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xgis - Download as PDF File .pdf), Text File .txt) or read online. Nguyen Ly 20 - Bi Quyet Lam It Duoc Nhieu - The Secret of Achieving More With Less - Richard Koch. Uploaded by Giao Trinh Quan Ly Du an Dau Tu Quyen 1. peidl - Download as PDF File .pdf), Text File .txt) or read online. Giao Trinh Quan Ly Du an Dau Tu Quyen 1 Nguyen Ly - Bi Quyet Lam It Duoc Nhieu - The Secret of Achieving More With Less - Richard Koch. Download as PDF, TXT or read online from Scribd. Flag for inappropriate Trong bo co ny, nhm em s dng datasheet LM ca hng bn dn National . Tai Lieu Chuyen Dung Cho GC Com. Uploaded by. nguyen-ly Uploaded by.
If those terms make your eyes glaze over raises hand sheepishly , try something different. It gets an 8. Metabase Metabase is an open source business intelligence tool that enables you to poke around in your data and prod it until answers come out.
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If you have enough data to need data mining, Spago offers that, as well. Free business intelligence software If you really want a sense of just how much software has changed business intelligence, consider that some of the following programs offer unlimited reports.
Thirty years ago, the amount of time, effort, and man hours that went into making a single report would have made that idea seem fanciful. Dataiku Free offers 26 different chart types, to be precise. Hariharan: Even just a couple of years ago, companies said that they need to be online if they have to survive in the digital world. They said, people are spending about a billion years on the internet every year and therefore they need to be able to provide their customers online access to their business.
So what more can businesses do? How do they ensure that the experiences that they provide to their customers are consistent across all of the channels? How do they differentiate between the experiences that they offer versus what some of their competitors are offering?
These are some of the challenges that businesses across industries are grappling with today. More importantly, what has brandknewmag. Hariharan: In this age of digital transformation, there is one thing that is constant, and that is the customer. Who could have described customer experience better than some of the entrepreneurs here in the U. The catchy phrases that these guys came up with ring true even today.
And businesses need to figure out how to interact with their customers better. Knowledge Wharton: Could you give some specific examples? The mission statement of the first insurance company is to offer health insurance policies to its customers. In the digital world, this company says that I am going to make sure that my service and products are accessible to my customers both online and in the physical world. They can interact with me any way they choose to, including on their mobile devices.
The second insurance company, on the other hand, says my mission statement is to be a partner to my customers on their wellness journey.
For instance, it connects its customers to the local gym. It encourages them to exercise regularly. It motivates them using gamification. It reminds its customers to get their annual physicals.
This is an example of a company that cares for its customers. And healthy customers means that fewer insurance claims will be submitted.
It also means that their insurance premiums could go down over a period of time. In this example, the first company has a transactional relationship with its customers. The second one, based on its stated mission as well as its behavior, is able to deliver connected customer experiences, thereby owning the journey of its customer.
Knowledge Wharton: Could you drill down a bit deeper into what you just said? What do you mean by a connected customer experience, or connected customer journey?
I have always thought of grocery stores as someone that does mass marketing, or at best, demographic-based marketing. They still send me coupons by snail mail for products that I have never bought from them.
Like meat, for example. I am a vegetarian. So I got really excited when a couple of months ago one of my customers, a grocery store, came to us and said they wanted to understand their customers better. They wanted to do behavior-based segmentation.
They wanted to understand the personas of each and every one of their customers. What this means is that the store wants to understand where their customers live, where they work, what is their education level, what they consume, how they shop, why they shop, what motivates them to shop, what motivates them to come into this store, and so on.
And based on all of this information, which is the persona of an individual, they wanted to drive customized campaigns. I painted a vision for them on how they can own the journey of their customer. Let us assume that you are one of their customers and they know that you are affluent, you work here at Knowledge Wharton, you are highly educated, you shop with them regularly, and you shop on Saturdays with your wife.
