Marketing Inspired Branding
Goslar, Alex
Goslar Co., Ltd.
15 January 2016
Online at https://mpra.ub.uni-muenchen.de/84153/
MPRA Paper No. 84153, posted 30 Jan 2018 04:55 UTC
The s hort version: Brand p osit ioning t ha t has b een inspired by a rele v ant and di ffer entiating marketin g insight .
This in dic ates that s o me pro d uct and se rvice rese arch prece ded the in itiative and that s o me valid ation has taken pla c e prior to the bran d’ s introd uc tion.
Ensuring growth potential in a volatile economic climate.
A relev ant and di ffe rentiating propositio n is a well -groun ded strategy that ensur es contin u ous b usin ess gro wt h.
CEOS an d entrepren eurs k no w this an d yet releva nt and di fferentiatin g propositio ns are o ften takin g the bac kst age. Si mil ar o ffers d rag co mpa nies to the le v el o f price co mparis on. An d d angerou s position to be i n be cause a price-cutting bra nd can al way s und er mi ne a posit ion in t he market . This is no t the place for a mar keting in s pired bra n d.
The goal of entrepr eneurs s h ould be to achieve c o mmercial pre ferenc e based on perc eiv able pro d uct di ffer ence.
For in stan ce: Instea d o f ai min g at ful fill a ge neric need in t he market place, Investing in a cu sto mer-orien ted gr oun dwor k tha t identi fie s actual n eeds.
CEOS a n d entrepre neurs th at got th e fi rsthand ex planation as to h o w
Marketing Inspired brandin g work s, a d mitted t he y nev er he ard suc h an ap proa ch be fore .
It has s ho wn ti me a nd ag ain t hat when Brandi ng follo ws a validated marketin g insight it’s the b est wa y to i n spire bu siness.
Best re gar ds, Alex
Alex Gosl ar
Goslar Co .,Ltd Ban gkok Tel: +66 2 333 6142- 3 Han dy: +66 8 182 6156 0 SKYPE Alexg osla r9449 Fax: +66 2 328 0036 e- mail: alex@gos lar.co.th We bsite: www.gosl ar.co.th
Conglomerates
Busin ess must evol ve in orde r to sur vive.
The questi on is ho w, wh en a nd wh at kin d o f c han ges are ne eded to countercy clical pre dica me nts . It ap pear s than no w more th an ever
corporatio n are utili zing ve ntu re capitali zation to address much-nee de d growt h.
But i n mo st cases t h e decisio n to take o ver a c o mpany is ba sed o n a few leads fro m s preads heets. It i s i mpossi ble for a t akeover c o mpany to kno w the entire sub c onte xt that s h aped the co mpany t hey are ab out to acq uire.
Fro m the original i dea o f t he foun der, across ma ny su bseq uent mana ge me nt changes a nd ot her k ey co ntrib uting fact ors. Quite o ften a n acquisitio n that was mea nt to ad d str ength t o t he corp or ation bec a me its Ac hilles heel . In additio n to th e la ck o f fund a mental b ackgrou nd about a c o mpany
destined t o be purc hased, the re is un di sclosed ag enda fro m board me mbers and u pper ma nage ment o f th e purchasi n g co mpa n y, that blu rs the vie w to the corp or ation’s fut ure.
Con flictin g interests towar ds a co mmon goal.
At first si ght the co mmon go a l see ms o bvious . M aking mor e pro fit.
Ho wever since al most ever y large purc hase is ba sed o n a l oan, non e of the decision maker s ar e prepare d to be per sonally re sponsi ble for the
underlyin g risks. Very fe w conglo mer ates are se lf-sustai ni ng. M ost of the m rely on g overn ment’s ba cking.
Ca s e i n p o i nt To s h i ba :
Japan 's Ni kkei in dex closed lo wer, with shares in Toshi ba si nking nea rly 10% as th e fir m pre dicted rec ord loss es .
Tos hiba was fou n ded i n 1 9 39 thro ug h a merge r o f Shiba ura Seis ak usho , Shiba ura Engine ering Wor ks and To ky o Denki, Toky o Ele ctric.
Mergers a nd ac quisi tions were practicall y written in the birth certi fica te o f Toshi ba.
Con sideri ng the cor poration’s port folio of pro duct s and serv ices it is difficult to see ho w the cor po rate pro mi se to c ust o mers; “a leader in innovatio n” can be sustained across the diverse p ortfoli o.
