focus for profit
TRANSCRIPT
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BIENVENIDA
III Seminario Anual "FOCUS FOR PROFIT: La importancia del enfoque en el nuevo panorama de Medios.
El primer año hablamos Del poder de TV Paga.
El año pasado hablamos de engagement: Impacto efectivo de la publicidad.
Hoy hablaremos de la importancia del ENFOQUE en el nuevo panorama de Medios, tema para el cual hemos invitado a la reconocida y experimentada Laura Ries.
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LAMAC
Gary McBride Presidente LAMAC.
Daniela Martinez Directora Andina LAMAC.
Harol Rey Gerente de Investigaciones LAMAC Colombia.
Margarita Giraldo Gerente LAMAC Colombia.
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Actividades
•Guía TV Paga
•Newsletter
•Capacitación Herramienta de Optimización
•Proyectos especiales con grandes anunciantes
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CARLOS DELGADO
PRESIDENTE ANDA
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Bienvenidos al III Seminario Anual de Televisión Paga
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Objetivo
Compartir cifras actualizadas de televisión Paga
Discutir nuevos conceptos de mercadeo
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El medio tradicional
ERA
la fuente primaria de información y entretenimiento
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Los consumidores tienen muchas alternativas
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Los consumidores son más cínicos
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6 clicks, 2 segundos de distancia…
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Los consumidores
son más inteligentes
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Ahora es muy complicado lograr diferenciación
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Hoy todos los productos se pueden duplicar
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No hay diferencia en distribución productos
No hay diferencia en los precios
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¿Cómo se logra la diferenciación?
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Con el mensaje publicitario y los medios
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Pero los medios han recibido menos
importancia como herramienta para la diferenciación de las
marcas
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Históricamente … “¡Necesito alcance!” “¡Necesito estar en
Caracol y RCN porque mi competidor está ahí!”
“¡quiero unos bajos CPM!”
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¿Por qué insistimos en regresar a los hábitos y costumbres de
siempre?
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Los medios masivos están perdiendo relevancia
Los medios selectivos la están ganando
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2004 2007
Incremento
La penetración de TV Paga muestra una tendencia en
crecimiento
58%
Fuente: IBOPE TGI Latina, Base Colombia
74,6%
29%29%29%29%
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El share de TV Abierta ha ido bajando
El share de TV abierta ha bajado de 83% a
73% Target Total Personas
82.8%
79.4%
76.1%
70%
75%
80%
85%
Ma
r-04
Ma
y-04
Jul-0
4
Sep
-04
No
v-04
Ene
-05
Ma
r-05
Ma
y-05
Jul-0
5
Sep
-05
No
v-05
Ene
-06
Ma
r-06
Ma
y-06
Jul-0
6
Sep
-06
No
v-06
Ene
-07
Ma
r-07
Ma
y-07
73.3%
Fuente: IBOPE Colombia, Telereport, share mensual Marzo 2004 -junio 2007, total día, lunes a domingo, target total personas. Penetración IBOPE
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El share de TV Paga, esta aumentando
Target Total Personas
16.2%
19.7%
22.3%
10%
15%
20%
25%
30%
Ma
r-04
Ma
y-04
Jul-0
4
Sep
-04
Nov-
04
Ene-0
5
Ma
r-05
Ma
y-05
Jul-0
5
Sep
-05
Nov-
05
Ene-0
6
Ma
r-06
Ma
y-06
Jul-0
6
Sep
-06
Nov-
06
Ene-0
7
Ma
r-07
Ma
y-07
Share
Fuente: IBOPE Colombia, Telereport, share mensual Marzo 2004 -junio 2007, total día, lunes a domingo, target total personas. Penetración IBOPE
24.3%
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TV Paga es efectiva y eficiente…
48%36%P 12- 17 Med- Alt
49%37%Hombres 18+ Med- Alt
22%24%Mujeres 18+ Med- Alt
75%37%P 4- 11
Ahorros enpresupuesto
%Inv en TV PagaTarget
48%36%P 12- 17 Med- Alt
49%37%Hombres 18+ Med- Alt
22%24%Mujeres 18+ Med- Alt
75%37%P 4- 11
Ahorros enpresupuesto
%Inv en TV PagaTarget
48%36%P 12- 17 Med- Alt
49%37%Hombres 18+ Med- Alt
22%24%Mujeres 18+ Med- Alt
75%37%P 4- 11
Ahorros enpresupuesto
%Inv en TV PagaTarget
48%36%P 12- 17 Med- Alt
49%37%Hombres 18+ Med- Alt
22%24%Mujeres 18+ Med- Alt
75%37%P 4- 11
Ahorros enpresupuesto
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
Fuente: IBOPE Colombia: Planview, todos los planes se hicieron con cuatro semanas y seleccionando soportes con un minimos de afinidad de 120
