e-Marketing Basics: Pro and Cons of Hour Targeting

One of the main advantages of advanced internet technologies is the possibility of hour targeting for ads served to web sites.
Exactly how such targeting is done, that is a tech issue far beyond our e-Marketing topic. What is important to us, e-Marketers, is to be aware of this facility web servers have and use it towards making online campaigns more efficient.

Hour targeting is especially useful when:
- we already know the online buying habits of our target;
- we want to create an association between our products and a certain time of the day when interest might be higher;
- we try to avoid a certain category of customers that are known to be more active at a certain hour interval;
- we know from previous researches that sites where we're advertising have different categories of visitors, with different interests and behaviour, active at certain hours.

Let us try imagining some examples of justified hour targeting:

- Premium IT products (such as laptops) could probably use a business hours targeting, on the premises that active, working professionals have more buying power. Similarly, off-hours and weekend targeting could be used when promoting basic desktop systems with a lower price to a more younger audience with less buying power and/or buying decision.

- FMCG products might benefit from targeting ads within hour intervals when these products are more likely to be utilized. We would probably want to place ads for coffee on news-delivering web sites during the morning hours; and advertising creams and gels for muscular pains later in the afternoon or evening, when such pains are more likely to occur.

- It is widely known that surfers using a dial-up connexion get online in the evening and at night. Therefore, if we are to promote products or services destined to dial-up users (modems, access cards, offers to switch to a superior connexion) it only makes more business sense to target late hours.

Interesting enough, such hour targeting is not always successful. A media planner might be blinded by the revelation of a cool method to raise efficiency of online campaigns like an adserver, only to realise at a later time that it can be more of a bother. For example, a banner for a banking product placed on a business portal would not need hour targeting, as professionals visiting such portals usually have permanent internet connection whether it is at office, at home, or is using a mobile solution. A regular reader of Financial Times online might opt to access the site in the evening, from the comfort of his home, long after the regular "business hours", and would be a missed target if we employ hour targeting.

To conclude, hour targeting for online campaigns makes a very powerful and efficient tool, but needs to be performed after carefully assessing surfing and buying behaviours of the visitors on web sites where we advertise.

(c) 2006 Otilia Otlacan

Small Biz Marketing Stategy: When to Launch a New Product

The first question an entrepreneur should ask himself when contemplating whether to extend his product range is "why would I do that?"

A good share of the entrepreneurs I know have a tendency to extend their product range in a very curious, oportunistic way. Whenever the market has more opportunities than suppliers, I see entrepreneurs deciding "Let's do this, too. We can do this, why not doing it?"

For this reason, they end up developing unrelated products that eventually lead to parallel businesses, very time and effort-consuming for the small business. An entrepreneur should first be able to address the following two questions:

- why does he feel the need to take such step, launching a new product or service?

- will the product contribute towards a better strategic positioning of the company?

- will the product help sustain the company's message for the target market?

Some other issues should be considered and answered too, before deciding to add a product to the company's range:

- will the new product cannibalize the existing products?

- if a new product is launched, will customers still purchase the previous products?

- the new product's market is a new one, or is it the same market as for the older products (is the business truly extending, or it is just being updated?). A business update is surely not a bad idea, but not if it comes as an unexpected result: the entrepreneur invests to extend the business and in return he only succeeds to replace older products with new ones.

Extending a product range should occur only when the target market is ready to buy something new. This is especially true on emerging markets, growing markets that need time to assimilate and learn new products, according to existing needs. If a product is launched too early in the market's development stage, one should brace himself for failure, or at least for a costly adventure: marketing the new product can require more time and money than planned and expected. Extending the products range for a small business is actually a matter of inspiration rather than perspiration (read: "research") since market research is often too costly for the small biz entrepreneur - thus extending the products range is a pretty difficult task: what products can you offer to people who are already buying?

When adding new products to the business, focus become the crucial aspect, and not the number of products being launched. If several new products are to be added to the range, they should be positioned for different targets and must be taken care by different teams. You can't give the market two products at one and you can't have one single team in charge of launching two products. Multiple products should be launched simultaneously only if the target market is large enough and there's an equally large team to manage it.

Two frequent mistakes made by small biz entrepreneurs are lack of innovation and focus. More exactly, they might launch products that are too "down to earth" (read: "boring") for an expanding market, or products that don't comply with the overall business strategy and direction. If the launch of a new product was successfull, sales should get a boost, but if the launch failed withdrawing the product is probably the best option. A frequent syndrome when it comes of small businesses stretegy is that of buried costs: the entrepreneur insists on keeping a failed product thinking "something" can be done with it or else the money spent on development and launch are lost.

If the new product was a failure, it is theoretically possible to try a re-launch, a re-branding or a different communication campaign; though, most of the times it's simply the wiser to just eliminate the product and cut the possible further losses.

To conclude, here are some major question a small business entrepreneur should ask himself before launching a new product:

- will the product contribute towards a better strategic positioning of the company?

- will the product help sustain the company's message for the target market?

- will the new product cannibalize the existing products?

- if a new product is launched, will customers still purchase the previous products?

- the new product's market is a new one, or is it the same market as for the older products (is the business truly extending, or it is just being updated?).

(c) 2005 Otilia Otlacan

Introduction to SEO: What is SEO?

Tough question, "What is SEO?". As with pretty much all internet-related terms, concepts and notions, that of "SEO" does not have a unique definition and it is a blurry concept in most people's mind. Still, what is SEO? Since there is no ultimate, fully comprehensible definition for "SEO", the only way to go is to take a look at several definitions and try to merge them in order to have the right perspective.

