rural marketing Strategy | Interactive marketing Solutions Mahalaxmi

Our talented team know how to excite, inspire and engage. With backgrounds in events, entertainment and travel, we’re full of ideas for amazing prizes and unforgettable incentives!

At Fulcrum, we all come to work every day because we have a shared love of travel and delivering once-in-a-lifetime experiences.

Our team meetings are buzzing with fresh ideas, brand new experiences and glowing feedback from our travellers. We know what makes a great incentive, we have an encyclopaedic knowledge of the best experiences around the world, and we have an ever-expanding ‘little black book’ of the most exclusive suppliers in the business.

In addition to our creative ideas and experience, we know that our clients value our expertise and dedication to solving problems rather than creating them. Prizes and incentives are our world, but we understand that our clients have other priorities, so we make sure we’re delivering our ideas on-time, on-budget and on-brand. We thrive on tight deadlines, logistical challenges and creating perfectly tailored solutions, without the headaches!

About us

Perfect solutions every time
As a leading marketing Agency, we’re immensely proud to work with brands and agencies across a huge range of sectors and industries, giving us an unrivalled breadth of experience.

we have created and fulfilled prizes for promotions and activations across the world.

Our aim: help our clients achieve their goals through our experience and expertise, taking the stress and hassle out of prize fulfilment.

We work for both direct brands and agencies, often in collaboration or with other specialist agencies and partners. Many of our clients have existing assets – from festival tickets to sports hospitality – which we help them to build into the best possible prize packages. Others want to create unique, eye-catching marketing and btl content around their prize winners. We can deal with winners from any country and in any language; we can provide a full btl management service; we can even source camera crews for content capture.

Whatever your brief, we’ve got it covered.

SALES INCENTIVES

Driving sales and performance through tailored, flexible incentive programmes

With pressure always on to drive sales and performance, sales incentives are an essential part of rewarding achievement within many companies. From internal staff reward programmes to dealer and channel incentives, there’s no better way to create a happy, engaged and motivated workforce.

Our main goal is to understand your people and what makes them tick. From hundreds in a call centre team to a small on ground sales team, a clear overview of your audience is the most important part of the process. By taking a best approach, offering maximum choice and flexibility, we create incentives which are targeted, effective and tailored to your team.

Whether it’s sales rewards, dealer incentives or channel incentives, drop us a line; we’d love to help you drive sales with our fresh and creative approach to prizes and incentives. From once-in-a-lifetime holidays to mini-breaks, high-street vouchers and designer goods, you can rest assured that with Fulcrum you’re in safe hands.

24 hour turnaround for urgent briefs
Topline ideas within 2 hours if needed
Competitive fixed quotes with no hidden costs
Expert Winner Management and Fulfilment

rural marketing Strategy | Interactive marketing Solutions Mahalaxmi

Brand Design for the Professional Services Firm: The Ultimate Guide for Marketers and Executives

If you are about to rebrand your firm, an exciting opportunity lies ahead to change the way prospective clients think about your organization. And the process that takes you from here to there is called brand design.

But many people don’t fully understand what brand design is, how it works and what it can achieve. In this guide, we provide the fundamentals you need to dive into a rebranding program with your eyes wide open to its marvelous possibilities.

Download The Brand Building Guide

Who Is this Guide For?

We developed this guide to help any professional services marketing director, firm principal or stakeholder understand the value of brand design and how you can use it to attract better prospects, improve engagement and start building loyalty at the earliest stages of the buyer journey.

What Is Brand Design?

Let’s begin with a simple definition. Brand design is the deliberate process of changing the way a firm is perceived in the marketplace. This process has both strategic outcomes, such as positioning and messaging, and visual outcomes, such as a firm’s new logocolor palette and marketing collateral.

While many people associate the term “brand design” solely with a brand’s visual components — its “brand identity” — that definition is incomplete. There is much more to designing a brand than manipulating color, type and imagery. Without a strong strategic foundation, a firm’s brand identity will lack purpose and emotional power. To pull off a fully realized, coherent brand design requires a broad range of skills, from research and strategy to writing and graphic design.

How Brand Design Differs from Brand and Branding

The language used in branding can be confusing. How is brand design different from branding or, for that matter, a brand? In fact, these three concepts are closely related.

If you boil away all the hype, a brand is nothing more than a perception. It’s the way clients and the outside world perceive a firm. It is how people think about and experience it. When people talk to others about your firm — the way they feel and what they say about you — that’s your brand. You can express this perception as an equation with two variables:

Reputation  x Visibility

Put simply, a strong brand is both well regarded and widely known.

Branding, on the other hand, is a deliberate program to produce a desirable brand. When a firm undergoes rebranding, it assembles a team — usually a combination of internal and external resources — to change the way their business is perceived in the marketplace. An effective branding program will address both reputation and visibility.

Finally, brand design is the process of building that brand, using brand strategy and positioning as guiding principles. The strategy can then be communicated through messaging and visuals. When people talk about the branding process, they are talking about brand design.

Why Brand Design Matters

A lot of firm executives believe that the value their firms deliver is a direct function of their expertise. Here’s how they think: if providing outstanding professional service is all about the people, is investing in an expensive brand identity even worth it? What good does a fancy new logo, a sweeet set of business cards or a $70,000 website do you, anyway? We’re in the expertise business, not selling a fantasy or pushing a product.

Sadly, these leaders are mistaken. Expertise has no inherent value at all. Until, that is, people are persuaded it has value.

Brand design is a powerful tool marketers use to persuade people that a firm delivers exceptional value — even if the firm charges higher fees than their competitors. It delivers the rationale for selecting your firm over your competitors, and it supports that idea with clear messaging and an appealing visual framework that inspires confidence and trust.