Fro m: El ectronics, Se mico nd uctors, Co mp uter ha rdware, Ho me appli ances, Medical e quip ment, Electrical equip me n t, Elevat o rs and esc alators, Office equip ment , Lig hting , all the way to I T s ervices an d Lo gistic s. In retr o spect the corp or ate mis sio n loo ked more like: “There is a nee d in the mark et so let’s provi de pro duc ts at co mp etitive pri ces”.
Wh at is th e di fferen ce bet wee n Mitsubi shi Electri c which was fou nde d 69 years earl ier, than Toshi ba? All we k n ow is wha t has tran s pired o ver the
Mitsubish i was orig inally fou nded as a shippin g c o mpany . As th e corporatio n exp ande d an d di v ersified , t he pri mar y busi ness was in auto matio n and ener gy.
The Mits ubishi c on glo merate isn’t g ov erned b y a parent c o mpa ny. In stead, each o f th e Mitsubis hi co mpa n ies o wns s hares o f the other s within t he conglo mer ate. The g roup oper ates un der the direct ion o f t he three most i mporta nt co mpanies : the Mits ubishi Ba nk, t he Mi tsubishi Corporation , and Mitsubish i Hea vy I ndustries. Senior mana gers of these three co mp anies act as “c o -chair ma n ” o f the c onglo mera te. Corp o rate polici es are ma de by the top ex ecutives o f 25 o f th e Mitsubis hi co mpa n ies.
Since 201 5 To shiba is mired i n an acco unting sca ndal that has br oug ht this conglo mer ate to its knees. In Septe mber 201 5, To shiba sale s fell to t heir lowest poi nt in t wo and a hal f years.
The fir m s aid in a st ate ment th at its net l osses for t he qu arterly period were 12.3 billi on ye n.
" Pro fits h ad bee n in flated by $1.2 billi on o ver se ven y ears ” a clear indication o f dec ept ion o n par t of up per ma nage ment. Subse quently ei ght senior o fficials resigned, incl uding the two previ ous CEOs . There wa s the second res hu ffle o f t he inde x, which pic ks co mp a nies with the best
operating inco me, r eturn o n e quity a nd market va lue.
The Tos hiba case is indicative o f what c onglo mera tes arou nd the gl obe should be weary o f. More mat ure con gl o merate s in the USA a nd Eur ope are o ften sheddin g “none cor e busin ess es” in ord er to mak e their
corporatio ns leaner and a giler in ti mes of rapid c hanges .
In future t he lifespa n o f c ongl o merate s may be much s horte r than th at o f corporatio ns that gr ew in the 20th ce ntu ry. Eve n in China where the post- industrial era has j u st begu n,
the socio- econo mic liberalization is mo ving at a t re men dou s pace cre ating structural changes t hat a ffect conglo mer ates.
So what c an we lear n fro m the fate o f s u ch hu ge a nd in flue n tial conglo mer ates as To shiba?
There is a reciproca l dyna mic between a leadersh ip’s co mmit ments th at provide re assurance
of sustain able gro wth an d th e ma ssive purchasi n g sup port that
conglo mer ates rely on to thri ve. It is a delicate b alance o f trust that the conglo mer ates need to nurture .
On a more practical plane, add ing releva nt values to prod uct s and serv ices will al way s be the most saila ble pass ag e to su cce ss. Addi ng releva n t value is at the he art of every b usiness. Wh ether i t’s a co ng lo merate or a startup en trepreneur ship.
Your tho u ghts are much a ppre ciated.
Strategic Human Resource Management.
Abstract: Human resources are the most valuable assets we have.
However, we tend to miss out on valuing these assets because of misdirected priorities.
Cultivating a thriving Public Administration Service is possible in each and every African country as long as the respective Government is committed to making the necessary changes. The return on investing in upgraded services has been recognized by the 100 best corporations as reported by CSR Rep Trak 100. (Global CSR Reputation by reputation institute).
There is no fundamental difference in institutionalizing a formidable Public Administration Service between African countries or any other country for that matter. What is needed is a fundamental change in value perception and correlating perceivable accreditation. In this segment of the discourse, the emphasis will be on "cultivating a service mindedness culture.” I shall elaborate on how these virtues should be promoted in order to achieve perceivable results. This two half day sessions will be administered in a power point words and illustration presentation. The second session takes place the following day with practical excesses stressing the virtues and rewards gained from providing public service.
This debate will also examine the hindrance when too much emphasis is placed on the administrative part and not enough on the services part.
Service demands extraordinary personal engagement and commitment on the part of the individuals who perform public administration services. And this is where the change in value perception is needed.