One Saturday, you walk into their store and you pick up a bottle of champagne because you have guests coming to your place. And as you are walking down the aisle, the store sends you a short video notification. You are curious and you open the video. You see people enjoying that bottle of champagne that you just picked up, along with some beet and cumin soup, and bread and cheese. As you are watching the video, the store sends you another notification asking you if you want to purchase some beetroot.
You say yes. To your further surprise, a store attendant comes to you and hands over some beetroot and bread and cheese. This is a very simple example of connected customer experiences. Knowledge Wharton: That is a great example. But to do something like this for a customer, at this level of elaboration and intricacy, would be quite an expensive exercise. So do you do it for every customer or only for some selective customers?
If it is the latter, how do you choose whom to target with this level of service? Hariharan: This is where the persona-based segmentation comes into play. Personas help retailers understand what sort of a customer they are dealing with. For instance, some customers shop at a particular store based on sales, while other customers shop there on a regular basis and are extremely loyal.
For these loyal customers, the store can offer differentiated experience such as the one we just spoke about. So persona-based segmentation is the key to understanding the customer and to delivering customized campaigns. What makes this easier today is that we have technologies to do this. When you go to any Whole Foods store they ask you if you are an Amazon Prime member. And if you are, then you immediately get some discounts. What I found very clever about this is that Amazon Prime already has very detailed information about customers and it would make it fairly easy for them to build such customer personas as you were describing by combining the online and offline experiences.
Hariharan: Absolutely. Knowledge Wharton: How can companies deal with a giant like Amazon? What should other retailers be doing to react to this? Hariharan: Like Google has become the de facto standard for searches, Amazon has become a de facto standard for product searches and product purchases.
I believe that customers will do business with companies that offer them differentiated experiences, memorable experiences. I was talking recently to a friend who has four dogs and he buys a lot of dog food from Amazon. I asked him what would make him go into a neighborhood pet store.
He said Alexa reminds him when he needs to order dog food and the prices on Amazon are quite competitive. He simply orders them from the convenience of his home. So I asked him whether he would go into that store if they offered to shampoo his dog. He immediately said yes. So that is the motivation for him to change the behavior to go into a pet store. The customer data exists within IT, within CRM [customer relationship management] systems, within operations, in marketing.
And each of these silos has its own data strategy as well as its own data governance strategy. So enterprises are struggling to figure out how to get a handle on their customer data.
I think any kind of privacy data regulation will force businesses to rethink their data strategy and their data governance strategy. The first step that they would need to take is to get a handle on their customer data. As we know, getting a handle on the data allows you to understand your customer, and that is key to delivering superior customer experiences. So there is a silver lining even for businesses when it comes to these regulations.
In order to change the behavior of a customer, businesses need to understand what motivates them. For this, they need to understand their customers as individuals. They need to understand the personas of the customers. Once the customer goes into the pet store, they can understand more about him. For instance, they can understand if he travels a lot and therefore if he needs pet sitters.
They could then offer even those services and figure out how to secure his loyalty. Knowledge Wharton: A part of the challenge around data is that people are concerned about who has access to what data, and even more importantly, how that data is used.
There have been some recent moves towards technology companies and social media companies wanting access, for example, to financial information. This is already going on in other parts of the world. What are your views on how this is likely to play out? In my opinion, delivering customer experiences start with transparency and understanding that customers own their data.
As companies, we need to be transparent with our customers in how we plan to use the data. Take my own example. So, in this age of Amazon, what is important is how do you understand your customer and how do you deliver memorable and differentiated experiences for them.
Knowledge Wharton: For companies to understand customer behavior at a deep level and work with not just their own business enterprises but across a network of companies to deliver unique experiences would require a tremendous understanding of data. And one of the biggest issues with data is privacy. What are your thoughts on some of the implications for companies and customers regarding how this is going to play out?
Companies have been working towards complying with those regulations. My view has always been that the privacy regulations, the data regulations, are a good thing for customers as well as for businesses. In the case of the customers, it makes it clear that customers own their data.
