marketing Management leads to sales.pptx

What is direct marketing?
Direct marketing is a form of marketing that communicates right to the customer without the use of an advertising middleman, and it involves presenting information only to a target audience determined to be interested in purchasing the product or service. The goal of direct marketing is to persuade audiences to become customers to at least visit the company's website, sign up for a mailing list or call for more information.
Types of direct marketing
Here are 11 of the most common types of direct marketing:
1. Telemarketing
Telemarketing involves contacting clients over the phone to sell them a product or service. With this form of direct marketing, companies can have employees or automated machines reach out to many individuals at one time. This is beneficial because it makes it easy to reach a broad audience within a short amount of time, which can boost productivity.
2. Email marketing
It is when a company reaches out to consumers by sending email messages to them. Consumers can either subscribe to a company's email list or companies can purchase a list of verified consumer emails through a mailing list service.
Some examples of email marketing include: Electronic newsletters, Promotional emails, Advertisements
3. Text marketing
Text marketing is when companies contact consumers via text messages. There is often a higher response rate with text marketing because of how often consumers use their cell phones. There are several phone plans that companies can utilize to send text messages to customers for $0.01 to $0.05 per text, which can be more cost-effective.
4. Direct mail
Direct mail allows a company to send information about products, special offers, services and sales to a street address via the postal service. Two benefits of direct mail marketing include versatility, meaning they can personalize it to the consumer, and flexibility, meaning businesses can change the amount of mail they send out. i.e Letters, Brochures
5. Kiosk marketing
Kiosk marketing is a cost-effective way to reach many different consumers in a crowded setting, like a mall or grocery store. It involves selling products and services to customers through machines, most commonly a vending machine.Most often, vending machines are used to sell food and drink products, though companies can sell a wide array of products through vending machines, like sunglasses, clothing and makeup. Another example of kiosk marketing includes ATMs, where banks can attract customers whether they have an account with the bank or not.
6. Direct selling
Direct selling involves a consultant selling products or services to a customer in-person at the customer's home or workplace. For example, some businesses have employees go door-to-door to advertise and sell subscriptions, housewares or makeup to customers. This form of direct marketing allows companies to better establish a personal connection with the customers and learn their preferences since there's more face-to-fac

1. Difference between high and low performing exporting firms in a developing country

2. Abstract Key variable Discriminant variable Data Questionare Method Sample Random sample 105 exporting firms conclusion

3. Key words Internationa l marketing Marketing strategy Export performance zimbabwe

4. Introduction Despite the significance of exports as a source of foreign currency, many exporters lack an understanding of export practices. Therefore, an exploratory research project involving a survey of 105 exporters in Zimbabwe is presented here to identify whether there are significant differences between high- and low-performing export firms .

5. Comparisons are made in terms of the following factors T he organizational profile The respondents’ profile T he product-market export venture economic climate Cultural environment Degree of commitment P olitical/legal climate E xport experience and training

6. In the sections below, the variables that could distinguish between the high- and low-performing firms are discussed. Prior research on factors affecting export performance is noted in each section of the literature review, with the results of the discriminant analysis provided in the results sections

7. Factors influencing the export performance Organizational performance ( size,age,international experience,ownership ) Enviromental ( economic.political.lgal,cultural ) Managerial ( Experience,education,commitment ) Product (product life cycle,export destination of the product)

8. Methodology

9. Methodology Sampling The unit of analysis used in the study was a single export venture, or one that exports a single product or service to a single foreign market

10. Random sampling technique was used to select the sample Data is taken from the zim trade export dictionary of zimbabwe that is the best sampling frame corresponding to the target population

11. Characteristics of selected firms At least 5 year experience Zimbabweans owned 53% Joint zimbabweans owned 19% Foreign owned 22%

12. Respondent profile

13. Respondent profile Most possessed higher level of formal education 58% having less than 5 year experiance Majority are export manager 45% Directors 29% Export officers 19% Other respondent 8%

14. Characteristics of the sample Export markets Nature of the product exported The local and foreign life cycle Sector to which the organisation belongs

15. Questionnaires The variables used to differentiate low performers against high performers were based on an interval scale. Data on actual sales figures , profits , and income levels were based on a ratio scale. Under the rating scale technique, categorical scales ranging from ‘‘yes’’ to ‘‘no’’ were used as responses.