Expectations from International support:
It is in the self-interest of global players to be part of the African economic emergence. And whenever the governance situation is improving, the
initiative will come from abroad.
International support and collaboration follow recognition of stability and perceivable gradual growth. A recognition of improved Public Administration Services is one important aspect for foreign investors. Encouraging examples from Rwanda and Ethiopia are indicative but may not apply to other nations.
Methodology and key issues for Public Administration Services.
Camaraderie is the way Public Service administrators feel about their work.
it’s about the way they feel about they about the people they spend time with.
Equity is the way they're perceived progression while pursuing their tasks.
Achievement is the way they summarize their accomplishments.
Corporate culture refers to the shared beliefs and behaviors instituted by the
Introducing: Lean Kaizen in HR at a time of fast-changing values, when walking the Gemba needs to be steeper.
For the past 10 years I have worked as a practitioner in various African countries. In Zambia I have conducted a workshop for the ZSPA (Zambian Society for Public Administration.)
During the latest cameo tutorial programs at the Academy of Aviation in Addis Ababa Jan-March 2017, I introduced the idea of collaborative innovation as part of the Camaraderie concept, which contributes to the reciprocal good feeling about the job. It is, in essence, the meaning of Kaizen. While gathering data is an important starter, the analysis and subsequent applications are crucial in HR training.
One noteworthy observation is that despite a surge in global communication,
achieving a better common understanding is still a subject worth pursuing.
• References:
During the initial presentation, there will be excerpts from Ron Kaufman the author of “Up your service.” Ron is also the consultant of a service program that contributed to the exceptional results at the Changi airport in Singapore.
Separately some insights and quotes regarding public administration from Barry Schwartz, the author of "The Paradox of Choice" and "Practical Wisdom" will be sighted to help understand certain crucial points.
Additional subject that will be debates:
• What can we learn from the rise of China?
• The vastly different perception of ROI between the Chinese Government and any African government.
• How to incorporate respectively augment existing social structures.
• The urgent need for education and the post-graduation prospects of economic social progression.
• The need for governance to conceptualize the socio economic development beyond tomorrow.
• The need to establish the concept of a nation between African communities that are clustered in enclaves.
• Leadership needs to pursue a discernible ideological position that people can recognize and aspire to.
• Recognizing the need for mentorship at a particular time under particular circumstances.
• Recovery of lost reputation in a time of growing skepticism.
Finally: How to initialize a continuing, manageable service minded program.
A good Public administration is like playing Jazz. There should be enough guiding notes and also plenty of opportunity for individual interpretations.
Because without empowerment good people will not have the motivation to provide the services required by the public.
Money matters a lot to us, but we don’t matter to it a bit.
The first work sho p “Money matters” wa s introd uc ed in J uly 201 2.
As a side issue I re marke d th at in co ntrast to mos t currenci es, the Eur o i s faceless. There are no i ma ge s o f p erso nalities o n this
deno minat ion. Eve n thou gh ea ch me mbe r countr y has a ric h history wi th countless personalit ies in all walks o f l ife, the EU d ecided to print a nd publish fa celess pa p er notes .
To my mi nd, t he i mage o f a r evered per sonality e nhances t he valu e
perceptio n o f a den o min ation . My sug g estion at t he ti me was that ea ch o f t he me mber c ountries would no mi nate a per sonality t o app ear o n the Euro pean currency t hat is, o f course, ci rculating t hroug hout the u nion . The EU c o mmissi o ner’s resp onse to my re marks was co mp rehensive and polite. Th ere was n o nee d to pursue thi s issue an y further.
Instead, I devoted my attentio n to other matters c o ncerning mo ney.
We all ha ve a relati onship to mo ney but the relati onship isn ’t recipro cal.
I could st ate in g oo d con scio us that I made a ge nuine e ffo rt to un de rstand mo ney e motionally but to no avail.
Have yo u ever bee n in love wi th so meo n e who did n’t love y ou ba ck?
And no matter ho w intense y o ur courts h ip, there was no re ciprocal
affectio n? In a fleet ing mo me nt o f n egl igence, th e money I have held close to my c he st was go ne.
So where does mo n ey live? It turned ou t that it li ves with t he
ad mi nistration. The treasury depart men t under th e ad minist ration o f t he Gov ern me nt is wher e money l ives an d where it r eceives it s value .
Fro m ther e is makes its wa y t o the bank s and fina ncial insti tutions wh o in effect bec o me the c ustodian s of the mo ney.