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Penetración de IBOPE del 50%
No se ha actualizado desde el año 2004
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En Colombia los cambios de penetración son drásticos
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Cambios esperados en la penetración de TV Paga
Penetración Actual
TV Paga50.0%
Estimado Penetración TV Paga en IBOPE 2008
TV Paga65.0%
Fuente: IBOPE Colombia y estimado de penetración a partir de enero 2008
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TV abierta pierde un 45% de su audiencia en hogares con TV
Paga
10.9%
6.1%
5.5%
Personas sin TV Paga Personas con TV Paga
Ven TV Abierta Ven TV Paga
-45%
Fuente: IBOPE Media, Telereport, rating promedio enero-junio 2007, lunes a domingo, 06:00-30:00,
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Cambios esperados en el SHARE de TV Paga
Share Actual
TV Paga24%
Share Estimado TV Paga en IBOPE 2008
TV Paga32%
Fuente: IBOPE Colombia y estimado de share a partir de enero 2008
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El aumento en el share de TV Paga implica una reducción de la audiencia en TV
abierta
33%
-11%-20%
0%
20%
40%
TV Abierta TV Paga
Fuente: IBOPE Colombia y estimado de share a partir de enero 2008
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Los planes de Medios para 2008 tienen que considerar
esta cifra
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Lo importante es hacer algo al respecto
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La inversión mínima en el 2008 en TV Paga debe
ser 32%
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¡No hacerlo es obviar el ritmo del mercado!
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Sabemos que si están respondiendo
La inversión publicitaria en el medio crece a un ritmo superior del 50%
Pero todavía la inversión no corresponde a la importancia del medio
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TV Paga tiene solamente el 3% de inversión total
televisiva
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Enviar un mensaje a todo el mundo ya no resulta
eficaz
Cada vez es más importante alcanzar al
target enfocado
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Hay que utilizar medios que segmenten
Que permitan generar un vínculo emocional con las
marcas
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Frans Kok, Market Response
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Ratings≠
Efectividad
Efectividad=
Apreciación
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Pam Batalis: “Engagement y su efecto en ROI”
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Engagement
Efectividad
ROI
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Laura Ries: Focus for ProfitPresidente de Ries & Ries•Fundadora de la firma de mercadeo estratégico Ries & Ries.
•Graduada con honores de la Universidad de Northwestern en Evanston, Illinois.
•Coautora de varios libros como “Las 22 leyes inmutables de la marca”, y “El origen de las marcas”.
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LAMAC
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Traditional media approach.
Reach:Reach everybody in the target market.
& Frequency:As often as you can afford.
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In other words.
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Start with a big bang.
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Hopefully, sales take off, too.
Time
Sa
les It never happens.
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Most successful new product.
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Sales of Apple iPods.
0
4
8
12
16
20
24
28
2001 2002 2003 3004 2005 2006
In millions.
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“Reach everybody” is obsolete.
Years ago, there was less advertising and fewer competitors. It was a timeyou could afford to reach everybody.
Today, you need to rethink yourreach everybody strategy.
Today, you need to reach somebody.Somebody that counts.
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“Reach somebody” is hot.
Today, you need to reach somebody.It is not about reaching everybody.
It is about reaching the somebody that counts.
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It’s like lighting a fire.
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You light the easiest twig first.
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Eventually all the logs burn.
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Look at Internet brands.
Back in the days of the Dot.com Bubblehundreds of brands were launched
with massive, reach everybody advertising campaigns.
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All were spectacular failures.
