‘What about lapsed user segments for business growing?’
By Ardy Roberto, Dr. Ned RobertoQ: We read your column last Friday about sourcing “far-out revenue growth” from non-user segments. We liked what you explained and learned from it.
Q: We read your column last Friday about sourcing “far-out revenue growth” from non-user segments. We liked what you explained and learned from it.
Q: We’re in the canned food industry and we’ve grown our revenues from almost continuous product innovations. We’ve been getting and continue to get new product ideas from answers that our consumers give to the MADI questions we asked and which we learned from our MBA market research class with you (the Senior MRx-er).
We’re in the consumer durables category and we’re surrounded by competitor products from China. Every time there’s a new import from China, our product development and R&D people immediately go to work and assess its technical and quality aspects. Almost always the assessment report tells us that in addition to a low and lower priced product, the import is good and many times of high quality.
Q: Our company’s top management from CEO to COO and all VPs are all finance types. They include our VP for Marketing who used to be the company’s Chief Accountant.
Q: We’re hoping that you won’t shift to another topic because we have our own question on market segment targeting. That was what your last Friday’s column was about.
Several weeks ago, we attended your brand positioning seminar and the story you told us about Starbucks left a lasting impression.
Q: As we near the close of this year’s first quarter, our distribution company is preparing for a business review using as a base of comparison our corporate strategy plan that we completed end of third quarter last year.
Q: OUR COMPANY is in both vertical and horizontal construction. We’re in Sales. We sell and presell condo units, and houses and lots. Our Marketing people recently briefed us about our ad agency’s market research on our market’s “psychographic segmentation.”
Q: Some three years ago, our son’s MBA professor told his class that research has shown that if a company is able to raise its customer retention by 5 percent, this will lead to a profitability increase of at least 35 percent and even to at most 95 percent. In a recent seminar conducted by a popular entrepreneur we heard this same proposition.
Q: In your past two Friday columns, you talked about banks extending their marketing to life insurance, and then to real property and shopping malls. What about the fast food companies? Jollibee now has a chicken restaurant business, hamburger, pasta, Chinese cuisine, ice cream and pizza. Why is Jollibee into many, many food service businesses?
Q: In your last Friday’s column, you talked about banks extending their marketing to life insurance. We have also noticed that banks like the two largest banks—BPI and BDO—are also expanding into owning and operating real estate development and shopping malls. Why are banks going into these businesses?
Q: We’re one of those banks that have been failing in the marketing of bank services and life insurance. When we compare what we’re doing against those that are succeeding, we do not find anything that different. And so we’re stuck with the question: “Why do some banks succeed but many are failing in marketing bank services and life insurance?”