A c ouple of month s ago t he s ubject “M oney matt ers” wa s r aised agai n
by a ban k that woul d like to c onduct thi s worksh o p for ten of its exe cutives.
Right awa y I pic ked up wh ere I left i n o rder to ge t a better understa n ding of the rela tionship b etween pe ople an d mo ney.
It turns o ut that b a nkers hav e wa ys o f sti mulatin g the re pr oductive o rgans of mo ney. It is an as ex ual proce s s more lik e binary fission, wh ereby the parent deno minat ion literal ly divide s itself int o two see mingl y eq ual parts.
Fascinate d by this discover y I ca me acr oss so me startling p ractices th at I was not a ware of b efore like for exa mp le the Li b o r Ra t e ( We only hear about it when s o mething goes wron g) The Lib or i s the a ver age intere st rate that leadi ng ba nks in Lo ndo n charge wh en lendi ng to oth er b anks.
It is an a c rony m for Lon don I nterbank Offered Rate. LI B O R Ba nk s borro w money for o ne da y, on e month , t wo mo nth s, six mon ths, o ne y ear and they pa y i nterest to their lend ers base d on certain rates.
The Libor fig ure is an avera g e o f the se rates. Ma ny fina nci al institut ions, mortga ge lenders a n d credit c ard age nci es track t he rate, which is pr oduce d daily at 1 1 a. m. to fix their o wn i nteres t rates wh ich are ty pically hi gher than the Libor rate. Libor is a bench mar k, alo ng with the E ur i bo r for
An i nteres t rate s wa p is an arr ange ment betwee n t wo fi nanc ial institu tes that agree to e xchan ge i nterest rat e cash fl o ws, base d on a speci fied a mou nt fr o m
a fi xed rat e to a fl oa ting rate, or fro m o ne floatin g rate to a nother. I f I understo o d it correc tly Interes t rate s wa ps are s pe culation a s well as t he basis for fund hedgi ng.
In an i nte rest rate s wap , each counter pa rty agrees to pa y eit her a fixe d or floatin g r ate den o minated in a particul ar currenc y to th e ot her cou nte rparty.
The fix ed or floatin g rate is multiplied by a noti onal prin c ipal a mou nt. The notional p rincipal a mo unt ca n be c onsid ered a th e oretical ra te becaus e usually, it does not change ha nds in the transacti on. It i s u sed o nly for calculatin g the siz e of cash flows to b e exchan ged .
Then ther e is the I n ter rate Euro Bank offer the EU RI BO R.
The Euro Interbank Offered Rate (Eurib or) is a da ily refere nce rate b ased o n the avera g ed interes t rates at which Eur ozone ban ks o ffer t o lend uns ecured fu nds t o o ther ban ks in the eur o wholesa le money market (or interban k market) . A repre se ntative pa nel o f ban ks pro vide s daily qu otes o f t h e rate, rounde d t o three de ci mal plac es, that ea ch pa nel b ank b eliev es one pri me bank is qu oting to a nother prime bank for interba nk ter m d eposits wi thin the Euro zone , for matu rity rangi ng fro m o ne week t o one year . Ev ery Pa nel Bank is re quired to directly in put its dat a no later than 1 0:4 5 a. m. (CET) on each da y t hat the Tr ans-Eur op ean Auto mated Re al-Ti me Gross-Settl e ment Expres s Transfer sy ste m ( TARGET) is open. At 1 1:00 a . m. (CET), Re uters will proc e ss the Eur ibor calcu lation an d instantan eously pu blish the
referen ce rate whic h will b e made availa ble to all its subscri bers an d t o other data vend ors.
But t he in troduction to the rep roductive practices betwee n b anks a nd mo ney woul d n ot be c o mpl ete with ou t me ntioni ng EONI A
Eo ni a ( Eu ro Overni ght Ind ex Avera ge) is an e ffec tive over n ight intere st rate co mputed as a weig hted av era ge o f all o vernight u nsecured l ending
transactio ns in t he i nterbank market . It has been initiated within t he euro area by th e contrib u ting pa nel bank s. It is one o f t he two b e nch marks for the mo ney a n d capital markets in the eur o zone (the other o ne being Euri bor).
The bank s contribut ing to Eo n ia are the sa me as th e Pan el Banks quoti ng for Euribor .
Eonia r efe rence rate s are calc ulated b y the Eur op ean Centr al Ban k, b ased o n all overni ght interb ank as sets created b efore the close o f RTGS s yste ms at 6 p m CET, and p ublis hed thr ou gh Tho ms on Reuter s every da y before 7 p m CET.