The Strategic Foundations of Brand Design

Effective brand design addresses both a buyer’s conscious (rational) and unconscious (irrational) mind. But this doesn’t happen by accident. It requires an underlying strategy, one that distinguishes the firm from similar competitors and is designed to convince a certain segment of buyers that the firm is a perfect match for them. Four components go into a successful brand strategy:

  1. Research – Studies have shown that the gap between how firms think they are perceived and how they actually are perceived is shockingly wide. The only way you can find out what clients really think about you — what they love and what drives them bonkers — is to engage an independent research professional or firm to interview your clients and prospects. You see, it’s devilishly difficult to get honest answers from clients when you ask them the tough questions yourself. Most of your clients don’t want to hurt your feelings or risk damaging the relationship. However, when interviewed by an impartial third party promising them anonymity, clients feel freer to open up and volunteer useful, sometimes sensitive information. These honest findings are almost always eye-opening, and they provide the crucial ingredients for a powerful differentiation strategy.
  2. Differentiation – Buyers often struggle to tell professional service providers apart. It’s not unusual for multiple competing service providers to offer more or less the same set of services and use similar language to describe what they do. Differentiation is the first step toward solving that problem. Once you have conducted brand research, you’ll have many of the raw materials to begin drawing up a list of differentiators — those characteristics of your firm that clients and potential buyers value about your firm. You may be able to supplement these findings with other defining characteristics that you know to be true about your firm, such as an industry or service specialty.

Figure 1. A narrow focus can be an effective way to differentiate your firm.

  1. Strategy & Positioning – Using your differentiators as a starting place, you can develop a strategy to position your firm against key competitors and encourage a segment of the market to favor you over the others. Your strategy needs to achieve two things: 1) separate you from similar firms, and 2) establish a reason buyers will choose you. Using your differentiators, strategy and other key features of your firm, you can craft a compact and compelling positioning statement that lays out your unique place in the marketplace. Think of your positioning statement as the storyline that hooks your audience and pulls them in — a narrative you can return to again and again as you develop marketing messages.
  2. Messaging – Your positioning isn’t worth much if you can’t articulate it to your prospects. That’s why messaging is an essential step in building a persuasive brand. Many teams that go through a firm rebranding discover that, for the first time ever, they are able to explain, simply and clearly, how their firm is different. It’s a magical moment! This messaging comes in many guises, from your elevator pitch to the headlines on your website. Some firms also develop a tagline specifically to support their positioning.

Figure 2. Personality infuses the messaging on this law firm’s website.

The Visual Elements of Brand Design

“Design is the silent ambassador of your brand”

—Paul Rand

When most people hear the word “branding,” they think of a company’s logo, signage, collateral, advertising, maybe even its great-looking website. That’s no accident. We are visual beings, and every day we use our eyes to make sense of the things around us — including the businesses we interact with and buy from.

Psychologists have found that we process visual information more quickly and efficiently than other types, and colors, shapes and pictures can irrationally affect the way we feel about the things we see. That means the appearance of a firm’s marketing materials can influence what we think about a firm, even before we interact with it. When people encounter a clean, scrupulously organized brand identity, they tend to project some of their impressions of the design onto the firm itself — for instance, attention to detail or sophistication.

That’s why some firms invest substantial time and money in their brand identity. The result — a tidy system of well-designed components — can evoke positive feelings and emotions. Visual impressions matter, and having a high-credibility brand identity can make it easier to turn prospects into clients. Conversely, a low-credibility brand can do a great deal of harm.

Brand identity covers a wide spectrum of materials. Which ones a firm chooses to develop depends on how it attracts and nurtures prospective clients. Below, I describe a few of the more common visual brand design elements and materials:

Logo – It’s said that many businesses confuse their logo for their brand. Whether or not that’s true, the logo is one of the most visible components of a brand, so its outsized reputation has some merit. Your logo is a visual proxy for your firm. As a result, it provides an opportunity to make a statement about your firm, differentiate you visually from competitors and set a compass point for the rest of your brand.

Figure 3. Nablis’ logo applied to business cards.

Website – Apart from your logo, your website is probably the most visible expression of your brand identity. It is a rich visual medium that can include motion graphics, engaging user interactivity and multimedia elements — so it offers a terrific opportunity to impress your audience. It is also a complex platform that must look great on devices large and small. If it is not designed and built with skill, a lot can go wrong.

Let’s be honest. Websites are expensive, and great websites can be very expensive. But because virtually every prospect will check out your website, it is one of the most important brand design investments you can make. According to our research, about a third of professional services buyers reject a firm on the basis of its website alone. So be sure to put your marketing budget where your buyers are.

Figure 4. Grimm + Parker Architects’ website is visually dynamic.

Marketing Collateral – This is a general term for any outward-facing printed or digital materials that you might supply to a prospective client or job candidate. In these materials — whether a firm brochure, sales sheets or research report — you can explore the full range of your visual brand. From colors and photography to typography and layout, collateral is where designers can strut their stuff and push the creativity of your brand identity.

Figure 5. EDG2’s firm brochure casts the firm as sophisticated and energetic.

 

Stationery – In today’s electronic business environment where PDFs, Word docs and email have replaced couriers, snail mail and overnight delivery services, there is less and less need for traditional printed letterhead and envelopes. In fact, some firms have abandoned the paper versions entirely. And while business cards are still common, they are no longer essential equipment at some businesses. Whether or not you have embraced the all-digital workplace, you still need to make a good impression at every touch point with a prospect. Every time you send a letter electronically or on paper, and whenever you hand a prospect your business card, you are delivering visual signals about your credibility and professionalism. High-credibility firms are associated with crisp, elegant design, and making the right impression is especially important on these early-stage, front-line materials.

Figure 6. Darnall Sykes Wealth Partners’ stationery suite is rich and confident — exactly what a wealth management firm should be.

Other Elements – Of course, a firm’s visual design can be applied to anything people outside or inside the firm might encounter. Here are a few examples:

  • Tradeshow displays
  • Advertising
  • Social media pages
  • Proposals
  • Pitch decks
  • Deliverables
  • Environmental signage
  • Vehicles
  • Uniforms

It’s important that all of your marketing components communicate the qualities and personality of your brand with consistency.

Figure 7. S&ME vehicle and uniform branding.

 

Brand Identity Guidelines – How do you corral your designers and far-flung team of professionals to maintain a visually organized and strategically sound visual identity? Brand identity guidelines are an important part of the answer. (Another, often more challenging part is enforcing the guidelines.) Ask your branding firm to document your identity’s key elements and their usage. Basic guidelines might cover a few key items: your logo, color palette and typography, for instance. A more comprehensive document might include guidance on layout, photography, signage, video, animations and even your writing tone and voice.

Figure 8. RS&H’s brand style guidelines.