Companies need to get explicit permission from the customers to use their data. They need to be transparent and explain to customers in a simple language that they can understand, instead of pages of legal documents, about how they plan to use the data. GDPR even goes a step further. It says that if there is a breach, you need to inform your customers within 72 hours, along with a timeline for action.
So it is a good thing for customers. Your other question was what does it mean for businesses. I sincerely believe it is a good thing for businesses. What are some of the challenges or mistakes that companies make and what could others learn from their experiences? Hariharan: One of the things I have seen in the last few years is that enterprises think that they must bring people who are focused on data or digital.
So they fill their C-suite with chief data officers, chief digital officers, chief strategy officers. What I have also seen, which is a little disappointing for me, is that there have been departures of these high level execs from the organizations. Another challenge with digital transformation is that the business teams have to work hand in hand with the IT teams. Traditionally, IT has made decisions on technology while the businesses have worked to attract customers or increase the basket size of revenue per customer.
Now, IT and businesses are forced to work together. The key to solving digital transformation is to keep the customer in the middle of everything that you do.
Have this unfailing commitment to listen to your customers, what they want, how they want to interact with you, and provide memorable and differentiated experiences to them. That, in my opinion, is key to solving the problem and challenges that enterprises face. Technology will certainly follow. Marketers are following a misguided standard that has been left behind and no longer differentiates itself or resonates with members. The fact is, loyalty has no rules; it only has leaders and followers.
And followers will always be two steps behind.
What does loyalty mean to you? But there is more to loyalty than just points. Every brand has unique elements and their programs should reflect those traits. Surprisingly, one of the leaders in point redemption is the credit card space. It offers the standard point redemption for gift cards and airline points, but it also offers VIP access to events and unique experiences, access to luxury hotels around the world and a host of other benefits that simply help customers such as auto rental damage, emergency assistance services and trip cancellation protection, as well as a free credit for TSA Precheck.
Chase knows what loyalty means for its brand and what will resonate with its customers. Data analysis offers a clear and concise opportunity to understand your customer. Surveys will always say one thing: we want discounts! Plus members also receive a 30day wear test, which might be the best benefit of all. They both have an in-depth understanding of what their customers want and how those wants are unique to their brands. Secondly, they broke the rules of loyalty.
Not a single one of those benefits are points-based, yet both of those programs are two of the most successful loyalty programs in the world. Consider Amazon. Top-rated streaming video, music, cloud storage and a host of other benefits directed at highly segmented customers from parents to book lovers. So, Nike took a very hard look at its program and customers, and the result was a highly experiential program to take advantage of their new stores.
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Nike Plus members get truly unique guidance and advice from experts; the new Nike flagship store in New York has an entire floor dedicated just to Plus members.
Nike has also Follow your goals, not the market Marketing is a copy-cat industry. Marketers see someone doing something different and everyone immediately races to be second in line. Customers have options and choices abound, and no brand is safe unless they provide real value to customers. Standard programs are built not to lose, but ironically, they usually fail. For brands to be successful, they need to take a long look at their goals, really dive in and understand their customers and be fearless enough to try new ideas that give their customers what they really want.
So, what should marketers be thankful for this year? Which evolutions, tactics, and trends impacted the field positively in ? There are countless options to choose from, but these five in particular stand out for both the scale of their influence this year and for their potential to continue to affect marketing for years to come.
This sweeping legislation, which went into effect in May, gave consumers much more control over their own data and required businesses to disclose their data collection practices as well as ask for explicit consent to utilize information. Although the regulation was enacted by the EU, it impacted firms of all sizes across the globe. Why is ABM such a big deal?
Thanks to sophisticated marketing platforms, marketers and salespeople can now to highly tailor messaging, advertising, and content at scale.
This means each target is delivered the most effective materials, resulting in higher engagement and revenue.