Back in the days of the Dot.com Bubblehundreds of brands were launched
with massive, reach everybody advertising campaigns.
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A typical Internet launch.
Pets.com
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$60 million on advertising.
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$22 million in sales.
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The patient died.
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Another Internet disaster.
Webvan.com
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Launched with a massive ...
... reach everybody campaign.
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Two years later, they folded.
Webvan loss:$830 million.
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Another Internet brand.
FreshDirect.com
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The same strategy as Webvan.
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Webvan versus Fresh Direct.
Webvan launched a national brand with operations in many cities.
Fresh Direct concentrated on one market (New York City.)
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Broadcast vs. cable TV.
Webvan used massive advertising, including broadcast TV.
Fresh Direct used selective media,including cable TV.
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$200 million and profitable.
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The only Internet successes.
Only those brands that started small,with small advertising budgets, andthen gradually built a customer base
through word-of-mouth.
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Successful Internet brands.
Amazon.
eBay.
Yahoo!
Google.
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There’s another reason.
Most people don’t make their branding decisions from exposure to advertising.
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The most powerful medium?
Television?
Radio?
Magazines?
Newspapers?
Outdoor?
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None of these.
Television.
Radio.
Magazines.
Newspapers.
Outdoor.
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The most powerful medium.
Word of mouth.
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Motivated by an advertisement.
Motivatedby an ad
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Nine by word of mouth.
Motivatedby an ad
• Word of mouth
• Word of mouth
• Word of mouth
• Word of mouth
• Word of mouth
• Word of mouth
• Word of mouth
• Word of mouth
• Word of mouth
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Reach the one that counts.
Motivatedby an ad
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To put an idea into a prospect’s mind takes time.
The law of patience.
![Page 83: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/83.jpg)
83
Do brands take off like rockets?
![Page 84: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/84.jpg)
84
Or like an airplane?
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85
Big bang or slow take-off?
Rocket ship
Airplane
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XM Satellite Radio.
2001 advertising budget . . . $100 million
2002 advertising budget . . . $58 million
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After $158 million dollars.
0
1
2
3
4
5
6
4 2002 2 3 4 2003 2 3 4 2004 2 3 4 2005 2 3 4 2006
Mill
ion
s o
f s
ub
sc
rib
ers
400,000 subscribers
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88
Now over 6 million subscribers.
0
1
2
3
4
5
6
4 2002 2 3 4 2003 2 3 4 2004 2 3 4 2005 2 3 4 2006
Mill
ion
s o
f s
ub
sc
rib
ers
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89
Now over 6 million subscribers.
0
1
2
3
4
5
6
4 2002 2 3 4 2003 2 3 4 2004 2 3 4 2005 2 3 4 2006
The tipping point
Mill
ion
s o
f s
ub
sc
rib
ers
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Annual sales of a new drink.
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
87 89 91 93 95 97 99 '01 '03 '05
Sales in millions.
Nine years to reach$100 million in sales.
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91
The brand is Red Bull.
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
87 89 91 93 95 97 99 '01 '03 '05
Sales in millions.
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$3.4 billion in annual sales.
![Page 93: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/93.jpg)
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18 years to reach $100 million.
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94
Fractional jet ownership.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
86 88 90 92 94 96 98 '00 '02 '04
Tipping point
Cresting point
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95
Annual sales of a new chain.
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
87 89 91 93 95 97 99 '01 '03 '05
In millions.
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96
The chain is Starbucks.
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
87 89 91 93 95 97 99 '01 '03 '05
In millions.
![Page 97: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/97.jpg)
97
U.S. cellphone subscribers.
0
40
80
120
160
200
85 87 89 91 93 95 97 99 '01 '03 '05
In millions.
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98
The rise of Volkswagen.
0
100000
200000
300000
400000
500000
600000
1950 1952 1954 1956 1958 1960 1962 1964 1966 1968
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99
Annual sales of a new airline.
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
'71 '74 '77 '80 '83 '86 '89 '92 '95 '98 '01 '04
Revenues in millions.
10 years to reach $100 million
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The airline is Southwest.
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
'71 '74 '77 '80 '83 '86 '89 '92 '95 '98 '01 '04
Revenues in millions.
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Ryanair passengers.