Wikipedia : "Search engine optimization (SEO) is a set of methodologies aimed at improving the visibility of a website in search engine listings. The term also refers to an industry of consultants that carry out optimization projects on behalf of client sites."

Fakezilla : "The changes that are made to the content and code of a web site in order to increase its rankings in the results pages of search engines and directories. These changes may involve rewriting body copy, altering Title or Meta tags, removal of Frames or Flash content, and the seeking of incoming links."

The Web Search Workshop : "The term used to describe the marketing technique of preparing a website to enhance its chances of being ranked in the top results of a search engine once a relevant search is undertaken. A number of factors are important when optimizing a website, including the content and structure of the website's copy and page layout, the HTML meta-tags and the submission process."

6am Media : "The process of improving web pages so that it ranks higher in search engine for targeted keywords with the ultimate goal of generating more revenue from the web site. There are many SEO techniques. In general, these techniques can be categorized as On-Page Optimization, On-Site Optimization, and Off-Site Optimization. There are also two schools of SEO: white hat SEO and black hat SEO. White hat SEOs are those that play by the rule (actually guidelines provided by search engines). Black hat SEOs are those that push the limit of SEOs and employ some questionable or prohibited techniques (according to the guidelines). These black hat SEO techniques are also commonly known as spam."

Website NOVA : "acronym for search engine optimization. This is the process of making a website 'search-engine-friendly. Search engine optimization is primarily used to increase rankings in SERPs, and effective SEO can increase the potential of your website and bring in more traffic."

Thousands more definitions are available, almost as many "SEO guru's" you will find online ("The Guru Problem" is actually the title of another article to be published soon). As you can see, no definition is like another, but they all tend to converge to a certain common understanding.

There are numerous techniques and tools used to achieve SEO goals, and they should NOT be included within a definition.

Since it is not correct to define a concept through its tools, here is a definition I have come up with after long deliberations. The suggestion is to define SEO as follows:

SEO = abbreviation for "Search Engine Optimization", the process of optimizing and tuning a web site and gaining online awareness for it, in order to deliver targeted visitors and ensure high conversion rates.

When done correctly, SEO activities must: - make search engines crawl the site;
- make search engines index the site;
- ensure a high ranking among SERPs (Search Engine Results Pages) for given keywords;
- achieve a high page rank;
- drive targeted traffic;
- achieve high conversion rates among the site's visitors.

Since nothing is definitive and ultimate in the world of SEO, I'd like to receive your feedback and comments: TeaWithEdge.com is a way to contact me and speak up about your Marketing concerns.

(c) 2005 Otilia Otlacan

The e-Marketing Plan - Brief Overview and Working Scheme

I. Summary of a marketing plan

The marketing planning (concretized in the marketing plan) is an essential organizational activity, considering the hostile and complex competitive business environment. Our ability and skills to perform profitable sales are affected by hundreds of internal and external factors that interact in a difficult way to evaluate. A marketing manager must understand and build an image upon these variables and their interactions, and must take rational decisions.

Let us see what do we call a "marketing plan"? It is the result of the planning activity, a document that includes a review of the organization's place in the market, an analysis of the STEP factors as well as a SWOT analysis. A complete plan would also formulate some presumptions on why we think the past marketing strategy was successful or not. The next phase shall present the objectives we set, together with the strategies to achieve these objectives. In a logical sequence, we will further need to evaluate the results and formulate alternative plans of action. A plan would consist in details of responsibilities, costs, sales prognosis and budgeting issues.

In the end, we should not forget to specify how the plan (or plans) will be controlled, by what means we will measure its results.

We will see how to build the marketing plan, what is its structure: after we will see how to build the traditional marketing plan, we will take a look at the e-marketing plan and see how the unique features of the internet will require some changes in the approach of writing a marketing plan.

But, before we continue, we must understand and accept that steps of the marketing plan are universal. It is a logical approach of the planning activity, no matter where we apply it. The differences you meet from a plan to another consist in the degree of formality accorded to each phase, depending on the size and nature of the organization involved. For example, a small and not diversified company would adopt less formal procedures, because the managers in these cases have more experience and functional knowledge than the subordinates, and they are able to achieve direct control upon most factors. On the other hand, in a company with diversified activity, it is less likely that top managers have functional information in a higher degree than the subordinate managers. Therefore, the planning process must be formulated to ensure a strict discipline for everyone involved in the decisional chain.

II. The general marketing plan

The classical marketing plan would follow the following scheme of 8 stages:

1. Declaring the mission: this is the planning stage when we establish the organizational orientations and intentions, thus providing a sense of direction. In most cases, this is a general presentation of the company's intentions and almost has a philosophic character.

2. Establishing current objectives: it is essential for the organization to try to determine with preciseness the objectives to be reached. These objectives, in order to be viable, must be SMART. SMART is an acronym and stands for "Specific", "Measurable", "Attainable", "Realistic" and "Timed". The objectives must also convey the general organizational mission.

3. Gathering information: this stage is based on the concept of marketing audit. After performing the audit of the macro-environment by analyzing the STEP factors (social, technologic, economic and politic), we should turn the focus upon the immediate extern environment (the micro-environment) and analyze the competitive environment, the costs and the market. Finally, we will conclude with the SWOT analysis, by this way we will have a general view upon the internal environment compared to the external one. The SWOT analysis combine the two perspectives, from the inside and from the outside, because the Strengths and the Weaknesses are internal issues of an organization, while the Opportunities and Threads come from the outside.

4. Re-formulating objectives: after the close examination of data gathered in the previous stage, sometimes it is needed to re-formulate the initial objectives, in order to address all the issues that might have come up from the previous stage. The distance between the initial objective and the re-formulated objective will be covered by appropriate strategies. We must ensure the re-formulated objective is SMART as well.

