DAGMAR (Define Advertising Goals for Measured Advertising Results)

  By admin | February 27, 2011 - 1:42 pm | Marketing Leave a comment

1961, America Advertiser Russell H Colley think whether it is successful or failure,You should think it The cost of whether could transfer information and latitude effectively.So,his book came up with “Defining Advertising Goals for Measured Advertising Results”.We call it DAGMAR Model.

The difference between DAGMAR and traditional Ads is that DAGMAR pay more attention to transfer but not the final sale change.Because there are too many Consumer change elements.Advertise is only one of the important part.

DAGMAR Advertise Effect Model Picture:

Unknown->Awareness->comprehension->Conviction->Action

Awareness: Potential Customers should first know the exist of Brand or Company.

Comprehension: Potential customers must understand the brand or corporate existence, and this product can do for him.

Conviction: Before Potential Customers could buy this product,He has to achieve conviction trend.

Action: Potential customers to understand, on the basis of convincing incentive to buy the products after the final act.

DAGMAR Principle

1.Ads Target is something about transfering in marketing Job.

2.Ads Target is written By simple words.If the purpose of advertising has not yet reached an agreement, then create an ad before the advertising goals should find out, rather than after the fact find.

3. ad creation and all kinds of goals to be approved by the unanimous consent of all departments. Planning and implementation of plans to separate.

4. advertising, formulation of goals, should be purchased on the market and its various motivations superb knowledge. They are careful carefully measure of market opportunities while the show is based on realistic expectations.

5. the reference point of the decision is based on the matters which they can measure the completion of the development. Mental state – knowledge, attitudes and buying habits, so to be published, broadcast advertising be identified before and after, or in advertising and advertising to reach those who do not meet all of the audio-visual comparison.

6.used to post the results of the method of determination of advertising, advertising in the establishment of objectives that should be developed.

DAGMAR 6M Ads conviction Method

1.Merchandise

2.Markets:Who should be influenced by us

3.Motives:Why they buy or not?

4.Messages:What idea,information and latitude we want to transfer?

5.Media:How to transfer to the potential Customers?

6.Measurements:What principles should we come up with to measure the effectiveness who we would like to transfer to?

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Make money through Write Soft Articles

  By admin | February 24, 2011 - 4:11 pm | Marketing Leave a comment

As a blogger,I am thinking methods how to make money through soft articles.I know there is almost many bloggers could not make profits.So,find an effective method to make profit online would be a important task for every bloggers.

In my experience,Soft post,we call text ads also,is a really effective method for most bloggers to make money through their blogs.For example Irvine Virtual Office:5 Best Tips For Online Virtual Office . Every post and every website has a specific price.Some is expensive as much as hundreds of dollors and some is cheap as much as several dollars.

I have write lots of Soft articles on my websites.There are so many advertisers need us to write articles for them.They do it for Brand and SEO such as cheap deisgner handbags,ipod video converter,cheap laptop battery and so on.

What is Soft articles

As the name implies, it is relative to the hard advertising, from the company’s marketing staff or advertising agency copywriters responsible for writing the “text ads.” Compared with hard ad soft paper was known as soft, subtlety is that a “soft” word, like cotton in the possession of needles, close but not exposed, Kedi trace. Until you find it is a soft paper, you do not have the cold stare of the fall-off of being well-designed “advertorial” trap. It is in pursuit of a Dead Poets Society, the spread of silent lubricant effect.

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key Opinion Leader (KOL)

  By admin | February 24, 2011 - 11:05 am | Marketing Leave a comment

Opinion leadership is a concept that arises out of the theory of two-step flow of communication propounded by Paul Lazarsfeld and Elihu Katz. This theory is one of several models that try to explain the diffusion of innovations, ideas, or commercial products.

The opinion leader is the agent who is an active media user and who interprets the meaning of media messages or content for lower-end media users. Typically the opinion leader is held in high esteem by those who accept his or her opinions. Opinion leadership tends to be subject specific, that is, a person that is an opinion leader in one field may be a follower in another field. An example of an opinion leader in the field of computer technology, might be a neighborhood computer service technician. The technician has access to far more information on this topic than the average consumer and has the requisite background to understand the information, though the same person might be a follower at another field (for example sports) and ask others for advice

Opinion leadership is a concept that arises out of the theory of two-step flow of communication propounded by Paul Lazarsfeld and Elihu Katz. This theory is one of several models that try to explain the diffusion of innovations, ideas, or commercial products.
The opinion leader is the agent who is an active media user and who interprets the meaning of media messages or content for lower-end media users. Typically the opinion leader is held in high esteem by those who accept his or her opinions. Opinion leadership tends to be subject specific, that is, a person that is an opinion leader in one field may be a follower in another field. An example of an opinion leader in the field of computer technology, might be a neighborhood computer service technician. The technician has access to far more information on this topic than the average consumer and has the requisite background to understand the information, though the same person might be a follower at another field (for example sports) and ask others for advice.

