Case Study Of Telkom

All market evidence should be linked to the customer, as opposed to competitors or the own product. A customer oriented management can keep a growing company

Companies across the world are determined to compete for the survival of their brands. The magnitude of success of the marketing and advertising strategies of a new or existing product is majorly depended upon the organization itself. As a matter of stated facts when an organization advertises its products in the market they first have to identify the relevant answers of some questions like what is the product aiming at? What benefits will the user seek by this product? How the organization plans to position itself within the market and what differential advantages will the product offer over the competitors. Because the bottom line of all marketing and advertising campaigns, is to provide the suitable collection of benefits to the end users of the product. Successful companies are usually recognized as iconic brands. Success of a

The strategy of the company’s in the market involving a poor marketing mix strategy, a poor integrated marketing communication strategic plan and service strategy with no experience. There is no evidence of feedback mechanism to insure customer satisfaction or to encourage company loyalty through sustained company-customer relationships.

Richard Owen is president and CEO of Satmetrix, writes, “Make exceptional customer service a core value for your company and you'll create an experience for your customers that they'll want to tell their friends about. It's the marketer's dream: Your job becomes a whole lot easier when your customers do the marketing for you.”

As corporations and businesses evolve, they must adapt to the changing landscape of societal, environmental, and corporate-success needs. To achieve such responsibility, Verizon Communications Inc. has, and continues to, meticulously plant its feet into the web of the triple-bottom line. While maintaining their credo which is “a blueprint that directs us to live up to the highest standards when serving our customers, shareowners, communities, and each other”, Verizon aligns their overall goal to “design, build, and operate global networks, information systems and mobile technologies that connect people, grow businesses and economies, and improve communities” (Verizon.com). The

This essay will start to explore and define the meaning of customer orientation in depth. The marketing concept and the marketing mix will help discover after what it means to be a customer focused firm. This will occur through the scrutiny of the term in respect to product, price, place and promotion.

Having shed its underperforming handset business, Nokia planned to focus on telecommunications equipment, mapping business, and patent portfolio. Ballmer first approached Nokia CEO Stephen

3. Defining the firms marketing scope – basing it on customer satisfaction; comparisons to competitors; and maintaining strategy development

When customers seek for a specific product or service, they obviously want the company to be responsible and well organized. A customer wants to be able to trust the company in which the company delivers everything correctly and the way the costumer wants. When all the customer wants and needs are met, the customer will be to determine which company fits best.

First of all, a strong brand can be seen as the condition for organisations to expand products, offer more service, and introduce new products (Chernatony and McDonald, 2003). Secondly, a strong brand can lead to growth marketing communication effectiveness (Keller, 2009). ‘To build a strong brand, the right knowledge structures must exist in the minds of actual or prospective customers so that they respond positively to marketing activities and programs in these different ways.’(Keller, 2003, p. 140) Furthermore, Kay (2005) asserted that the strong brand can be seen as a resource of management, which make brand extension easier and useful to build distribution network. Companies are not treated by the intermediaries (Chernatony and McDonald, 2003). Moreover, companies are comparatively easier to change price if they have strong brands. As Henderson, et al (2003) said, a strong brand can allow for premium pricing even still remain loyalty customers, which help companies to survive in the intensive competitive market.

As concluded in the case, there is a significant potential in focusing on customer’s needs, the third C in the triangle of Company, Competitor and Customer. In doing so, SCTP can build customer-based brand equity (Keller, 2001). Keller (2001) provides a four steps-model to build a strong brand that customers like to relate to.

“Connecting People. Our goal is to build great mobile products that enable billions of people worldwide to enjoy more of what life has to offer. Our challenge is to achieve this in an increasingly dynamic and competitive environment” (Nokia, 2014)

In today’s modern era, the world is moving faster than ever, every organization is running a race of gaining maximum market share, and so as the customers, for their organization’s long-term growth but only those companies who transform themselves according to the need and requirement of the customers are able to achieve success and profit they desire and that’s what exactly said by Theodore Levitt (Head of the Marketing area at the Harvard Business School) in his article “The Marketing Imagination”.

They have already formed a large fan base of loyal customers and winning them over will take time and an effective plan. Tela made their new mission statement known to an unknown group of individuals who were aware of their products as well as Saia’s. As the article begins, we are introduced to the board members at a conference prior to letting the world know about their new plans.

The concept of marketing has evolved over time. Whilst in today’s business world “the customer is king”. In the past this was not the case, some businesses put factors other than the customer first. Product focused companies define themselves by their products. For example Kodak originally defined its self as being in the photo processing business. This definition impact the culture of the company in a way that hamstrings thinking and creates impediments for action. When the shift to digital cam Kodak resisted this because of the impact on its “products photo processing”.