0
5
10
15
20
25
30
85 87 89 91 93 95 97 99 '01 '03 '05
In millions.
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102
Annual sales of software brand.
$0
$10,000
$20,000
$30,000
$40,000
'75 '78 '81 '84 '87 '90 '93 '96 '99 '02 '05
Revenues in millions.
10 years to reach$100 million
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The brand is Microsoft.
$0
$10,000
$20,000
$30,000
$40,000
'75 '78 '81 '84 '87 '90 '93 '96 '99 '02 '05
Revenues in millions.
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104
Annual sales of a retail brand.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
'62 '66 '70 '74 '78 '82 '86 '90 '94 '98 '02 '06
b
Sales in millions.
14 years to reach$100 million
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The brand is Wal-Mart.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
'62 '66 '70 '74 '78 '82 '86 '90 '94 '98 '02 '06
b
Sales in millions.
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A mythical sales curve.
Time
Sa
les
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A normal sales curve.
Time
Sa
les
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What advertising works best?
?
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What advertising works best?
Advertisingthat drives
word of mouth.
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Make sure your ads contain words that consumers can use to pass along your message.
The law of verbalization.
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Chevrolet.
“An American revolution.”
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Infiniti.
“Renegade, fearless, bold . . .
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Coca-Cola advertising.
Polar bears drink Coke?
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BMW.
“The ultimate driving machine.”
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BMW.
It must be fun to drive.
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Barilla.
Italy’s #1 pasta.
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The lonely Maytag repairman.
The dependable brand.
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McDonald’s.
“You deserve a break today.
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119
When you lose focusyour strategies change from reaching somebody to reaching everybody.
The law of focus.
![Page 120: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/120.jpg)
120
What happened to Dell?
![Page 121: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/121.jpg)
121
Dell was totally focused.
• One product, the personal computer.
• One market, the business market.
• One distribution channel,direct by phone.
• Dell Computer had best stock market performance in the decade of the 1990s.
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Today, Dell is in trouble.
Business Week, September 4, 2006.
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Computer market shares.
Hewlett-Packard . . . 19 percent.
Dell . . . . . . . . . . . . . . 15 percent.
Lenovo . . . . . . . . . . . 7 percent.
Acer . . . . . . . . . . . . . . 7 percent.
Toshiba . . . . . . . . . . . 4 percent.
First quarter, 2007.
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124
Dell is no longer focused.
•One product: The PC.
•One market: Business.
•One channel: Direct.
![Page 125: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/125.jpg)
125
Dell is no longer focused.
•Many products.
•One market: Business.
•One channel: Direct.
![Page 126: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/126.jpg)
126
Dell is no longer focused.
•Many products.
•Business and consumer.
•One channel: Direct.
![Page 127: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/127.jpg)
127
Dell is no longer focused.
•Many products.
•Business and consumer.
•Direct and retail.
![Page 128: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/128.jpg)
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Consumers are only 15 percent.
Business
Consumer
![Page 129: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/129.jpg)
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14 flavors of Coca-Cola.
![Page 130: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/130.jpg)
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Two flavors: 87 percent.
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Four flavors: 96 percent.
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Six different shaving gels.
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Five flavors of Tabasco sauce?
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Eight flavors of vodka?
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Wal-Mart’s fashion moves.
• Hired a top executive from Target.
• Opened an office in Manhattan’sFashion District.
• Presented a fashion show in New York.
• Ran an 8-page advertisement in Vogue.
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“Upgrade style falls flat.”
The Wall Street Journal, October 17, 2006.
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“Wal-Mart’s midlife crisis.”
Business Week, April 30, 2007.
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138
When you expand a brand,you weaken the brand.
The law of expansion.
![Page 139: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/139.jpg)
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Largest U.S. advertised brand.
$7.1 billionon advertising.
Last 10 years
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Would you believe?
Chevrolet.
![Page 141: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/141.jpg)
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What’s a Chevrolet?
![Page 142: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/142.jpg)
142
What’s a Chevrolet?
A large, small, cheap, expensive car or truck.
![Page 143: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/143.jpg)
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A burned-out brand.
![Page 144: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/144.jpg)
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All GM brands are in trouble.