5. Establishing strategies: several strategies are to be formulated, in order to cover the distance between what we want to achieve and what is possible to achieve, with the resources at our disposal. As we would usually have several options, we should analyze them and chose the one with more chances to achieve the marketing objectives.

6. Plan of actions: consists in a very detailed description of the procedures and means to implement the actions we want to take. For example, if the strategy implies a raise in advertising volume, the plan of actions should establish where the advertisements will be placed, the dates and frequency of the advertising campaigns, a set of procedures to evaluate their effectiveness. The actions we plan to take must be clearly formulated, measurable, and the results must be monitored and evaluated.

7. Implementation and control: consist in the series of activities that must be performed in order to run the marketing plan in accordance to the objectives set by the marketer. At this stage, it is critical to gain the support of all members if the organization, especially when the marketing plan is due to affect the organization from its grounds.

8. Performance measurement: constitutes the last but not the less important stage of the marketing plan, since we can achieve only what we can measure. In order to measure the performances achieved through the marketing plan, we need to constantly monitor each previous stage of the plan.

The marketing plan that has a feedback cycle, from 8th stage back to the 4th. That is because sometimes during the planning process, we might need to perform stages 4 to 8 several times before the final plan can be written.

III. The e-marketing plan

The e-marketing plan is built exactly on the same principles as the classical plan. There is no different approach, but there might be some formal differences given by the uniqueness of the internet environment. Many of these differences come from the necessity to ensure a high rate of responsiveness from the customers, since the e-world is moving faster and requires faster reaction from its companies, compared to the traditional offline marketplace.

Even though it is perfectly acceptable and is a common practice to use the 8-stage classic model for the e-marketing plan as well, you might want to consider the simplified version proposed by Chaffey, who identifies four major steps to build the e-marketing plan:

1. Strategic analysis: consists in continuous scanning of the macro- and micro-environment. The accent should fall on the consumers' needs that change very rapidly in the online market, as well as on surveying the competitors' actions and evaluating the opportunities offered by new technologies.

2. Defining strategic objectives: the organization must have a clear vision and establish if the media channels will complement the traditional ones, or will replace them. We must define specific objectives (don't forget to check if they are SMART!) and we must also specify the contribution of the online activities to the organization’s turnover.

3. Formulating strategies - we do that by addressing the following essential issues:

- develop strategies towards the target markets;

- positioning and differentiating strategies;

- establish priorities of online activities;

- focus attention and efforts on CRM and financial control;

- formulate strategies for product development;

- develop business models with well-established strategies for new products or services, as well as pricing policies;

- necessity for some organizational restructuring;

- changes in the structure of communication channels.

4. Implementing strategies: includes careful execution of all necessary steps to achieve established objectives. It could refer re-launching of a website, promo campaigns for a new or rewritten site, monitoring website efficiency and many more.

Note: a common strategy to achieve e-marketing objectives is the communication strategy. The steps to built a coherent communication plan will be presented within a further article.

IV. The e-marketing plan (sample titles)

1. Executive Summary
a. overview upon present conjuncture;
b. key aspects of the strategic e-marketing plan.

2. Situational Analysis
a. characteristics of the e-market;
b. possible factors of success;
c. competitors’ analysis;
d. technological factors;
e. legal factors;
f. social factors;
g. possible problems and opportunities.

3. The e-Marketing Objectives
a. product profile;
b. target market;
c. sales objectives.

4. The e-Marketing Strategies
a. product strategies;
b. price strategies;
c. promotion strategies;
d. distribution strategies.

5. Technical Issues
a. website content;
b. website "searcheability";
c. logging security (for customers and staff);
d. customer registration procedure;
e. multimedia;
f. autoresponders;
g. order forms and feedback forms;
h. access levels to online resources;
i. credit card transactions;
j. website hosting;
k. website publishing;
l. technical staff (size, requirements)

6. Appendix

7. Bibliography

(c) 2005 Otilia Otlacan

Understanding Marketing: 5 Common Misconceptions

Everybody seems to know Marketing. The world is full of Marketing gurus. We all talk about with a remarkable ease and confidence, though most of the times we are not Marketing professionals and not even close. What are the most frequent mistakes in understanding Marketing practices and theories?

1. Defining Marketing

There is clearly a general tendency in employing the notion of Marketing within a confusing mix of Public Relations, Advertising, or Media Planning. Regardless of the degree in evolution and growing of Marketing, many of us still cannot understand what Marketing really is and only see the its extreme manifestations. Many believe Marketing is a useless, fancy field, eating up budgets and giving little in return. Others see Marketing as an artistic field, where all you need is creativity to develop a memorable ad.

2. Marketing is still confused with Communication

This common mistake is, again, the result of sufficient understanding of Marketing. Marketing professionals are often thought to be responsible for creating advertisements, logos, slogans. What people usually see is the mere top of the iceberg, forgetting that there is a product, a price and a distribution strategy to be developed before even thinking of advertising.

3. Under- or overestimating the role of the marketer

On one hand, the marketer is often seen as a must-have within a company, but (s)he has an indefinite role and ends up doing a little of everything (Marketing, Advertising, Public Relations, Customer Care, Account Management etc.) On the other hand we might be faced with the other extreme, where the marketer is an omniscient, all-powerful creature eclipsing everyone else.

4. Segmentation

In spite of the abundance in resources and consulting services aimed at researching the consumers base, segmentation is still done intuitively at least at small-business level. Large companies might have whole departments assigned to work on segmentation research and strategy, and still not be fully failure-proof.