What Separates Great Visual Brand Design from the Ordinary?

Great design. It’s tough to define, but you know it when you see.

Or do you?

Why is it, then, that so many firms take similar approaches to their brand identities? Let me illustrate my point. Here are the homepages of nine Chicago accounting firms:

 

Notice any problems here?

For one thing, all of these homepages are dominated by the color blue, which happens to be the most common color across the professional services. Firms seem to gravitate to “navy” and “royal” blues, in particular. When so many competitors share the same narrow preference for colors, buyers are conditioned from the beginning to believe that their choices are all alike.

Download The Brand Building Guide

Another endemic problem is clichéd imagery. These home pages feature the same predictable, tired images, following a familiar, well-worn road. Calculators, pens, charts, computers — these images not only represent a failure of imagination, they compound the buyer’s dilemma. In your industry, the clichés might be chess pieces, boardrooms, mountain climbers, handshakes, eagles, gavels, globes, puzzle pieces, stethoscopes — the list of stale imagery is as exhaustive as it is exhausting. Do any of these look-alike firms bring anything special to the table? The answer, regrettably, is probably not. And if they do, they sure don’t act like it.

Brand design is an opportunity to break out of the follower mentality and take your brand design in a fresh direction. If most of your competitors have followed a particular visual direction, then take that as your cue — head somewhere else. Almost anywhere else is better than the miasmic mud holes where the herds wallow.

Of course, not all of your competitors use the color blue. Nor do they all embrace the same types of imagery and layouts. That’s why — before you begin redesigning your identity — you need to find out what your competitors are doing visually. Conduct a formal survey of their visual brands. Can you spot any trends? Then work with your branding partner to explore the open territory where you can differentiate you firm and give your brand room to grow.

Figure 10. Don’t be afraid to take your brand in a fresh, new visual direction.

 

Great visual brand design is as much about finding your own way as it is about typefaces and colors and grids. When you work with a branding firm or graphic designer, it’s important that you appreciate this concept — encourage your design partner to explore the blue ocean and take some risks. It’s far too easy to settle for a brand design approach that is comfortable and safe. And by “safe,” I mean terriblefor your business.

Now, to explain in this blog post what makes one logo or website design good and another ho-hum is an almost impossible task. Good taste is acquired over time through repeated exposure to exceptional design. An experienced visual brand design partner can navigate the opportunities available to you and help you create an identity that evokes credibility, sophistication and vitality. Here some things to look for in a brand design partner:

  • They know your industry.
  • They’ve worked with brands that you admire.
  • They use research and data to inform their creative decisions.
  • They win design awards. (While you shouldn’t take awards too seriously, they can be a signal that a firm produces distinguished, original work.)
  • They have the confidence to lead you through the rebranding process and explain their recommendations when you have questions.

And to take that last point one step further, it’s up to you to give your branding partner the permission to take your firm into uncharted territory.

Conclusion

Brand design at its best should challenge you at every turn. A strategy that truly differentiates your firm demands sacrifice — often pruning away client segments or service offerings you’ve grown comfortable with over the years. And a well-conceived brand identity should go out of its way to thumb its nose at the status quo. That’s not to say every great brand design has to be brash or bold. But it should have a personality all its own and a purpose that is clear, easy to grasp and distinctive.

In the end, brand design should not be driven by you, at all — it’s the buyer who matters most. Brand design is about making it easy for the buyer to make the right choice in the marketplace. It’s about positioning your firm to be the clear pick and making sure that appropriate prospective clients not only can find your firm but are predisposed to trust it.

face2face marketing
 rural marketing Strategy, Interactive marketing Solutions, Corporate Marketing Companies ,
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Interactive marketing ideas , On ground marketing ideas, Corporate Marketing ideas ,
Shopping Centre Marketing ideas , public school Marketing ideas ,
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housing society Marketing Agent | shop To shop marketing Strategy Mahalaxmi

We inspire the people who power your business.

No matter who you are and what you sell, the success of your business relies on your ability to engage with two critically important groups – the people who buy from you and the people who work for you. At Fulcrum, we create truly personalised incentive programmes that have the power to energize your business. Each Fulcrum initiative is designed around the specific interests and aspirations of your customers and your people. We engage and inspire the people that matter – the people who power your business.

Our Values
Client- centricity and the provision of quality service are key values. Providing a developmental and supportive marketing environment for our staff and recognising the importance of our suppliers are integral to our business ethic. Openness, honesty, transparency and a commitment to our community underpin everything we do.

Our Team
The heart and soul of what has made us so successful is our staff. It is their passion, commitment to quality and positive, can-do attitude that delivers outstanding performance to our clients and reinforces our reputation for service excellence.
From selection & recruitment through to training & development, we continually invest in our staff to ensure we have the right people, with the right skills to make sure that the job gets done right, first time.

Quality
Fulcrum has always aimed to be quality leaders in our industry. An impressive array of accreditations, for Quality, Environment, Security and Staff development are simply the kite-marks that demonstrate our core values in this respect.

Fulcrum Agencies
Over the years we have worked with agencies of all sizes and styles. We understand the hectic world of marketing and advertising and we have developed services specifically designed to adapt to short lead-times, changing needs, last minute requests and the occasional ‘sprint finish’.

Retail
With a long-history of providing services to retailers, whether major chains or small specialist outlets, it was a very easy step for us to adapt that to the on-line world. These days we can handle high-volume fulfilment for direct-to consumer on-line web-orders as we can easily provide retail replenishment and store refurbishment.

The Importance of Vision for Your Business

What if for a few minutes you were living your mountaintop experience? You envisioned a time when everything was going great. A time you left all your limiting thoughts behind; about not having enough money, time or not enough experience. Imagine yourself at the end of the journey celebrating your success.Coming from that Vision, you act, think, become that person on the mountaintop. It can be as simple as closing your eyes and dreaming – using your IMAGINATION.

Walt Disney was a dreamer and built an empire by using his imagination. He turned his dream into a kingdom. He referred to the teams of people he worked with as “Imagine-eers” believing deeply in the power of Imagining. He used the pictures in his mind to bring his dream into form.As he started out building his small business he had his share of setbacks but he was so driven by his vision that nothing deterred him; not even bankruptcy or betrayal when his producer hired away most of his  animators and took over the production of the his best animated cartoon in his own studio.