The Atlanta Journal-Constitution, January 27, 2006.
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What’s a Volkswagen?
![Page 146: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/146.jpg)
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A small, ugly, reliable car.
![Page 147: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/147.jpg)
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Think big.
![Page 148: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/148.jpg)
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Think fast.
![Page 149: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/149.jpg)
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Think smart.
![Page 150: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/150.jpg)
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Think ahead.
![Page 151: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/151.jpg)
151
Or don’t think at all.
![Page 152: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/152.jpg)
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Volkswagen’s downhill drive.
0%
10%
20%
30%
40%
50%
60%
70%
1965 1970 1975 1980 1985 1990 1995 2000 2003
Percentage of U.S.import market
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Volkswagen’s downhill drive.
0%
10%
20%
30%
40%
50%
60%
70%
1965 1970 1975 1980 1985 1990 1995 2000 2003
Percentage of U.S.import market
Notice the blip.
![Page 154: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/154.jpg)
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Volkswagen 2.0
![Page 155: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/155.jpg)
155
Now that’s a Volkswagen!
![Page 156: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/156.jpg)
156
What’s a Mercedes?
Prestige.
![Page 157: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/157.jpg)
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Mercedes went downmarket.
Business Week, August 26, 1996.
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Cheap Mercedes sports car.
$40,000
![Page 159: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/159.jpg)
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The off-the-road Mercedes.
$35,000
![Page 160: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/160.jpg)
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The Mercedes minivan.
$27,000
![Page 161: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/161.jpg)
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The Mercedes minitruck.
$25,000
![Page 162: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/162.jpg)
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The mini Mercedes.
$17,000
![Page 163: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/163.jpg)
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Failed the moose test.
Scandinavia.
![Page 164: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/164.jpg)
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Mercedes Smartcar.
$9,000
![Page 165: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/165.jpg)
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Mercedes mountain bike.
$1,900
![Page 166: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/166.jpg)
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Baby Benz.
$89.50
![Page 167: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/167.jpg)
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Question:
What happens when you introduce cheap versions
of expensive products?
![Page 168: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/168.jpg)
168
You have a perception problem.
Can’t be any good.
![Page 169: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/169.jpg)
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“Mercedes hits a pothole.”
Fortune, October 27, 2003.
![Page 170: Focus for profit](https://reader037.vdocuments.co/reader037/viewer/2022102806/5590f6f71a28abd3378b4639/html5/thumbnails/170.jpg)
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“An engineering icon slips.”
The Wall Street Journal, February 4, 2002.
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“Mercedes’ head-on collision.”
Business Week, July 21, 2003
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What’s a Saturn?
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Saturn of the Hamptons.
The average Saturn dealer.
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The only brand with one model.
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Vehicles sold per dealer, 1994.
Saturn . . . . . . . 960
Toyota . . . . . . . . 841
Ford . . . . . . . . . . 746
Honda . . . . . . . . 677
Nissan . . . . . . . . 661
Chevrolet . . . . . 553
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Saturn went upmarket.
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Double sales?
Automotive News, April 5, 1999.
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Vehicles sold per dealer, 2006.
Toyota . . 1,821 Mercedes . 731Lexus . . . 1,479 Infiniti . . . . 675Honda . . . 1,286 Ford . . . . . 645Nissan . . . 839 Hyundai . . 628BMW . . . . . 811 Chevrolet . 586Acura . . . . . 757 Saturn . . . 520
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Young and single: Saturn.
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Young and single: Saturn.
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Promoted with a raise: BMW.
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Promoted with a raise: BMW.
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Married with kids: Volvo.
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Married with kids: Volvo.
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Divorced: Ferrari.
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Divorced: Ferrari.
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The ladder of life.
Rolex
Seiko
Swatch
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A brand becomes strongerwhen you narrow its focus.
The law of contraction.
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Every town had a coffee shop.
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What did Howard Schultz do?
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Coffee shop just sells coffee.
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Howard is worth millions.
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Willie is broke.
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Every town had a delicatessen.
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What did Fred DeLuca do?
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The submarine sandwich.
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Subway.A submarine name.