5. Marketing for the sake of it

This is an attitude I have met in too many occasions not to mention it. People (and again, small-business owners are the usual culprits) do marketing because everyone else does it, because they heard they should do it, because it is a fashionable thing to do.

Surely, the list above is not exhaustive, and it only points at several attitudes leading nowhere on the Marketing battlefield.

Marketing is surely not an art, thought it does employ a certain flaire and creativity. Marketing is not a science either, but it operates with precise instruments. Marketing is not for everyone and not to be performed regardless of the conjuncture around the business.

We should keep in mind that Marketing operations have a clear objective: increasing the profitability of a business. To bring money, to be more clear. Marketing is therefore just as important as everything else in the company: if a product has functional faults we would blame the production department, but when a product does not sell for reasons beyond production it is usually the Marketing department to take the blame.

(c) 2006 Otilia Otlacan

e-Marketing Basics: Pro and Cons of Hour Targeting

One of the main advantages of advanced internet technologies is the possibility of hour targeting for ads served to web sites.
Exactly how such targeting is done, that is a tech issue far beyond our e-Marketing topic. What is important to us, e-Marketers, is to be aware of this facility web servers have and use it towards making online campaigns more efficient.

Hour targeting is especially useful when:
- we already know the online buying habits of our target;
- we want to create an association between our products and a certain time of the day when interest might be higher;
- we try to avoid a certain category of customers that are known to be more active at a certain hour interval;
- we know from previous researches that sites where we're advertising have different categories of visitors, with different interests and behaviour, active at certain hours.

Let us try imagining some examples of justified hour targeting:

- Premium IT products (such as laptops) could probably use a business hours targeting, on the premises that active, working professionals have more buying power. Similarly, off-hours and weekend targeting could be used when promoting basic desktop systems with a lower price to a more younger audience with less buying power and/or buying decision.

- FMCG products might benefit from targeting ads within hour intervals when these products are more likely to be utilized. We would probably want to place ads for coffee on news-delivering web sites during the morning hours; and advertising creams and gels for muscular pains later in the afternoon or evening, when such pains are more likely to occur.

- It is widely known that surfers using a dial-up connexion get online in the evening and at night. Therefore, if we are to promote products or services destined to dial-up users (modems, access cards, offers to switch to a superior connexion) it only makes more business sense to target late hours.

Interesting enough, such hour targeting is not always successful. A media planner might be blinded by the revelation of a cool method to raise efficiency of online campaigns like an adserver, only to realise at a later time that it can be more of a bother. For example, a banner for a banking product placed on a business portal would not need hour targeting, as professionals visiting such portals usually have permanent internet connection whether it is at office, at home, or is using a mobile solution. A regular reader of Financial Times online might opt to access the site in the evening, from the comfort of his home, long after the regular "business hours", and would be a missed target if we employ hour targeting.

To conclude, hour targeting for online campaigns makes a very powerful and efficient tool, but needs to be performed after carefully assessing surfing and buying behaviours of the visitors on web sites where we advertise.

(c) 2006 Otilia Otlacan

SEO Best Practice: Befriend the Directories

n the frenzy of super-optimizing a web site's content, stuffing it with keywords and compulsively count their density, off-site SEO efforts are often placed on the second place. This article uncovers a little part of what can be done, SEO-wisely, to get the most from directories listings.

Why Directories Are Important

Directories should play a major role in your SEO efforts, well, at least the big and important ones, for the following reasons:
- Listings within major directories provide "context" to search engines. For example, if your web site is listed in the Open Directory Project under the category Pets -> Weird Pets -> Blue Cats, search engines will assume your web site has something to do with blue cats. Your web site and pages will be indexed faster and might have a better ranking in search results for specific terms (in this case, "blue cats").
- Major directories (such as Yahoo! Directory, ODP, Jayde etc.) have high page ranks and as long as you obtain a non-reciprocal listing from them, paid or unpaid, your page rank will benefit greatly.
- Major directories are often replicated by other web sites (think of ODP, with hundreds of copies) which means that a listing somewhere in such a major directory will cause listings in all replica sites, contributing towards your link popularity efforts and boosting page ranks.
- The ODP (Open Directory Project) feeds results to Google, AOL, AltaVista, Lycos, Netscape - once again, a presence in ODP can get you quite far.

Submitting to Directories

As with most good things in life, you need to make efforts to get into quality directories. Although detailed instructions on how to submit your web sites are always provided by the directories, there are certain aspects to consider before you start hunting for directories and submit your web sites:

- Start with Yahoo! Directory and the Open Directory Project: being listed in the two of them is worth more than being listed in all other directories together! You will find soon enough that, unfortunately, being listed in these two is the hardest thing to do: Yahoo requires a $299 annual fee for regular web sites (only non-commercial sites qualify for a free listing) and $600 for adult sites, while ODP is free but you need A LOT of luck to make your way into it. ODP is so large yet is strictly human edited, which means the waiting time for a listing can extend to even years! Make your duty as a SEO worker and submit your web site, but don't get your hopes too high, unfortunately.

- Religiously follow the submission guidelines provided by directories: read them as many times as you need to make sure you will not upset its editors by submitting your site the wrong way, with inaccuracies, the wrong description style, or to the wrong category.

- Try to find niche directories if your web site's content is suitable for that. For example, if your web site covers Marketing topics, focus your efforts into finding a Marketing directory and submit your site there: search engines love links from sites relevant to yours!

- You will probably come across many directories with paid inclusions: use your common sense to appreciate if it’s worth it or not. A good criteria is to check their Google Page Rank: if it’s at least 3 levels higher than your site's Page Rank, it's probably worth spending the money for the inclusion fee. However, do look for directories with a flat, one-time fee rather than recurring monthly or annual fees: you'll end up spending less money!