Walt Disney’s story of success is one that many entrepreneurs can relate to and often strive to replicate and as Disney said, “Always remember that this whole thing was started with a dream and a mouse.”Disney was Vision Driven. Are you Driven by Your Vision or ruled by Limiting Circumstance?  Living in your Vision is an expansive and creative way of being.

However, most small business owners fail because they focus on their limiting circumstance.

3 things that make small business owners fail:

1. Business owners forget their ‘Why’. Why they began the business in the first place.

  • They lose touch with their purpose
  • They forget what matters
  • Lose sight of their passion to make a difference (their mission)

2. They start focusing on the problem rather than the opportunity ….they can’t see what they can do because they are so focused on what is not working and by doing this the problems expand.

They focus on the lack:

  • not enough revenue
  • not enough time
  • not enough support
  • not enough clients

3. Not having an “image in mind” for what they would love the business to look like…. the key words here are “in mind”… your vision. Everything is created twice. First in your mind and then created into reality.

Using the tool of ‘Living from your Vision’ makes anything possible. What would you love? By making this shift you change the word “struggle” to “opportunity for growth”!

Asking yourself questions such as:

  • What would it look like if it all turned out? (What if…)
  • What does the successful business that you have  ‘in mind’ look like?

“What can I do in 15 minutes?”

or even

“What can I do in the next 5 minutes?”

“I live in the world of my vision, and you can too.”

 

 

 

face2face marketing , rural marketing Strategy , Interactive marketing Solutions , Corporate Marketing Companies,

housing society Marketing Agent , shop To shop marketing Strategy , home2home marketing ideas , Interactive marketing ideas , On ground marketing ideas , Corporate Marketing ideas , public school Marketing ideas , b2c marketing ideas , face2face marketing ideas

 

Experiential marketing Agent | Direct Marketing Plan Chor Bazaar

About Us

Fulcrum use fun interactive experiences to increase engagement by at least 300% against other comms methods.

People’s behaviour and how they interact with organisations, and the channels they prefer to use, has changed. This is true for consumers and employees alike. Many brands, however, continue to push messages out in the hope they get noticed at the right time and in the right place.

To deliver the kind of experiences that individuals want, deserve and engage with, a marked-change is required; a change that sees organisations delivering communications that not only capture an audience’s attention, but which audiences actively want to participate in and engage with and consumers actively want to engage with brands of their choice.

Fulcrum’s marketing platform allows brands’ teams to create , interactive campaigns that drive positive consumer behaviour by rewarding consumers for their actions. These engaging experiences give consumers something new and exciting to do and re-engage lapsed customers, keep a brand front of mind in between visits, increase acquisition and ultimately, drive greater footfall and revenue, even on those quieter days.

Experiential marketing Agent | Direct Marketing Plan Chor Bazaar

PRICE YOUR PRODUCT OR SERVICE

PRICE YOUR PRODUCT OR SERVICE-The price you charge for your product or service is one of the most important business decisions you make. Setting a price that is too high or too low will – at best – limit your business growth. At worst, it could cause serious problems for your sales and cash flow.

If you’re starting a business, carefully consider your pricing strategy before you start. Established businesses can improve their profitability through regular pricing reviews.

When setting your prices you must make sure that the price and sales levels you set will allow your business to be profitable. You must also take note of where your product or service stands when compared with your competition.

This guide shows you how to build a pricing strategy and how to work out your costs and pricing to make sure your business is profitable. It also looks at different pricing tactics and changing your prices.

  • The difference between cost and value
  • Covering fixed and variable costs
  • Cost-plus versus value-based pricing
  • How to build a pricing strategy
  • Different pricing tactics
  • Raising or lowering prices

THE DIFFERENCE BETWEEN COST AND VALUE

Knowing the difference between cost and value can increase profitability:

  • the cost of your product or service is the amount you spend to produce it
  • the price is your financial reward for providing the product or service
  • the value is what your customer believes the product or service is worth to them

For example, the cost for a plumber to fix a burst pipe at a customer’s home may be $5 for travel, materials costing $5 and an hour’s labour at $30. However, the value of the service to the customer – who may have water leaking all over their house – is far greater than the $40 cost, so the plumber may decide to charge a total of $100.

Pricing should be in line with the value of the benefits that your business provides for its customers, while also bearing in mind the prices your competitors charge.

To maximise your profitability, find out:

  • what benefits your customers gain from using your product or service
  • the criteria your customers use for buying decisions – for example, speed of delivery, convenience or reliability
  • what value your customers place on receiving the benefits you provide
  • Wherever possible, set prices that reflect the value you provide – not just the cost.

COVERING FIXED AND VARIABLE COSTS

  • Every business needs to cover its costs in order to make a profit. Working out your costs accurately is an essential part of working out your pricing.

Divide your costs under two headings:

  • fixed costs are those that are always there, regardless of how much or how little you sell, for example rent, salaries and business rates
  • variable costs are those that rise as your sales increase, such as additional raw materials, extra labour and transport

When you set a price, it must be higher than the variable cost of producing your product or service. Each sale will then make a contribution towards covering your fixed costs – and making profits.

For example, a car dealership has variable costs of $18,000 per car sold and total fixed costs of $400,000 a year that must be covered. If the company sells 80 cars each year, it needs a contribution towards the fixed costs of at least $5,000 per car ($400,000 divided by 80) to avoid making a loss.

Using this structure, you can assess the consequences of setting different price levels:

  • if the car dealership sells cars at less than $18,000 (the variable cost per car), it makes a loss on each car it sells and does not cover any of its fixed costs
  • selling 80 cars at $18,000 means a loss of $400,000 per year as none of the fixed costs are covered
  • selling cars at $23,000 results in breaking even, assuming the target 80 cars are sold (80 contributions of $5,000 per car = $400,000, i.e. the fixed costs)
  • selling cars at $24,000 results in a profit, assuming 80 cars are sold (80 contributions of $6,000 = $480,000, i.e. $80,000 over the fixed costs)
  • if more or fewer than 80 cars are sold, profits are correspondingly higher or lower

COST-PLUS VERSUS VALUE-BASED PRICING

There are two basic methods of pricing your products and services: cost-plus and value-based pricing. The best choice depends on your type of business, what influences your customers to buy and the nature of your competition.