Finding KOL & Influentials using Social Network Analysis

key Opinion Leader (KOL)
Professionals do not make decisions in isolation. In addition, they do not decide based on facts and numbers alone. Like the rest of us, they use their local network of trusted others for advice, opinions and expertise.

The network map above reveals how physicians seek each other out to discuss new medical treatments. Physician names have been replaced by numbers to protect their privacy. If physician A looks to physician B for advice/opinion/expertise then an arrow is drawn from node A to node B. The pattern of direct and indirect arrows surrounding a node, helps determine the influence of that person — influence is mostly local.

Who are the key opinion leaders in the above community? And who do they influence? You need more than one opinion leader to reach the whole community!

The eye naturally looks to those nodes who have many links pointing to them. The node with most arrows coming in [social network analysts call these in-degrees] is physician 048, followed by 013 and 081, and then 078. Does this simple analysis reveal who is most influential in this group of professionals? No. This elementary analysis is not always accurate.

We use a more sophisticated algorithm that takes into account both the direct and indirect links in the network. This approach provides a more accurate evaluation of who really influences thought and practice throughout the physician network. This method also allows our clients to find hidden experts — those who may not have many conections, but strongly influence other opinion leaders.

Using the same algorithm, in reverse, we can quickly show the direct and indirect influence clusters of each key opinion leader. Where does their influence flow? And where does it intersect with other possible opinions?

Who are the key opinion leaders in your market? And who listens to them? Do the leaders have a web of diffusion [others who will pass the message on] around them?

Managing KOLs

If, as the Clarescent survey of global KOLs suggests, many physicians and scientists are working on a half-dozen projects within a single pharmaceutical company, it is not easy to know how high their total fees are. Paying an individual consultant too much over the course of a year can cause a public-relations nightmare or trigger an OIG investigation. How should a company create a transparent structure to track payments?

First, the company needs to create a centralized position or department that is responsible for owning and managing opinion-leader relationships—especially with a national or global KOL. Second, a central database should track every KOL who works for a company, and note who within the company has had contact with him or her. (Business rules should govern who has to log contacts with the KOL.) Each payment to the KOL should be entered in the centralized database, and a transparent rule should govern the annual payment caps for consultants.

Of course, centralizing payments is not as easy as it sounds. Many KOLs appear under different descriptions. Sometimes a company may pay the physician directly, which can be logged to a social security number. But other payments may go to an employee ID number, to a hospital clinic, to an academic department at a university, to a private company developing CME materials, or through another third party, such as a KOL agency supporting an advisory board. Each of these payments could benefit the same doctor. In the end, companies will have to change their cultures to follow the money. Even when the transactions are recorded between institutions, the deals are made by individuals. Team members will have to communicate—and document why they deal with particular consultants or institutions.

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Peter F. Drucker

  By admin | February 23, 2011 - 2:07 am | Celebrity Leave a comment

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.”[1] His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.[2] He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning.[3] In 1959, Drucker coined the term “knowledge worker” and later in his life considered knowledge work productivity to be the next frontier of management.

History of Peter F. Druker

Born November 19, 1909, in Vienna, Drucker was educated in Austria and England and earned a doctorate from Frankfurt University in 1931.  He became a financial reporter for Frankfurter General Anzeiger in Frankfurt, Germany, in 1929, which allowed him to immerse himself in the study of international law, history and finance.

Drucker moved to London in 1933 to escape Hitler’s Germany and took a job as a securities analyst for an insurance firm.  Four years later he married Doris Schmitz and the couple departed for the United States.

In 1939, Drucker landed a part-time teaching position at Sarah Lawrence College in New York.  He joined the faculty of Bennington College in Vermont in 1942 and the next year put his academic career on hold to spend two years studying the management structure of General Motors.  This experience let to his book “Concept of the Corporation,” an immediate bestseller in the United States and Japan, which validated the notion that great companies could stand among humankind’s noblest inventions.

From 1950 to 1971, Drucker was a professor of management at the Graduate Business School of New York University.  He was awarded the Presidential Citation, the university’s highest honor.

Drucker came to California in 1971, where he was instrumental in the development of one of the country’s first executive MBA programs for working professionals at Claremont Graduate University (then known as Claremont Graduate School).  The university’s management school was named the Peter F. Drucker Graduate School of Management in his honor in 1987.  He taught his last class at the school in the spring of 2002.  His courses consistently attracted the largest number of students of any class offered by the university.

Drucker had long wished to have the name of a benefactor attached to the school that bore his name.  His wish was fulfilled in January of 2004, when the name of his friend, Japanese businessman Masatoshi Ito, was added to the school.  It is now known as the Peter F. Drucker and Masatoshi Ito Graduate School of Management.