Why was this good for marketers? Because for years data had been collected, used, and stored sloppily: too many firms had embraced the power of data without accepting the necessary responsibility. This was leading to ever-increasing distrust and anger from consumers. Essentially, GDPR forced businesses to take much needed steps that had been avoided for far too long.
While this brought some short-term pain, it made the long-term future of data-based marketing much more secure. Voice Search and Natural Language Processing 4. There is: Instagram.
The platform now has more than 1 billion active monthly users, is catching up to Snapchat in popularity with young consumers, and has avoided the controversies surrounding parent company Facebook while still utilizing its incredibly powerful advertising engine.
While search engine marketing and search engine optimization have been powerful tools for businesses, there has also been a largely unacknowledged flaw: the way search platforms are used and they way operate has not matched real-life behavior.
Basically, this was the year that Instagram became the Goldilocks network: just big enough, just popular enough, just trendy enough, and just sophisticated enough.
In a time when audiences are increasingly wary of big social platforms, it has become a much-needed haven for marketers. Two trends are changing this. First, thanks to the popularity of tools such as Siri and Google Assistant on smartphones and devices enabled with Alexa-like helpers, consumers are increasingly using voice to search instead of typing.
Second, search engines like Google are utilizing approaches such as natural language processing NLP to better understand how humans communicate. Essentially, people are searching more conversationally and search systems are simultaneously getting better at deciphering conversational language.
Finally, this year marketers should be thankful for a demographic that has been much maligned: Millennials. For marketers, this combination means that trying to anticipate stilted consumer queries is becoming increasingly less important. The major benefit of this is that efforts can be focused on targeting what people truly want — not the keywords they happen to use in a search engine. The data, however, paints a different picture. Account-Based Marketing While new technologies usually get most of the buzz, sometimes changes in approaches can be just as transformational to marketing.
One prime example is account-based marketing ABM. This framework, which transitioned from a buzzword to a mainstream strategy this year, is used to market to firms or even individuals with specific messaging, rather than lumping them into segments. Millennials For years, businesses have been struggling to understand this group, which is expected to overtake Boomers as the largest age cohort in the United States in Unfortunately, much of the coverage has been alarming: supposedly these younger consumers want firms to be hip and political by diving into cutting-edge technologies and controversial causes.
Fundamentally, Millennials are simply pushing brands to ditch artifice and focus on providing authentic messaging, high-quality service, and good value. His commitment to delivering concept-driven creative, the ability to mentor and inspire those he works with, and a strong sense of family have been instrumental in building a foundation for the collaborative culture at MDG. By Rashan Dixon Consider the rise of customer success.
The trouble is, just one negative experience is all it takes to send more than half of consumers packing for a competitor. Among U. A SaaS provider in the healthcare industry that implemented Gainsight, a popular customer success solution, reportedly cut its customer churn rate by 50 percent and boosted cross-sell leads by 10 percent. By sleuthing out signals in audience data, entrepreneurs can identify unmet needs, root out unwanted functionalities, and discover new ways to monetize existing products.
With almost any product, highly engaged users make up a small percentage of total users.
Among those talking about the product, however, engaged users tend to dominate the conversation. As a result, companies often assume that what engaged users want is what the user base as a whole wants. Before sinking resources into a new monetization scheme, cross-reference user feedback and engagement metrics. In-app advertisements may be a less time-consuming, more effective way to generate revenue. Other software companies try to boost profits by adding more features.
In , when it debuted, it did little other than store, play, and manage music. But as Apple expanded, iTunes did, too. The iPhone could play videos, so of course users needed a place to store them.
It could run apps, so iTunes became a platform for purchasing and managing those, too. Spotify and Pandora helped users discover new music, so suddenly iTunes added Genius, a recommendation engine. At its high water mark, iTunes did at least 56 things for its users.