Cost-plus pricing

This takes the cost of producing your product or service and adds an amount that you need to make a profit. This is usually expressed as a percentage of the cost.

It is generally more suited to businesses that deal with large volumes or which operate in markets dominated by competition on price.

But cost-plus pricing ignores your image and market positioning. And hidden costs are easily forgotten, so your true profit per sale is often lower than you realise.

Value-based pricing

This focuses on the price you believe customers are willing to pay, based on the benefits your business offers them.

Value-based pricing depends on the strength of the benefits you can prove you offer to customers.

If you have clearly-defined benefits that give you an advantage over your competitors, you can charge according to the value you offer customers. While this approach can prove very profitable, it can alienate potential customers who are driven only by price and can also draw in new competitors.

HOW TO BUILD A PRICING STRATEGY

You need to decide whether to use cost-plus or value-based pricing.

It’s important to find out what your competitors offer and what they charge. If you phone your rivals and ask them for a quote, you can use this information as a framework.

It’s probably unwise to set your prices too much higher or lower without a good reason. If you price too low, you will just be throwing away profit. If you price too high, you will lose customers, unless you can offer them something they can’t get elsewhere.

The perception of your product or service is also important. In many markets, a high price contributes to the perception of your product as being of premium value. This might encourage customers to buy from you – or it might deter price-conscious customers.

It can be useful to charge different prices to different customers, e.g. to customers who purchase repeatedly, or buy add-on or related products, as a thank you for their loyalty. Bear in mind that customers who are expensive to satisfy will be less profitable, unless you charge them higher prices. One-off sales may cost you more than repeat business.

You can also use pricing tactics to attract customers. See the section below on different pricing tactics.

Whatever prices you set, check that they cover your costs and can deliver a profit. See the page in this guide on covering fixed and variable costs.

DIFFERENT PRICING TACTICS

Different tactics can help you attract more customers and maximise profits.

Discounting

Offering specially-reduced prices can be a powerful tool. This could be a clearance discount to sell old stock, a discount for making multiple purchases of the same or similar products, or you could offer bulk discounts to encourage larger orders. You should be able to make these more profitable through lower costs.

But be careful. If you discount too much, customers may question your full-rate pricing or see you as a cheap option, making it difficult to charge full-rate prices in the future.

Odd value pricing

Using the retailer’s tactic of selling products for $9.99 instead of $10 can be useful if price is an essential part of customers’ buying decisions. Some customers perceive odd value prices like this as being more attractive.

Loss leader

This involves selling a product at a low or even loss-making price. Although you may not make a profit selling this product, you could attract customers who will also buy other, more profitable products.

Skimming

If you have a unique product or service, you can sell it at a high price. This is known as skimming – but you need to be sure that what you are selling is unique.

Otherwise you may just price yourself out of the market if there is credible competition.

Penetration

This is the opposite of skimming – starting at a low price and gaining market share before competitors catch up with you. Once you have a loyal customer base, you should be able to find ways to raise prices later

RAISING OR LOWERING PRICES

There will be times when you need to change your prices. But before you do, you should analyse the impact on your profitability of any proposed price change.

There are two key questions you will need to answer:

  • What effect will the price change have on the volume of sales?
  • What will the effect be on the profit per sale?

Increasing prices

Increasing prices can improve your profitability even though your sales volume may drop.

If you are increasing your prices, always explain to your customers why you are doing it. You can use the price change as an opportunity to re-emphasise the benefits you offer. A good explanation can also strengthen your relationship with a customer.

There are also ways that you can hide price increases. For example, you might:

  • introduce new, higher-priced products or services and make older, cheaper ones obsolete
  • lower the specification – and your costs – while maintaining the same price

But be aware that hiding price increases can risk adverse reactions from customers if they realise what you are doing.

Reducing prices

You should never take the decision to lower prices lightly. Low prices often go hand-in-hand with poor-quality service – is this the image you want to create for your business?

Concentrate on building profits rather than cutting prices to build up sales. In most circumstances, your customers decide to buy from you because of the benefits you offer, along with your price. It is rare for the decision to be made based solely on the price.

 

PRICE YOUR PRODUCT OR SERVICE

 

Direct Marketing Plan Chor Bazaar

Experiential marketing Agent, Product marketing consultant , On ground marketing ideas , shop marketing Plan

On ground marketing ideas , shop marketing Plan, door2door marketing Program , BTL marketing Program , Field marketing Program , campus Marketing Program , multiplexes Marketing Program, Business To Business marketing Program

 

home2home marketing ideas | rural marketing Strategy in pune

Fulcrum Marketing Services in Pune are the catalyst to bringing your advertising vision to life. While many ideas start in a boardroom, you need experienced marketers on the ground who are able to conceptualize, plan and execute a well thought-out marketing campaign in the field.

we supply the experience, connections, relationships, and knowledge needed to maximize the potential return on investment for each of our clients as well as help identify and pursue select market opportunities as they come available, home2home marketing ideas | rural marketing Strategy in pune. Our local insight allows us to create exceptional investment potential for our partners and clients and enhanced living experience for our residents.

CREATING COMMUNITIES WHERE PEOPLE ARE EAGER TO LIVE AND RELUCTANT TO LEAVE

We define and position apartment homes for success. We are passionate about the residential experience and the qualitative and quantitative points that drive us to make strategic decisions that inform what a home should be — specific to its marketplace.

Results are realized through both the speed of lease-ups and financial performance of the on-going stabilized investment.

MARKET RESEARCH
We crunch the numbers, ask the questions, assess current trends and forecast future trends with detailed, up-to-date research to understand our markets; Ensuring our clients have the right data points to make the best decisions going forward.

MARKET POSITIONING
What’s the experience living here? What’s the story and name of this place? Our experience and insight allows us to identify and position each project’s distinctive offerings as its market niche. We provide an understanding that goes deeper than looking at trends. We create sought-after, thoughtfully executed apartment communities that are compatible with their surrounding neighborhoods.

MARKETING STRATEGY
Overall success relies on a thoughtful marketing strategy. In a constantly changing environment, we develop and implement each marketing initiative specific to your audience and budget. Reaching consumers in a way that educates and informs; ultimately creating product desirability and excellent rates of return.