In the end, remember a simple rule: if it's too easy to get into a directory, it's probably not worth the effort to get into it in the first case.

(c) 2005 Otilia Otlacan

e-Marketing Strategy: 7 Dimensions to Consider (the e-Marketing Mix)

What is e-Marketing?

e-Marketing is still quite a controversial subject to talk about, since no one succeeded to unify the various theories around it; however there is one thing upon which there is no doubt – that e-Marketing first appeared under the form of various techniques deployed by pioneer companies selling their products via the internet in the early 90's.

The frenzy around these new marketing techniques created by e-tailers and supported by the internet rapidly gave birth to a new dimension of what we knew as Marketing: the e-Marketing (electronic Marketing).

There are many definitions to what e-Marketing is, the simplest and shortest one being formulated by Mark Sceats: e-Marketing is Marketing that uses the internet as manifestation media. A working definition is that coming from a group of CISCO specialists: e-Marketing is the sum of all activities a business conducts through the internet with the purpose of finding, attracting, winning and retaining customers.

e-Marketing Strategy

The e-Marketing Strategy is normally based and built upon the principles that govern the traditional, offline Marketing – the well-known 4 P's (Product – Price – Promotion – Positioning) that form the classic Marketing mix. Add the extra 3 P's (People – Processes – Proof) and you got the whole extended Marketing mix.

Until here, there are no much aspects to differentiate e-Marketing from the traditional Marketing performed offline: the extended Marketing mix (4 + 3 P's) is built around the concept of "transactional" and its elements perform transactional functions defined by the exchange paradigm. What gives e-Marketing its uniqueness is a series of specific functions, relational functions, that can be synthesized in the 2P + 2C+ 3S formula: Personalization, Privacy, Customer Service, Community, Site, Security, Sales Promotion.

These 7 functions of the e-Marketing stay at the base of any e-Marketing strategy and they have a moderating character, unlike the classic Marketing mix that comprises situational functions only. Moderating functions of e-Marketing have the quality of moderate, operate upon all situational functions of the mix (the classic 4 P's) and upon each other.

1. Personalization
The fundamental concept of personalization as a part of the e-Marketing mix lies in the need of recognizing, identifying a certain customer in order to establish relations (establishing relations is a fundamental objective of Marketing). It is crucial to be able to identify our customers on individual level and gather all possible information about them, with the purpose of knowing our market and be able to develop customized, personalized products and services.

For example, a cookie strategically placed on the website visitor's computer can let us know vital information concerning the access speed available: in consequence, if we know the visitor is using a slow connection (eg. dial-up) we will offer a low-volume variation of our website, with reduced graphic content and no multimedia or flash applications. This will ease our customer's experience on our website and he will be prevented from leaving the website on the reason that it takes too long to load its pages.

Personalization can be applied to any component of the Marketing mix; therefore, it is a moderating function.

2. Privacy
Privacy is an element of the mix very much connected to the previous one – personalization. When we gather and store information about our customers and potential customers (therefore, when we perform the personalization part of the e-Marketing mix) a crucial issue arises: that of the way this information will be used, and by whom. A major task to do when implementing an e-Marketing strategy is that of creating and developing a policy upon access procedures to the collected information.

This is a duty and a must for any conscious marketer to consider all aspects of privacy, as long as data are collected and stored, data about individual persons.

Privacy is even more important when establishing the e-Marketing mix since there are many regulations and legal aspects to be considered regarding collection and usage of such information.

3. Customer Service
Customer service is one of the necessary and required activities among the support functions needed in transactional situations.

We will connect the apparition of the customer service processes to the inclusion of the "time" parameter in transactions. When switching from a situational perspective to a relational one, and e-Marketing is mostly based on a relational perspective, the marketer saw himself somehow forced into considering support and assistance on a non-temporal level, permanently, over time.

For these reasons, we should consider the Customer Service function (in its fullest and largest definition) as an essential one within the e-Marketing mix.

As we can easily figure out, the service (or assistance if you wish) can be performed upon any element from the classic 4 P's, hence its moderating character.

4. Community
We can all agree that e-Marketing is conditioned by the existence of this impressive network that the internet is. The merely existence of such a network implies that individuals as well as groups will eventually interact. A group of entities that interact for a common purpose is what we call a "community" and we will soon see why it is of absolute importance to participate, to be part of a community.

The Metcalf law (named after Robert Metcalf) states that the value of a network is given by the number of its components, more exactly the value of a network equals the square of the number of components. We can apply this simple law to communities, since they are a network: we will then conclude that the value of a community rises with the number of its members. This is the power of communities; this is why we have to be a part of it.

The customers / clients of a business can be seen as part of a community where they interact (either independent or influenced by the marketer) – therefore developing a community is a task to be performed by any business, even though it is not always seen as essential.

Interactions among members of such a community can address any of the other functions of e-Marketing, so it can be placed next to other moderating functions.

5. Site
We have seen and agreed that e-Marketing interactions take place on a digital media – the internet. But such interactions and relations also need a proper location, to be available at any moment and from any place – a digital location for digital interactions.

Such a location is what we call a "site", which is the most widespread name for it. It is now the time to mention that the "website" is merely a form of a "site" and should not be mistaken or seen as synonyms. The "site" can take other forms too, such as a Palm Pilot or any other handheld device, for example.

This special location, accessible through all sort of digital technologies is moderating all other functions of the e-Marketing – it is then a moderating function.

6. Security
The "security" function emerged as an essential function of e-Marketing once transactions began to be performed through internet channels.

