal overcomes the challenge that all companies face and is worth taking note of: «People have bad feet and wearing shoes would benefit them. We could design shoes that solve your needs. We will have to invest in advertising to inform people about the benefits of wearing shoes. We will need the cooperation of the tribal chief before we begin. People don't have money, but they grow the sweetest pineapples I've ever tasted. I estimated the sales potential and all costs; In addition, I considered the possibility of selling pineapples to an Australian supermarket chain that pays in dollars and I think we Industry Email List an get a 20 percent return on our money. I'm not a big fan of fables, but I think this example fairly accurately reflects what communication is for: to establish a dialogue with audiences with the aim of improving their experience and respecting their preferences. Excellence lies in the ability of this last agent to identify the real needs and desires of its audiences (also, and it is not simple, the potential desires and needs). In addition, it establishes mechanisms and protocols to benefit the market, customers and the company. For today I continue with the fables.
Chan Kim, co-author of the bestseller Blue Ocean Strategy with Renée Mauborgne and professor of strategy at INSEAD business school, puts it this way: “You don't have to give people what they want, but rather give them something better.” ”. The book analyzes competitive environments, which are divided into two situations: –'Red oceans' are limited to the existing market and customers, so companies compete to reach a larger share of limited demand. As the space becomes crowded with competitors, revenues and growth are reduced and competition becomes fierce, which is why the waters of that market become bloody. –The 'blue oceans' as “the unique market spaces where competition becomes irrelevant, that is, where the I-lose-you-win analogy does not occur.” The key is not just positioning. In branding it often seems that we only work to position companies in the market, but it is not enough. In addition to positioning, it is necessary tthe discourse is more powerful, pregnant and coherent. Positioning, for example, must be combined with the price variable to understand the motivations of each audience member: a perception of expensive price is sometimes as much a price problem as it is a positioning issue (that is, a positioning that does not convey value or is simply not of interes.
His proposal overcomes the challenge that all companies face and is worth taking note of: «People have bad feet and wearing shoes would benefit them. We could design shoes that solve your needs. We will have to invest in advertising to inform people about the benefits of wearing shoes. We will need the cooperation of the tribal chief before we begin. People don't have money, but they grow the sweetest pineapples I've ever tasted. I estimated the sales potential and all costs; In addition, I considered the possibility of selling pineapples to an Australian supermarket chain that pays in dollars and I think we Industry Email List an get a 20 percent return on our money. I'm not a big fan of fables, but I think this example fairly accurately reflects what communication is for: to establish a dialogue with audiences with the aim of improving their experience and respecting their preferences. Excellence lies in the ability of this last agent to identify the real needs and desires of its audiences (also, and it is not simple, the potential desires and needs). In addition, it establishes mechanisms and protocols to benefit the market, customers and the company. For today I continue with the fables.
Chan Kim, co-author of the bestseller Blue Ocean Strategy with Renée Mauborgne and professor of strategy at INSEAD business school, puts it this way: “You don't have to give people what they want, but rather give them something better.” ”. The book analyzes competitive environments, which are divided into two situations: –'Red oceans' are limited to the existing market and customers, so companies compete to reach a larger share of limited demand. As the space becomes crowded with competitors, revenues and growth are reduced and competition becomes fierce, which is why the waters of that market become bloody. –The 'blue oceans' as “the unique market spaces where competition becomes irrelevant, that is, where the I-lose-you-win analogy does not occur.” The key is not just positioning. In branding it often seems that we only work to position companies in the market, but it is not enough. In addition to positioning, it is necessary tthe discourse is more powerful, pregnant and coherent. Positioning, for example, must be combined with the price variable to understand the motivations of each audience member: a perception of expensive price is sometimes as much a price problem as it is a positioning issue (that is, a positioning that does not convey value or is simply not of interes.