As music lovers left, Apple pivoted iTunes to a television and movie platform. But iTunes has been bleeding film customers to Amazon and even Comcast, and Apple Music executive Jimmy Iovine recently announced that Apple will shut down iTunes music downloads. In crashing iTunes, Apple learned a hard lesson: When in doubt, trust data over user requests.
In data we trust. At first, social media might seem a lot like the streaming music and video space: too crowded for new market entrants. But at least one entrepreneur saw an opportunity in data for a different sort of social network. Mappen co-founder Jared Allgood noticed back in that teens were ditching Facebook in droves for bite-sized social media like Instagram. A few years later, Allgood spotted a study that linked teen depression and suicide to screen time.
Connecting the dots, he wondered: Could a new kind of social app -- one that actually brings teens together in the real world -- be what adolescents are actually looking for? He was driven by the data, which told him that, contrary to how much teens use social media, they do it because they crave human connection. User feedback is powerful, but it only goes so far.
But, for Kendrick Lamar, the passion he puts into his music has never been for the acknowledgment. The shrewd businessman has captured widespread acclaim -- and, more importantly, respect and admiration -- by taking calculated steps to establish his brand from the ground-up. Others looking to put their brand on the map would be wise to borrow these next-level marketing lessons from the iconic hip-hop impresario: 1.
Be authentic. He writes and raps about poverty, violence and corruption -- the very things he experienced on the streets of Compton. Brands need to be equally steadfast, eschewing the desire to be all things to all people and focusing instead on that which sets them apart from the sea of sameness. Its promise of selling durable denim enabled the brand to become the clothing of choice among the working class and, ultimately, sub-cultures of young people throughout the decades. When other go right, go left.
Everybody tends to get into a groove and stick with it. This can be a recipe for failure. Artists who take risks, constantly reinvent themselves Lady Gaga learned this from Madonna and challenge themselves to do it differently each outing Prince subscribed to this approach , are the ones who keep fans engaged and carve out staying power.
In , when Lamar released the surprise album untitled unmastered on iTunes and streaming platforms, he sold more than , copies the first week. Be humble. Despite all of his success, Lamar remains humble and true to his origins. This quality of never forgetting where he came from and maintaining that genuine voice of the people is, in large part, what keeps him on top.
Do well by doing good. And, like Lamar, they have received respect and admiration in return. Lamar burst onto the music scene in In just eight short years, he has reached the pinnacle of his profession through a combination of authenticity, innovation, humility and philanthropy While entrepreneurs may be singing a different tune, following the same principles can put them on a similar path to greatness.
By Jon Feagain brandknewmag. Though the startup aimed to disrupt the shipping industry, its low price point would eventually mean death. The founders remained committed to their original business model instead of adjusting, and that Shyp quickly sunk. Companies can now access large amounts of data thanks to digital touchpoints, but they continuously struggle to understand customer motivations and influences.
Customer journey maps are perhaps the best solution for this, as they teach businesses how to build relationships with customers using their needs as connection points. Research from Aberdeen Group shows that customer journey maps improve marketing return on investment by 24 percent and shrink sales cycles by 16 percent.
The business case is clear, but even when businesses do map out the customer journey, they often depend on small sample sizes and shallow inquiries or create multiple maps that go in different directions.
Biases and emotions can also cloud interpretation. A great customer journey map should articulate an ideal experience. According to Adobe and Econsultancy, companies with a focused, customer-first approach are more than twice as likely than peers to rise above competitors.Yu: There are around five principles that I try to explore in the book. Hnh 3. Philip, Kotler Principle Marketing 13th Ed, Supply chain logistics management In general, no single university is able to afford the necessary infrastructure, clean rooms, technology and experts in all fields of this multidisciplinary science.
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User feedback is powerful, but it only goes so far. For that reason, chemists focus on process chemistry consistently so that the development of novel and efficient new reactions and technologies provides an essential stimulus. Quy lut ny c cn ng khng nu p dng vo nhng tp hp d liu c lin quan n nhng vn khc ngoi ca ci hoc thu nhp?
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