What we need to keep in mind as marketers are the following two issues on security:

- security during transactions performed on our website, where we have to take all possible precautions that third parties will not be able to access any part of a developing transaction;

- security of data collected and stored, about our customers and visitors.

A honest marketer will have to consider these possible causes of further trouble and has to co-operate with the company's IT department in order to be able to formulate convincing (and true, honest!) messages towards the customers that their personal details are protected from unauthorized eyes.

7. Sales Promotion
At least but not last, we have to consider sales promotions when we build an e-Marketing strategy. Sales promotions are widely used in traditional Marketing as well, we all know this, and it is an excellent efficient strategy to achieve immediate sales goals in terms of volume.

This function counts on the marketer's ability to think creatively: a lot of work and inspiration is required in order to find new possibilities and new approaches for developing an efficient promotion plan.

On the other hand, the marketer needs to continuously keep up with the latest internet technologies and applications so that he can fully exploit them.

To conclude, we have seen that e-Marketing implies new dimensions to be considered aside of those inherited from the traditional Marketing. These dimensions revolve around the concept of relational functions and they are a must to be included in any e-Marketing strategy in order for it to be efficient and deliver results.

(c) 2005 Otilia Otlacan

Overview on Qualitative Data Collection Techniques in International Marketing Research

This article is meant to be a brief review and reminder of some valuable yet often bypassed techniques to collect data on international markets and consumers.

When thinking of market research, surveys are most likely the first technique that comes to ones mind. However, surveys are a quantitative research and, in order to understand customer behavior and the social and cultural context in which our business will operate, we will need to perform some qualitative research as well.

Qualitative methods are most certainly a more appropriate option when in need of researching patterns and attitudes in customer behavior, understand the depth of the environment around the customer, and understand the cultural characteristics then influence a customer – especially when the marketer is not familiar with the country of culture.

There are certain situations where qualitative research alone can provide the marketer with all insights needed to make decisions and take actions; while in some other cases quantitative research might be needed as well.

We will stop by the main qualitative techniques and see how and where they can be employed in international marketing. Craig and Douglas (2000), mention three major types of qualitative data collection techniques:

- observational and quasi-observational techniques;

- projective techniques and depth interviews;

- creative group sessions (synectics).

1. Observational and quasi-observational techniques

Observational techniques involve direct observation of phenomena (in our case, consumers' behavior) in their natural settings. Observational research might be somehow less reliable than quantitative research yet it is more valid and flexible since the marketer is able to change his approach whenever needed.

Disadvantages are given by the limited behavioral variables and the fact that such data might not be generalizable – we can observe a customer's behavior at a given moment and situation but we cannot assume all further customers will act the same.

Quasi-observational techniques are reported to have increased in usage over the past decades, due to the large scale employ of surveillance cameras within stores. Such techniques cost less than pure observational ones since costs associated with video surveillance and taping are far lower than a researcher's wage; the tape can be viewed and analyzed at a later time, at the marketer's convenience. When performing videotaping of consumers' behaviors, they can be asked to give comments and insights upon their thoughts and actions while the conversation itself can be recorded and be further analyzed.

Pure observation: the marketer watches behavior of customers in real-life situation, either in situ or by videotaping the consumers (less intrusive). Videotaping can be specifically recommended when studying patterns of different cultures, since we can easily compare behaviors taped and highlight similarities and / or differences.

Trace measures: consist in collecting and recording traces of consumers' behavior. Such traces can be fingerprints or tear of packages, empty packages, garbage cans analysis and any other ways a marketer can imagine (it's all about creativity here!). In eMarketing, trace measures come under the form of recorded visits and hits – there are numerous professional applications that can help an emarketer analyze the behavior of visitors on his company's website.

Archival measures: can be any type of historical records, public records, archives, libraries, collections of personal documents etc. Such data can prove to be of great use in analyzing behavioral trends and changes in time. Marketers can also identify cultural values and attitudes of a population at a given moment by studying mass media content and advertisement of the timeframe questioned.

Entrapment measures: those are indirect techniques (by comparison to the previously mentioned ones) and consist in asking the respondent to react to a specific stimulus or situation, when the actual subject of investigation is totally different. The marketer plants the real stimulus among many fake ones and studies reactions. The method is quite unobtrusive and the marketer can gather valuable, non-reactive facts. When the respondent becomes aware of the true subject under investigation (s)he might change the behavior and compromise the study.

Protocols: are yet another observational marketing research technique which asks respondents to think out loud and verbally express all their thoughts during the decision-making process. Protocols are of great value for determining the factors of importance for a sale and they can be collected in either real shopping trips or simulated ones.

2. Projective techniques

Such techniques are based on the respondent's performance of certain tasks given by the marketer. The purpose is to have the consumers (respondents) express their unconscious beliefs through the projective stimuli; to express associations towards various symbols, images, signs.

Cooper (1996) suggested that projective techniques can be successfully employed to: - indicate emotional and rational reactions;

- provide verbal and non-verbal communication;

- give permission to express novel ideas;

- encourage fantasy, idiosyncrasy and originality;

- reduce social constraints and censorship;

- encourage group members to share and "open up".

Projective market research techniques can take the following forms, presented below.

Collages – used to understand lifestyles and brand perceptions, respondents are asked to assemble a collage using images and symbols from selected sets of stimuli or from magazines and newspapers of their choice.

Picture completion – certain pictures can be designed to express and visualize the issue under study and respondents have to make associations and / or attribute words to the given pictures.

Analogies and metaphors are used when a larger range of projection is needed, with more complexity and depth of ideas and thoughts on a given brand, product, service, organization. The respondents are asked to freely express their association and analogies towards the object being studied; or they can be asked to select from a set of stimuli (e.g. photos) those that fit the examined subject.