16. Questionnaires Under the ranking scale, respondents were asked to place responses in order of importance, using a 5-point Likert scale on attitude ranging from ‘‘very negative’’ to ‘‘very positive.’’ This required respondents to indicate how strongly they agreed or disagreed with a statement

17. Twenty questions were used to asses the export enviroment The variable used for economic section were per capita GNP Availability of natural resources Climatic condition Topography Media availability Availability of distribution channels Competition

18. Cultural section Cultural difference Material culture Language differences Aesthetics Education and literacy Religious attitude Values and social organization

19. Political Political interference Legal enviroment Impot export laws Mandatory requirement

20. process A pre-test was made in line with recommendations from experts in research methodology who advised on the need for initial data collection instruments on a smaller but similar group of subjects comparable to the main survey . The pre-test involved mailing the questionnaire to a representative sample of 16 firms , along with a pre-paid self-addressed envelope that generated a 93 percent return rate. Each construct had at least a standard reliability alpha of 0.60, which ensured reliability . The final questionnaire was mailed to all the firms in the sample or sent via e-mail, of the total 125 questionnaires returned, 20 were discarded because they were not fully completed, leaving 105 for a response rate of 21 percent

21. Data analysis

22. Data analysis For grouping purposes, a dummy score was defined and given a value of 1 if the rank by the respondent was either 1 or 2, and 2 otherwise. The collapsed scores of 1 and 2 were summed up and the following was observed. The maximum possible total score for each firm was 40. The minimum possible total score was 20 and the sample mean and standard deviation were 28.2 and 6, respectively. All the firms that scored below the sample mean of 28.2 were re-coded as 1 and classified into the low export strategy adaptation group, whereas those scoring above the mean were classified into the high export strategy adaptation group.

23. Result and discussion

24. Results and discussion The results showed that strategy implementation was the most important variable that discriminated low- from high-performing export firms . Out of a total of 71 low export performers, 55 of them did not implement their strategies. In contrast, of the 34 firms that performed well, 27 of them implemented their strategies. This result shows that strategy implementation is a key factor separating the two groups of firms

25. The second most important variable identified was experience and training, which showed the existence of two distinct groups of firms in Zimbabwe: the experienced good performers and the less-experienced poor performers. The results show that Zimbabwean companies that want to perform well in the export market should promote relevant training programs aimed at improving competence within the company.

26. Economic infrastructure was the third most important discriminating variable. The results showed better performance by firms that had encountered economic infrastructure obstacles in their endeavors to standardize strategies. Consistent with this result, previous research by Ssemogerere and Kasekende (1994) found that successful firms differed from the poor performers in that they tended to identify economic-related problems in the export market and address them.

27. The size of the firm was the fourth most important performance discriminating variable. This result means that firms that performed well tended to be larger than those that did not. Sterlacchini (1999) and Philip and Wickramasekera , 1995 also emphasized the size of the firm as a factor differentiating firm performance. It is apparent from the results that small firms in Zimbabwe have been subject to discriminatory practices by financial institutions in the past, which have favored large firms at the expense of small ones.

28. Cultural differences were identified as the fifth most important variable. This result means that firms that performed well strongly agreed that they faced obstacles of cultural differences in their endeavors to standardize strategies However, because some of these companies managed to address these difficulties , only 4 percent actually performed poorly due to cultural differences, as most adapted their strategies accordingly. These findings show that Zimbabwean companies wanting to succeed in export markets should be prepared to adapt strategies to meet the cultural needs of the host country.

29. The strategic orientation of the company was the sixth most important performance discriminating factor. Organizations that performed well were those that were export-oriented in their strategy. Consistent with this finding , Ogunmokun and Ng (2004) found that a manager willing to turn his or her interest toward the outside world is likely to be successful in the export business

30. Level of education was the seventh most important variable in the study. Organizations that performed well had more educated managers than those without. To succeed in the export market, firms should employ managers with the right level of education who can make informed decisions. Past studies also this argument.

31. Political interference was the eighth and final variable that discriminated low from high export performances. Better-performing firms strongly agreed that they encountered legal obstacles in their endeavors to standardize their strategies. This result compares well with Ogunmokun and Ng (2004), who observed that legal environmental obstacles were cited more frequently by managers of high-performing firms than by those of low performers

32. conclusion The purpose of this study was to explore whether there are significant differences between firms with low levels of export performance and those with high levels of export performance. The eight major discriminators of such performance were strategy implementation, experience in internationalbusiness and training, economic infrastructure, firm size, cultural differences and material culture, strategic orientation, level of education, and political interference

33. The study results provide some guidance for Zimbabwean exporting organizations in their efforts to achieve and sustain high-performing export ventures. To improve performance, it is important for management to consider the following recommendations: (a) encourage exporters to be committed toward export strategy implementation and allocating adequate human and financial resources toward the implementation of agreed strategies; (b) exporters should design appropriate business training programs relevant to export activities to include issues related to foreign languages, opportunities and threats of foreign markets, foreign market networking, and general export marketing strategies of product design, pricing, promotion, and distribution; and (c) exporters need to identify any economic obstacles that may make it difficult to use standardized marketing strategies.

34. Limitation

35. Limitation Sample selected only from one source Sample size is small Baisness Study conducted during a period of macroeconomic instability in Zimbabwe