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Fast-food chains. 1. McDonald’s . . . . . . . . . . $25.6 billion
2. Burger King . . . . . . . . . . $8.0 billion
3. Wendy’s . . . . . . . . . . . . . $7.8 billion
4. Subway . . . . . . . . . . . . . . $7.2 billion
5. Taco Bell . . . . . . . . . . . . . $6.2 billion
6. Pizza Hut . . . . . . . . . . . . . $5.3 billion
7. Kentucky Fried Chicken $5.2 billion
8. Starbucks . . . . . . . . . . . . $4.9 billion2005 U.S. sales.
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Fred DeLuca’s salary.
1990 . . . . . . . . . . . $27 million
1991 . . . . . . . . . . . $32 million
1992 . . . . . . . . . . . $42 million
1993 . . . . . . . . . . . $54 million
1994 . . . . . . . . . . . $60 million
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The power of a focus.
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Billions of kilowatts.
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You can sit safely in the sun.
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A few kilowatts of power.
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A laser can cut through steel.
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Burn a hole in a diamond.
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Burn your way into the mind.
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What’s a Rolex?
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What’s a Rolex?
Expensive Swiss watch.
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The fastest-growing retailer.
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What’s a Zara?
Fast fashion.
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Resupply a store in 14 days.
The Wall Street Journal, May 18, 2001.
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Sold in 27 different countries.
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Fastest-growing American city?
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The only city with one industry?
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Las Vegas, Nevada.
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You can’t stand for everything.
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A brand should striveto own a word in the mind of the consumer.
The law of the word.
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Volvo owns “safety.”
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A Volvo looks safe.
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A Ferrari looks dangerous.
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When you own a word.
Safety.
Nobody can steal it.
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Honda is trying.
Advertising Age, September 6, 2004.
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A multi-million dollar campaign.
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General Motors has tried.
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12-page “safety” inserts.
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The 10 safest cars in America.
Automotive News, December 5, 2005.
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How many are Volvos?
?
?
?
?
?
?
?
?
?
?
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None.
Ford 500.
Saab 9-3.
Subaru Legacy.
Honda Civic.
Audi A3.
Audi A4.
Audi A6.
Chevrolet Malibu.
Volkswagen Jetta.
Volkswagen Passat.
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Six Ragu varieties: 51%
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Ragu market share: 37%
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“Thicker” spaghetti sauce.
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One variety: 27% share.
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Curiously strong.
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Memorable advertising.
Now the No. 1 peppermint brand.
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“Natural” cosmetics.
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$1.1 billion for the Body Shop.
The New York Times, January 4, 2006.
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“Slippery.”
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Movado: The museum watch.
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Swatch: The fashion watch.
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Zippo: The windproof lighter.
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Most fitness clubs are unisex.
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For women only.
America’s largest fitness chain.
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What makes a movie star?
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A man’s man.
John Wayne.
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Sexy woman.
Marilyn Monroe.
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Pretty woman.
Julia Roberts.
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“Imprisoned in her archetype.”
“As many detours as Julia Roberts may take, she remains imprisoned in her archetype.”
Stephen Holden,The New York Times
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Imprisoned at $20 million.
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Bad boy.
Jack Nicholson.
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Lovable cad.
Hugh Grant.
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Action hero.
Tom Cruise.
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The Governator.
Tough guy, Arnold Schwarzenegger.
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The most powerful concept.
Word.
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Volvo.
Safety.
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BMW.
Driving.
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Zara.
Fastfashion.
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Prego spaghetti sauce.
Thick.
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Altoids.
Couriouslystrong.
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The Body Shop.
Natural.
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The halo effect.
If you can own one attribute in the
mind, the prospect will give you many
others.
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You can’t own everything.
Full line.High quality.Great service.
Low price.
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But you can own a word.
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An overcommunicated society.
The Brand of all brands
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Reach everybody?
Exposureto an ad
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Reach somebody that counts.
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One great way to light the fire.
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Cable TV.
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268
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Los consumidores son
DifEreNtes…
Por lo que se necesitan
estrategias diferentes…
Lo más contraproducente
es mantener el status quo
Colombia debe seguir los
nuevos ritmos del mercado
Recordemos que el panorama
de medios es diferente…
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GRACIAS
www.lamac.org