 

 

Build Winning Advertising Agency

OK, Let’s Go…

When I owned Citrus, my Portland and Bend Oregon advertising agency, I woke up every morning (and even some nights) thinking hard about my agency’s business development program. I lived as if Nike, our largest client, was about to walk out the back door along with its revenues. I bet as an ad agency owner or manager you have rough nights too. One of the things I knew I could and should do was to manage this back-door issue was to have an active, I stress active, new business plan in place.

Here are some (I stress some) of the elements of my new business plan. They helped me grow Citrus (with new clients like Harrah’s, LegalZoom, Nike and the Montana Lottery). I hope my insights help you grow your agency.

Execution Rules.

When I set out to write this advertising agency new business post I didn’t think that it would be this long – a warning to the ADHD types. But, advertising agency new business planning is complex and is getting more complex every day due to the rapid changes in our industry and technology. That said, the devil in business development, you know what’s coming, is in the detail. Success is all about execution.

For example, running a successful inbound biz dev program that attracts market attention must be based on a sound strategy and smart agency process if you want to run a 24/7 sales program. Staying the course is critical.

The Communications Agency Business Plan. First Things First.

I have never been able to construct an effective business development program without first having an agency business plan.

The business plan should include (at least):

  • Your agency’s business and business development objectives
  • An assessment of your current strengths and weakness (I have all of my clients do an internal SWOT analysis)
  • A competitive agency positioning (specialization is a good thing)
  • An analysis of your space in the world – as in, why would a client hire you?
  • Clear target market objectives and target market personas
  • A service plan (it might mean adding new services)
  • Your inbound and outbound (think Account Based Marketing) plan
  • The very important objective of running unignorable messaging
  • A dedication to being consistent and efficient – as in having a process

Your business plan should also help you plan for your future in the evolving world of marketing communications. I think that client confusion with the evolving state of advertising and marketing – this includes big and small clients – makes today a great time to be an agency. Winning agencies are resolving their business challenges, crafting the right services and guidance and, importantly, are willing to modify their business model to avoid disruption to achieve success.

It is also imperative that you develop a roadmap for how to grow your current agency to become the agency of the future. The market, communication platforms and client expectations are changing rapidly. Assess your current strengths, weaknesses and how your agency expertise and personnel are going to stay ahead of change (do an annual SWOT analysis).

Change can be very profitable. What if you could restart your agency using a blank sheet of paper? Would you build a replica of your current agency or would it look dramatically different? If you think that change is in order, you better get started. Here is a powerful mantra from General Eric Shinseki. 

“If you dislike change, you’re going to dislike irrelevance even more.”

The Agency New Business Program – Join The 34%

Armed with your business plan you can get ahead of your competitors by having a comprehensive new business plan. Most agencies do not have a plan. Get this industry research…

66% Of Advertising Agencies Report That They Do Not Have a Business Development Plan. This Is Lunacy!

Your plan should include most, if not all of the following:

Conduct an agency brand review to determine if your current brand and services deliver market differentiation; build a positive reputation; generate incoming client interest and attract talented employees.

Create a set of ‘buyer’ personas so you know exactly what type of client you want and how they think and act.

Have a compelling agency brand story that is driven by your history, products, services and your personality. Need help? Read Seth Godin’s “All Marketers Are Liars.”

Managing the Process.

Unless your phone is ringing off the hook, your agency’s new business program must be an agency priority.

Agency leadership has to be actively involved with establishing new business objectives, strategic planning and execution.

Stay on top of the process. Have at least bi-monthly new business planning meetings.

Business development is 24/7. Your digital marketing program and management and staff activities must be ongoing and consistent.

Hire a Business Development Director to help manage the new business program and act as the agency sales leader or hunter. This person’s key job is to get meetings with the right prospects. Use my Business Development Director’s compensation plan to orient their focus.

Stimulate and empower others in the organization to participate. Everyone is responsible for growth. Best case, they will come up with a marketable new service. At the least, they should be keeping their eyes open for leads.

Prospecting.

Prospecting is a long-term play and takes time. Be prepared, persistent and patient.

Use Account-Based Marketing. An ex-Microsoft exec, a client of mine, recently lauded  Account Based marketing. He described it as something “new”. I quickly recognized it as ‘targeted sales’ and laughed. Whatever… it works. Here is a Wiki definition.

Account-Based Marketing (ABM), also known as key account marketing, is a strategic approach to business marketing based on account awareness in which an organization considers and communicates with individual prospect or customer accounts as markets of one.

Simply put –> ABM = Targeted Outreach = Direct Interest = Sales. This is a big subject worth studying. It’s all about identifying the target company and its people and then having a sound plan to reach them with the information and insights they will want to read.

Manage an active Excel prospect database and/or CRM system. If you have to, keep it simple – use a pad. But, do it.

Build an “A-Level” prospect list. Establish selection criteria and do your research. I’ve always thought that there are three types of desirable clients: Those that pay well (that means they are profitable); those who demand great work; those who are famous and enhance your reputation. Two of the above are good. Pay well is best. My agency’s client Nike had all three.

To build up-to-date lists I’ve used the services of The List Inc., Red Books and LinkedIn. You can also hire interns or go offshore for worker bee assistance.Build an email list to keep all prospects, clients, and associates aware of agency thought leadership, news and growth.

Advertise. Yup, test targeted advertising on LinkedIn (via your corporate page); ditto on Facebook and Twitter.Referrals are good. Manage your referral process. Periodically ask your friends, family, business associates, employees (many don’t think about new business) and current clients for referrals. have a referral system.Track the career path and whereabouts of past clients. LinkedIn notifications could become your best friend.

Read business publications, industry trade press, and pertinent websites. To manage agency time, assign information buckets to different staff members. Get past just reading the same trade press your competitors read.

A Word On Incoming. Pitch less.

Pitching and even working on everything that rings the doorbell can be a mistake. Qualify the lead. Pitching the right accounts will increase your batting average. Pitching the wrong accounts will sap your agency’s energy, cash and time. Read my book on pitching if you want to find out why pitching everything that raises its hand can put you out of business. Remember, you have a business plan that lays out the type of clients you want and can win.

Business Development Tools.