Psycho-drawing is a technique that allows study participants to express a wide range of perceptions by making drawings of what they perceive the brand is (or product, service).

Personalization consists in asking the respondents to treat the brand or product as if it is a person and start making associations or finding images of this person. This technique is especially recommended in order to understand what kind of personality consumers assign to a brand / product / service.

3. In-depth interviews

These techniques of marketing research put an accent on verbal communication and they are efficient especially when trying to discover underlying attitudes and motivations towards a product or a specific market / consumption situation.

Individual in-depth interviews are performed on a person-to-person environment and the interviewer can obtain very specific and precise answers. Such interviews are common in B2B practices of market research, for example when a company conducts a research about a product among their existing corporate customers.

Interviews can be conducted by phone or via internet-based media, from a centralized location: this can greatly reduce costs associated with market research and the results are pretty much as accurate as the face-to-face ones. The only disadvantage would be the lack of non-verbal, visual communication.

Focus groups are basically discussions conducted by a researcher with a group of respondents who are considered to be representative for the target market.

Such meetings are usually held in an informal setting and are moderated by the researcher. Videotaping the sessions is common these days, and it can add more sources of analysis at a later time.

Focus groups are perhaps the ideal technique, if available in terms of costs and time, to test new ideas and concepts towards brands and products; to study customers' response to creative media such as ads and packaging design or to detect trends in consumers' attribute and perception. One of the important advantages of focus groups is the presence of several respondents in the same time, providing a certain synergy. Disadvantages refer mainly to the costs involved and the scarcity of good professionals to conduct the interviews and discussions.

To conclude, we have to keep in mind just how important non-survey data collection techniques are in today's market research. Not only they provide more depth of analysis but they can be performed in significantly less time than surveys and they're more suitable to be employed during the exploratory phases of international marketing research.

(c) 2005 Otilia Otlacan

Rules to Setting Business Goals and Objectives: Why and How to be SMART

We all know that nothing runs without a plan, and a plan cannot run without having its objectives set.

That applies to any kind of plan, whether we're talking business or personal finances, university degrees or NGO programs, website promotion or weight loss.

Setting objectives and milestones is of crucial importance for any planning activity and is the core of its success, or failure. Knowing how to set objectives is not exactly rocket science in terms of complexity, but any strategist should know the basic rules of how to formulate and propose objectives. We will see in this article why objectives play such a major role within a company's planning and strategic activities, how they influence all business processes, and we will review some guidelines of setting objectives.

The Importance of Setting Objectives

One might wonder why we need to establish objectives in the first place, why not let the company or a specific activity just run smoothly into the future and see where it gets. That would be the case only if we really do not care whether the activity in discussion will be successful or not: but then, to use a popular saying, "if something deserves to be performed, then it deserves to be performed well". In other words, if we don't care for the results, we should not proceed with the action at all.

Setting objectives before taking any action is the only right thing to do, for several reasons:

- it gives a target to aim to, therefore all actions and efforts will be focused on attaining the objective instead of being inefficiently used;
- gives participants a sense of direction, a glimpse of where they’re going to;
- motivates the leaders and their teams, since it is quite the custom of establishing some sort of reward once the team successfully completed a project;
- offers the support in evaluating the success of an action or project.

The 5 Rules of Setting Objectives: Be SMART!

I am sure most managers and leaders know what SMART stands for, well, at least when it comes of establishing objectives. However, I have seen some of them who cannot fully explain the five characteristics of a good-established objective – things are somehow blurry and confused in their minds. Since they can't explain in details what SMART objectives really are, it is highly doubtful that they will always be able to formulate such objectives.

It is still unclear from where the confusion comes: perhaps there are too many sources of information, each of them with a slightly different approach upon what a SMART objective really is; or perhaps most people only briefly "heard" about it and they never get to reach the substance behind the packaging.

Either way, let us try to uncover the meaning of the SMART acronym and see how we can formulate efficient objectives. SMART illustrates the 5 characteristics of an efficient objective; it stands for Specific – Measurable – Attainable – Relevant – Timely.

1. Be SPECIFIC!

When it comes of business planning, "specific" illustrates a situation that is easily identified and understood. It is usually linked to some mathematical determinant that imprints a specific character to a given action: most common determinants are numbers, ratios and fractions, percentages, frequencies. In this case, being "specific" means being "precise".

Example: when you tell your team "I need this report in several copies", you did not provide the team with a specific instruction. It is unclear what the determinant "several" means: for some it can be three, for some can be a hundred. A much better instruction would sound like "I need this report in 5 copies" – your team will know exactly what you expect and will have less chances to fail in delivering the desired result.

2. Be MEASURABLE!

When we say that an objective, a goal, must be measurable, we mean there is a stringent need to have the possibility to measure, to track the action(s) associated with the given objective.

We must set up a distinct system or establish clear procedures of how the actions will be monitored, measured and recorded. If an objective and the actions pertaining to it cannot be quantified, it is most likely that the objective is wrongly formulated and we should reconsider it.

Example: "our business must grow" is an obscure, non-measurable objective. What exactly should we measure in order to find out if the objective was met? But if we change it to "our business must grow in sales volume with 20%", we've got one measurable objective: the measure being the percentage sales rise from present moment to the given moment in the future. We can calculate this very easy, based on the recorded sales figures.

3. Be ATTAINABLE!

Some use the term "achievable" instead of "attainable", which you will see it is merely a synonym and we should not get stuck in analyzing which one is correct. Both are.

It is understood that each leader will want his company / unit to give outstanding performances; this is the spirit of competition and such thinking is much needed. However, when setting objectives, one should deeply analyze first the factors determining the success or failure of these objectives. Think of your team, of your capacities, of motivation: are they sufficient in order for the objectives to be met? Do you have the means and capabilities to achieve them?