From his early 20′s to his death, Mr. Drucker held various teaching posts, including a 20-year stint at the Stern School of Management at New York University and, since 1971, a chair at the Claremont Graduate School of Management. He also consulted widely, devoting several days a month to such work into his 90′s. His clients included G.M., General Electric and Sears, Roebuck but also the Archdiocese of New York and several Protestant churches; government agencies in the United States, Canada and Japan; universities; and entrepreneurs.

For over 50 years, at least half of the consulting work was done free for nonprofits and small businesses. As his career progressed and it became clearer that competitive pressures were keeping businesses from embracing many practices he advocated, like guaranteed wages and lifetime employment for industrial workers, he became increasingly interested in “the social sector,” as he called the nonprofit groups.

According to Claremont Graduate University, Mr. Drucker’s survivors include his wife, Doris, an inventor and physicist; his children, Audrey Drucker of Puyallup, Wash., Cecily Drucker of San Francisco, Joan Weinstein of Chicago, and Vincent Drucker of San Rafael, Calif.; and six grandchildren.

Early last year, in an interview with Forbes magazine, Mr. Drucker was asked if there was anything in his long career that he wished he had done but had not been able to do.

“Yes, quite a few things,” he said. “There are many books I could have written that are better than the ones I actually wrote. My best book would have been “Managing Ignorance,” and I’m very sorry I didn’t write it.”

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AIDAS

  By admin | February 18, 2011 - 5:25 pm | Marketing Leave a comment

AIDA is an acronym used in marketing that describes a common list of events that may be undergone when a person is selling a product or service. The term and approach are attributed to American advertising and sales pioneer, E. St. Elmo Lewis. In 1898 Lewis created his AIDA funnel model on customer studies in the US life insurance market to explain the mechanisms of personal selling. Lewis held that the most successful salespeople followed a hierarchical, four layer process using the four cognitive phases that buyers follow when accepting a new idea or purchasing a new product.

  • A – Attention (Awareness): attract the attention of the customer.
  • I – Interest: raise customer interest by focusing on and demonstrating advantages and benefits (instead of focusing on features, as in traditional advertising).
  • D – Desire: convince customers that they want and desire the product or service and that it will satisfy their needs.
  • A – Action: lead customers towards taking action and/or purchasing.

Increase Conversions With an Old Sales Model

You have trained hard and optimized your content for keywords (SEO basics). You’ve gained respect from your peers (link building), and have battled your competition and fought your way to the top of the search results (queue 80′s training montage). Now comes the championship fight – but it’s not against your top competition. It’s to convert those hard won visitors into customers.

So how do you convert visitors into customers? Make use of the AIDAS formula. There is nothing revolutionary about this age-old idea (it was conceived by psychologist E.K. Strong way back in 1925). There’s a reason it’s still around – because it works. AIDAS is best shown as a funnel:
aidas-diagram

Attention: Attract the customers’ attention.

You will only have a few seconds here. Having strong headline copy with an appropriate design emphasis or an intriguing image is most effective.

Interest: Get the customer interested.

Sell the benefits and advantages that the customer will enjoy with purchasing your product and or service. Include features if needed but make them less prominent in the design.

Desire: Make them want it.

Tell the customer how it will solve their problems or how it will make them feel.

Action: Tell them how to get it.

Provide clear calls to action and make it easy for the customer to purchase, signup, and or donate.

Satisfaction: Make those customers happy.

While this doesn’t directly increase conversion rates, it is vital for your business. Provide stellar customer service and two things will happen: the customer is much more likely to become a return, and they will recommend your business to friends and colleagues. Provide poor customer service, or worse, make them angry enough to share their bad experience. “Hell hath no fury like an angry customer with a Twitter account.”

AIDAS example in action:

The Mission Bicycle Company’s website is a good example of the AIDAS model in action.

site-example-web

  1. Attention: A well photographed, interesting image with their product dead center grabs visitor’s attention.
  2. Interest: A strong headline details why you should care about their product, and lets them know that they can afford it.
  3. Desire: Showcases recent custom bikes to inspire potential customers.
  4. Action: Lets the customer get started designing their own bike.
  5. Satisfaction: Lets customers provide feedback, suggestions, ask questions and lets general visitors see how satisfied their current customers are.

AIDAS New development

Later evolutions of the theory have edited the AIDA steps. New phases such as conviction (AIDAC) and satisfaction (AIDAS) have been added.

  • S – Satisfaction – satisfy the customer so they become a repeat customer and give referrals to a product.

C One significant modification of the model was its reduction to three steps (CAB):

  • Cognition (Awareness or learning)
  • Affect (Feeling, interest or desire)
  • Behaviour (Action).

Along with these developments came a more flexible view of the order in which the steps are taken, suggesting that different arrangements of the model might prove more effective for different consumer-to-product relationships.

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