Years ago I heard Jonathan Bond of New York’s Kirshenbaum Bond make this comment about new business activity: “I don’t know what works so we do everything.” Here are some tools worth considering.Make sure that you have an agency website that sells. The great majority of agency websites do not. Get past brochure-ware. Here are some blog posts about how to create winning, sales-oriented agency websites.

Maintain sales pressure. Schedule your outbound marketing to keep up consistent sales pressure — you can’t tell when a prospect will have a new project or an AOR account looking for a new agency. I’ve always made it an agency priority to send out high-value emails at least every four to six weeks.Deliver high-value thought-leadership. Clients are looking for strategic agencies and solutions to their pain points and objectives. But, keep in mind that you are not the only thought-leader on the block. There are zillions of Google results for “best advertising blogs”. To beat these horrific odds you need to become a narrow-subject thought-leader to break through the clutter. Its way better to become a niche advertising or category expert than be a Me Too generalist.

Be smart. Before you make any calls, do basic research so you know about your prospect’s business, possible pain points and what sales messages might resonant. Have a smart sales script that puts the client first. Remember the rules of Account Based marketing.Want more inbound? Get your brilliant thinking out there via a strategic social media program. Blogs (uniques blogs that is), Twitter, LinkedIn, Facebook (sponsored posts work hard for me) and the strategic use of Instagram and Pinterest (yes, Pinterest) will take time — but work. Don’t forget SlideShare, YouTube videos and good old-fashioned white papers, monthly emails and speaking engagements. Get your brains out there and make the client you want you by looking like you can help them get their bonus.

Do not overreach. One of the keys to social media success is selecting platforms that your agency can manage on a day-to-day basis. There are a lot of empty agency blogs and Twitter feeds that do much more harm to reputations than good.

Be efficient. Optimize and integrate everything you do. Try the Rule of Five. Amplify everything you do by five. The white paper goes in the mail (yes, mail); on your blog; on your LinkedIn page; out via Twitter and on SlideShare… You get the idea.

Run events for prospects and clients. My agency Citrus got senior executives from Facebook, Google, Google Maps, LinkedIn and Yahoo! to speak at our own Portland “Meet the Makers” events. We just had to ask nicely.

Turn cold calling into warm calling. Yes, the phone still works – if handled with care. I like to soften the prospect with a series of insight-rich thought leadership mailings (if it’s email you will see if has been opened) and then call early to reach the key prospect before their day begins or to leave a mini-pitch voicemail. Consider having a script handy.Email. Yes, email still works and volume is now being driven by increased mobile usage. But, make sure your emails have value and don’t overwhelm. KISS works here.

Another big point: having an agency video on your website is nice (actually, I think it’s critical). But, having a video that goes beyond just being there to getting watched and passed along by your target audience because it provides value is way better. If your video drives incoming interest, tells your agency’s story and builds chemistry, you will drive lead generation. It is all about how you execute.Be different… Sometimes it is good to break out of digital… A personalized letter, as in paper, or mailing just might break through the digital clutter. How about an agency zine?

Think even more different. Over the years, I’ve used online surveys, postcards, music CD’s, etched wine bottles, targeted micro-sites, digital mad libs (yes, mad libs); books like Jeffery Abrahams’ “101 Mission Statements From Top Companies” and even Krispy Kreme donuts to get meetings. Here is a case history for a food-smile-based program that announced our new Portland office. We delivered a box of hot Krispy Kreme doughnuts and a personalized digital promotional program to generate awareness and smiles.Get out of the office and go to events to hear new ideas and meet new people. Join relevant groups and organizations.Guest post to get more eyes on your thinking. See what I’ve done with my friends at HubSpot. Writing for them even got me a speaking gi at their huge fall event.

Create some buzz. PR is your friend. I highly recommend that you think of PR as an essential business development tool.

Win creative awards. Go get some EFFIE’s to support your ROI story. But, watch the award budget.

First Meetings.

Whatever solicitation marketing you did worked and you landed a meeting. Here are some first meeting basics:

  • Keep it simple. don’t overwhelm the clients.
  • Listen: Probe for problems. Consider going beyond solution sales to tell them what they should be worried about. For more on this sales technique, I suggest that you read “The End of Solution Sales” in the July – August 2012 issue of the Harvard Business Review.
  • Sell something special: Deliver a USP.
  • Deliver an unignorable insight. Ask me about how to use Google’s consumer research.
  • Make friends: Work the chemistry and dazzle.

The master goal: Get a second meeting to keep the dialog going.

RFPs.

Getting an RFP is like getting asked out on a date or for a test-drive. You should be flattered — but. To manage incoming, build a RFP decision matrix. You should quickly have an idea of which RFP’s to respond to and which aren’t worth the effort. RFP responses always chew up agencies. Make sure that this date is worthwhile.If it’s a go, ask for a meeting to discuss the RFP. If the client is unwilling to give you some time, you might want to pass. Read up on why you might want to NOT pitch that account.Here’s a decision matrix…do not Pitch that account! 

Keep your response lean. Chances are that the client has asked for too many responses and could become brain-dead by the time they get to yours. Make sure you answer every question in the RFP before you go beyond what they are asking for.Once you have ticked all the client boxes, go beyond. Don’t forget to include agency personality and consider an “Easter Egg” surprise element.

Pitching.

Oh, the uncertainty. Does the client have a favorite? Is this a strategic search or just a scheduled management or procurement exercise? Does the incumbent have an advantage? What type of agency is the client actually looking for? Who is the key decision maker? Do you present what they are asking for or what you think they need? Helping to understand the client’s motivations is where your most experienced management comes into play.

Pitching is an art. I’ve been pitching new business since the 80’s, ran business development at Saatchi & Saatchi in New York and London and pitched often for my own agency. OK, I admit it… I want you to buy my book on pitching and presenting. You can buy it at Amazon right here.

Here are what I believe are the primary elements of a perfect pitch process. This is only a topline list.