No w you can see ho w a vo yeu r like me gets excit ed when r ealizing what reproducti ve tech niq ues are be ing practi ced o n mo ney d epos ited in b a nks, behind clo sed d oors at night when p eopl e are asle ep. The ne xt mornin g upsy-d ais y, ne wly e arned mo n ey ap pear s in the ba nk.
The mo ne y is ke pt on a le ash by its cus todians while the n ext morni ng deposit a n d lendi ng rates are b eing p ubli shed. So far, so go o d.
Accepti ng the fact t hat mone y does n’t h ave an e motional att ach ment t o it we still n eed to cha se it. Wh e ther we ar e borro wi ng or lend ing we h a ve to go to the mo ney c usto dians for t he release o f mon ey . Th e fact that a ba n k was interested in ex plor ing ways to distin gu ish itsel f beyon d th e ad minist rative regulation is a p osit ive sign . It sho ws t hat while the a ffecti on for mo ney may be on e sided so me fin anc ial institu tes are ac utely a war e o f the fa ct that in e ffect a ll transact ions are b etween pe ople. Thi s include s all the va lues that peo pl e share a n d adh eres to and tha t is where a ba nk ca n make a differe nce .
Infor mati on ab out t he ba nkin g ind ustry gained fr o m variou s Wi kiped ia publicatio ns.
The decisive success factor of an offer.
Wh en as ki ng an au dience to ac cept yo ur propositio n, y ou c an be s ure t hat their expe ctations a re higher than y our esti mate.
It is pos sible to c oe rce partici pants to a ttend a Fu ndraising event. But the expectatio ns fro m p articipants are likel y to be dr astically d ifferent fr o m those o f t he ho sting organizat ion.
Abstract:
Expectin g so methin g in retur n is nat ur al. Corres pondi ng t o these
expectatio ns with a relevant a nd attracti ve o ffer is a worthy challenge . It is the s ubseq uent counter o ffer t hat would be a decisive factor in g etting a counterpa rt’s agree ment . In order to p redict the outco me o f s uch a
con ferenc e a thoro ugh under standing o f th e invit ee 's ag end a and inte ntions is neede d. In or der t o be bette r infor me d so me co mpa nies e ngage d in covert investigat ions pri or to the ev ent.
Entering a dialog ue with rea so ning.
Be he a r d, l i s t e n c o nt e m pl a t e a l l t he o pt i o ns be f o r e c o nc l udi ng .
Non biased . Thi s wor kshop pro vides a fo ru m mo de rated by a senior an d experienc ed pers on who is n ot directly a ffected by the o utco me.
Participan ts wh o h a ve a keen interest in fin ding a solution will have a mple opportu nit y to voice their co n cerns, by taking on the role o f th e o ppo sition and arg ui ng for p o ints they usually op pose.
The dossi er, or c on clusion at the en d o f th e ses sion will in clude v arious outco mes with e xpla nations ho w eac h wo uld p otent ially affec t the issu e at hand.
To g et pra ctical idea s abo ut ho w to fare well in ne gotiating an o ffer s everal proactive strategic options sh ould be made. Flexi bility wou ld event ua lly be the deter minin g fa ctor.
An i nitial question n aire will b e availabl e to partic ipants be fore the se ssion.
These will be a dded as discu ss ion p oints .
G&A’ s main object ive is t o add p ercei ved v alue to prod uct s and serv ices.
Values th at persua d e custo me rs while maintaini ng a code of pro fes s ional
An a mic a ble dialo g ue with o pposin g p oints o f vi ew is key to making positive c hanges . In a co nstru ctive disc ourse, listening is far more bene ficial than tal king.
This wor k shop i s as king atte n dees to le ave their co mmerci al interest s at the reception and resist the te mpta tion to us e this for u m to pro mote or a dv ance their o wn agenda .
After a sh ort introd uction of the issue at hand , t he dele gat es will be invited to the ch allenging dialogue .
Not e very one will a gree with so me o f t he co nclu sions. But everyo ne will have th e o pportunit y to co ntin ue the dia logue wit h a perso n they me t in this work sho p.
Make it re levant.
Make it re al.
Make it ir resistible.
Alexand er A.
Goslar
Digitally signed by Alexander A. Goslar DN: cn=Alexander A.
Goslar, o=Goslar Co.,Ltd, ou=MD,
email=alex@goslar.co.th, c=TH
Date: ๒๐๑๘.๐๑.๒๔ ๑๕:๒๔:๕๐ +๐๗'๐๐'