Think it through and be honest and realistic to yourself: are you really capable of attaining the goals you've set or are you most likely headed to disappointment? Always set objectives that have a fair chance to be met: of course, they don't need to be "easily" attained, you're entitled to set difficult ones as long as they're realistic and not futile.

Example: you own a newborn movers company and you set the objective of "becoming no. 1 movers within the state". The problem is you only have 3 trucks available, while all your competitors have 10 and up. Your goal is not attainable; try instead a more realistic one, such as "reaching the Top 5 fastest growing movers company in the state".

4. Be RELEVANT!

This notion is a little more difficult to be perceived in its full meaning; therefore we will start explaining it by using an example in the first place.

Imagine yourself going to the IT department and telling them they need to increase the profit to revenue ratio by 5%. They will probably look at you in astonishment and mumble something undistinguished about managers and the way they mess up with people’s minds.

Can you tell what is wrong with the objective above? Of course! The IT department has no idea what you were talking about and there's nothing they can do about it - their job is to develop and maintain your computerized infrastructure, not to understand your economic speech. What you can do it setting an objective that the IT department can have an impact upon, and which will eventually lead to the increase you wanted in the first place. What about asking them to reduce expenditures for hardware and software by 10% monthly and be more cautious with the consumables within their department by not exceeding the allocated budget? They will surely understand what they need to do because the objective is relevant for their group.

Therefore, the quality of an objective to be "relevant" refers to setting appropriate objectives for a given individual or team: you need to think if they can truly do something about it or is it irrelevant for the job they perform.

5. Be TIMELY!

No much to discuss about this aspect, since it is probably the easiest to be understood and applied.

Any usable and performable objective must have a clear timeframe of when it should start and/or when it should end. Without having a timeframe specified, it is practically impossible to say if the objective is met or not.

For example, if you just say "we need to raise profit by 500000 units", you will never be able to tell if the objective was achieved or not, one can always say "well, we’ll do it next year". Instead, if you say "we need to raise profit by 500000 units within 6 months from now", anyone can see in 6 months if the goal was attained or not. Without a clear, distinct timeframe, no objective is any good.

(c) 2005 Otilia Otlacan

What is e-Marketing? A New Discipline is Evolving

Before trying to define the term of eMarketing (or electronic marketing, so to speak), we should first take a look at the premises of its apparition and development.

The theories concerning eMarketing have not been unified yet, due to a large diversity in specialists' opinions. Still, one of the aspects that is established and has ceased being discussed in contradictory, is the fact that electronic marketing first appeared under the form of various techniques used by companies distributing their products through online channels (Internet – based).

That happened back in the pioneering age before 1995. These companies that opened the road were called "e-tailers", as opposed to the traditional retailers (also known as "brick-and-mortar" retailers). During their limited life, these electronic retailers began to develop and frenetically introduced new marketing techniques based on the support offered by the internet.

The online technologies mentioned above developed in the context created by the e-tailers, they are widely used these days by B2C and B2B organizations. In other words, they evolved towards what we call now eMarketing (you can also spell it e-Marketing if you wish, the "e-" stands in both cases for "electronic").

You might find as extremely useful and suggestive the perspective offered by the eMarketing Association (eMA). You heard a lot, especially over the past 2 years, about the decline of online businesses (or the decline of dotcoms), but this temporary difficulty can be viewed as a similarity to the impasse of Columbus during his expedition that made him famous more than half millennium ago. The initial "business plan" with which Columbus started this trip (that of bringing the Asian resources in his country and getting fabulously rich) was a complete disaster: catastrophic estimations, not enough resources allocated, total lack of information upon the environment he will develop his "business" in, but... he discovered America instead and changed the world for ever. In a similar manner, we can say that the dotcoms, despite their terrible strategies (if any), "discovered" by mistake the world of eMarketing.

As we already noticed, defining eMarketing is still highly problematic. Still, what do we mean when we use this term? As many other English words, the term was born by adding the prefix "e-" to a term already known and used, in this case "marketing". The prefix "e-" is actually the extreme contraction of the word "electronic" and is quite omnipresent in today’s language of many people: "e-marketing", "e-business", "e-mail", "e-learning", "e-commerce", "e-", "e-", "e-"...

The simplest definition of eMarketing could be that suggested by Mark Sceats: the eMarketing that uses internet as manifestation channel.

A more comprehensive, practical definition is the one formulated by specialists of CISCO company: eMarketing is a generic term utilized for a wide range of activities - advertising, customer communications, branding, fidelity programs etc. – using the internet. More than the simple development of a website, the eMarketing focuses on online communications, direct dialog with consumers who thus participate to the creation of new products, finding efficient methods to win customer's fidelity and ease their business-making process. eMarketing is the sum of activities a company makes with the purpose of finding, attracting, winning and retaining customers.

At last, for those of you interested in a more scientific approach, we could say that eMarketing allows relational exchanges in digital, networked and interactive environments (acronym: DNI environments). Earlier in the history of eMarketing, it was conceptualized as being focused upon the exchanges, but today's theoreticians suggest the exchange paradigm is a limited modality to define eMarketing.

Whichever definition you will choose to use, will depend on where exactly you need to use it and for what purpose. You can probably formulate a definition yourself, according to your own knowledge, experience and view upon what is eMarketing.

However, one conclusion needs to be drawn in connection with eMarketing: it has developed over the past few years into a standalone discipline, with its own conceptual apparatus, tools and laws, but with a still-to-be systematized knowledge.

(c) 2005 Otilia Otlacan