  • Pick a pitch leader and the right team for planning and writing.
  • Watch your costs. Create a budget. We have all seen pitch costs gone wild.
  • Create a timetable that includes strategy development, creative development and staging and rehearsals.
  • Consider building a war room, it can be an online war room, to help focus your effort.
  • Determine the client, category and customer issues and opportunities and make sure you address them.
  • Use research to support your strategic insights. But, note that the other agencies might be doing the same. That said, clients are always interested in seeing brief strategic videos of their customers talking about their products and services.
  • Determine and manage how you communicate your strengths and manage your weaknesses. Consider doing an agency SWOT analysis through the client’s lens.
  • Talk more about them than you. Actually, talk much more about them.
  • Act like you really want the business. Surprisingly, I’ve been told by clients that not all agencies know how to look interested.
  • Pitches are theater. Stories are better than endless credentials. Case histories are better than showing endless amounts of work. For inspiration, watch Steve Jobs.
  • If you can, get the client to come to you. I’ve pitched in too many soulless client boardrooms or hotel conference rooms. It can be a buzz kill.
  • If you have to go to them, find a way to scout out the room and equipment ahead of the meeting.
  • Put your best presenters in the room. Don’t include talented but uninspiring people simply because it is their turn or that they worked on the pitch. I’ve made this mistake. It’s a bad one. Get ahead of the problem and train your team on how to present. Do this now.
  • Don’t forget to smile. Interpersonal chemistry wins pitches.

Conclusion.

The business of running an advertising, digital, experiential, design, PR agency is hard work. Too many agencies sound alike. Clients are skittish and are overwhelmed by choice. It is therefore essential that you create and run a business development program that makes you a stand out candidate. That means that you need to look and sound like an agency that can clearly meet a client’s needs. That means that you need to have a standout brand and sales proposition. That means you need to both target the clients you want and are able to be found by them when they are out looking for you.

 

home2home marketing ideas | rural marketing Strategy in pune

 

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door2door marketing Program | Direct Marketing Plan in pune

Fulcrum Marketing Services in Pune are the catalyst to bringing your advertising vision to life. While many ideas start in a boardroom, you need experienced marketers on the ground who are able to conceptualize, plan and execute a well thought-out marketing campaign in the field.

we supply the experience, connections, relationships, and knowledge needed to maximize the potential return on investment for each of our clients as well as help identify and pursue select market opportunities as they come available, door2door marketing Program | Direct Marketing Plan in pune. Our local insight allows us to create exceptional investment potential for our partners and clients and enhanced living experience for our residents.

CREATING COMMUNITIES WHERE PEOPLE ARE EAGER TO LIVE AND RELUCTANT TO LEAVE

We define and position apartment homes for success. We are passionate about the residential experience and the qualitative and quantitative points that drive us to make strategic decisions that inform what a home should be — specific to its marketplace.

Results are realized through both the speed of lease-ups and financial performance of the on-going stabilized investment.

MARKET RESEARCH
We crunch the numbers, ask the questions, assess current trends and forecast future trends with detailed, up-to-date research to understand our markets; Ensuring our clients have the right data points to make the best decisions going forward.

MARKET POSITIONING
What’s the experience living here? What’s the story and name of this place? Our experience and insight allows us to identify and position each project’s distinctive offerings as its market niche. We provide an understanding that goes deeper than looking at trends. We create sought-after, thoughtfully executed apartment communities that are compatible with their surrounding neighborhoods.

MARKETING STRATEGY
Overall success relies on a thoughtful marketing strategy. In a constantly changing environment, we develop and implement each marketing initiative specific to your audience and budget. Reaching consumers in a way that educates and informs; ultimately creating product desirability and excellent rates of return.

 

 

B To B Marketing

Now the customer journey leads to you
Every customer is on a journey. They’re either moving toward you or away.
But you can become their destination. And when they arrive, they’ll be ready to act.
With Fulcrum b to b marketing team, the customer journey leads to you

We are  B To B Marketing agency

We create B To B Marketing that works. Why? Because it’s designed to engage with real human beings, people who eat food which there like, drive cars and have peculiar tastes in music. We discover what makes them tick and what their issues are. We work out the best way to talk to them and then we start the conversation. Fulcrum does a special kind of B To B Marketing that combines thinking, doing, measuring and ramping up what works. We believe B2B marketing works best when it’s based on a clear strategy that everyone agrees with.

The B2B customer journey is complex and organize. Making your brand the destination often requires adapting a wide variety of marketing & sales method and tools , customer approaches to engage, inform and guide customers. At Fulcrum, we’ve got a toolbox full of B2B communication and marketing capabilities, and we’re ready to put them all to work for you. Below you’ll find some of the things we can do for your business—click on one and discover how we use these capabilities to help you meet your goals and help guide the customer journey.

Who we help in B 2 B Marketing 

Fulcrum is a magnet for businesses with well-defined goals and a desire to harness the latest advantages that marketing and technology can offer. Our clients come from many  industries, including foodservice, manufacturing, technology, packaging, business services and industrial machinery and components. It’s a very diverse roster, but they all serve buyers that face difficult decisions on the B2B customer journey.

Our mission is to make your brand the obvious choice on the B2B customer journey. It happens by knowing and acting on who your target is, what’s important to them, where and when to reach them and how to motivate them to act. That requires better informed B to B sales and more responsive B to B marketing technology.

What we believe

The culture at Fulcrum is one of our greatest strengths and a key reason why clients genuinely enjoy working with us.

At Fulcrum we believe:

Everyone matters
It pays to be hard-working and open-minded
It’s always good to ask “What if?”
You can produce big ideas without big egos
This is the most exciting time in the history of communications

Our mantra consists of three simple words: improve your business. For that reason, everything is geared to your goals, whether it’s increased volumes, better margins, lower cost of sales, shorter sales cycles, breaking into new markets, attracting top talent or developing more motivated employees.

Fulcrum specializes in helping B2B brands overcome sales challenges by improving the alignment between marketing and sales.

To achieve success, a B TO B Marketing and B to B sales strategy that improves accessibility for all is essential. Marketing and sales should be able to easily access and share data, intelligence, training and marketing collateral throughout the entire purchase process. This unity maximizes your overall marketing and sales potential.

When your marketing and sales teams are speaking the same language and are aligned to the same goals, your bottom line will benefit.

How we do it in b to b marketing

To truly influence the B2B customer journey, Fulcrum has proven methods to:

Discover and define customer value
Identify targets and opportunities
Develop actionable marketing strategies
Track customer  activity
Create and deliver relevant marketing idea
Improve b to b marketing plan 

 

door2door marketing Program | Direct Marketing Plan in pune

 

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