SlideShare uma empresa Scribd logo
1 de 21
Baixar para ler offline
The New Playbook for
Marketing in a Recession

            January 27th, 2009
The old playbook…
    “…build a recession           “…response to the
                             
    marketing plan based          recession varies by
    on the firm’s strategic       geography, sector and
    capabilities”                 firm size”
The new playbook
    There is no panacea


    Strong firms benefit from investment and suffer from


    cost cutting
    Proactive marketing is not always a guarantee of

    success
    Firm’s viewpoint on the recession determines strategy


    “How an organization perceives a change in the


    environment affects the level and type of response”
    Focusing on historically profitable regions and

    customer groups will miss the mark
Four prescriptions for managing through an
    economic recession

           Prescription                      Explanation                                  Effect
                                          To conserve resources
Position the firm in multiple     Sales are imperfectly correlated         Creates a balancing effect on cash
markets and geographies.          across regions and industries.           flow.

Plan for the contingency of       Recessions are hard to forecast;         Facilitates a swift response to
sharply declining sales.          sales declines are a leading             recession.
                                  indicator.

                                           To attract resources
Promote the business in tough     Customers often rethink supplier         Makes new customer inroads.
times.                            relationships during tough times.

Prepare to exploit the recovery   When competitors are conserving          Adds capacity or customers at a
with careful investments.         cash, desirable hires, capital assets,   discount.
                                  and even companies may become
                                  available.
One way of looking at things…


                       Corporation




        Conversation                 Customer




                       Competition
Recession marketing framework
Internal Branding and Morale
    Employee issues are critically important during

    recessions and in preparation for recovery
    Constant communications has been proven to sustain


    high morale and maintain company strength

For Example: Black and Decker increases communications during times of recession in
order to maintain morale and credibility among their employees.
• The company alerts employees to changes in their respective departments
• They communicate up front what the managers see as areas for potential reductions in
employment or financial support
• Black and Decker continues its investment in organizational development
• The company philosophy is to promote employees from within, even during a recession.
Multiple markets and geographies
  Examine your customer base for cycles &


  counter cycles and prepare to shift focus
 Examine regions, or even parts of the

  city/state/county that have performance
  differentials
 Identify customers less affected by recession

 Who needs your help the most in the recession?

 Could you do more business virtually, not
  dependent on local geography?
Micromarket to profitable segments
    Consumer marketers with access to micromarket

    data have even more opportunities to enhance
    profitability.
    One beverage company recently conducted surveys that

    identified staggering differences in the potential profitability of
    customers within individual markets and micromarkets. A
    company can maximize its profitability by focusing on
    micromarkets less sensitive to prices while also offering discounts
    or preferential pricing elsewhere to drive sales volumes.
Micromarket to profitable segments
Plan to confront declining sales
     Ear to the ground, “CRM mentality”
 

     Don’t believe that economists (3/01 – 90% said “no
 

     recession)
     Get comfortable with the data – it’s all about the
 
     data!
     Setup trigger points at which you invoke different
 

     parts of your recession marketing plan
For Example: In 2001, ADC communications, a competitor to Lucent, Cisco and Nortel
saw it’s sales degrading to the point of a 27% dip. The immediately retrenched, changed
course, implemented a recession marketing & sales strategy and gained market share on
each of their major competitors that they retain to this day.
Promote products & services
    Don’t be tempted to abandon planned initiatives


    Supplier switching activity peaks during recessions!


    Cheap advertising = higher ROMI


    Your best prospects are your competitors best


    customers

For Example: Dixieline Lumber, a 10-unit San Diego chain, two marketing initiatives
helped increase company sales by 9% during the recession of 2001.
1) The first was directed to the building trade and involved training the in-store sales
    force to assemble hardware packages for custom-home builders.
2) The second initiative was directed at homeowners and involved increasing marketing
    on millwork as homeowners switched from spending on traveling and entertainment
    to fixing up their homes.
Maintain advertising & marketing
     All data points to higher post-recession market
 
     share for sustained or increased investment
     Confidence is built through sustained successful
 

     efforts
     Mix in new marketing vehicles to maintain reach but
 

     reduce cost
     Steady marketing sustains brand awareness and
 
     position with consumers
For Example: Carpet Mills of America increased its sales by 24.4% during the recession
of 2001 simply by sustaining their overall marketing efforts while their competitors
shuttered their marketing.
Introduce new products & services
    Historically, some of the best innovations come from

    recessions
    Less noise and clutter means more room for you


    (increase SOV & SOM)
    Innovations are proven to keep customers buying in


    times that are otherwise slow
For Example: There are two examples of great interest:
1) Paychex, an payroll processor, launched Taxpay in 1990 as an additional service for
    it’s existing customers on Paychex. It brought in a burst of new revenues from
    existing customers while introduced new customers to both Taxpay and Paychex,
    setting itself up nicely for the recovery
2) Black & Decker introduced a highly successful line of 33 new power tools during the
    1990 recession that set it up to capitalized on the DIY boom of the next decade.
Find price cut alternatives
    Don’t send unintentional messages training your

    customers to buy on discount only
    Bundling, repackaging, white labeling, adding


    service elements to products, tiered offerings and a
    host of other mechanisms can sustain profitability
    without entering a price war.
For Example: Grocery stores, department stores and other retailers often seek to raise
the profile of their own labels during recessions, often rebranding things to give them
broader appeal while increasing their profitability.

Microsoft and others have always sold a ‘bundled’ set of products that offers value while
maximizing profitability. Offer packages, include service offerings and seek out
customer input on what will provide the most value to them.
Attract new customers
    Now’s a great time to get deep profiles of your

    best customers (“Vertizontal”)
    Focus on solutions – deep understanding of


    customers includes deep understanding of their
    needs, problems, pain points & desires
    Maintain marketing presence as a show of strength


    Capitalize on competitors pullbacks by

    approaching their customers
    Employ new marketing tools & channels to attract

    customers from new media
Reprioritize marketing vehicles
    Reevaluate the

    effectiveness of current
    vehicles
    Shift 10-15% into new

    media
    Conduct a marketing

    audit, don’t just do
    guesswork
Reprioritize customer segments
    Analyze customer segments for profitability to

    determine shifts
    B2B should examine risk on a per-customer basis


    Watch where the trends are going


    Setup tiers of customer segmentation


     Core

     Secondary

     Opportunity

     Harvest
Prepare for economic recovery
    Typical recessions are 6mos – 2 years … Prepare

    your plans for a 2 year horizon
    Look for bargain acquisitions, leases, employees,


    whatever you need to be successful on the upswing
    Marketplace protection moves rapidly to


    marketplace expansion
    You’ll be flush with cash from the new customers

    acquired in the downturn, ready to expand into the
    recovery
Recession marketing framework
The New Playbook for Marketing in a Recession




                          Q&A


 Need help after the presentation? Email dana@marketingsavant.com

Mais conteúdo relacionado

Mais procurados

Designing Sales Comp.V3.Final.031709
Designing Sales Comp.V3.Final.031709Designing Sales Comp.V3.Final.031709
Designing Sales Comp.V3.Final.031709cjwien
 
Sales territory management
Sales territory managementSales territory management
Sales territory managementMohit Malviya
 
Sales territory and management of sales quota
Sales territory and management of sales quotaSales territory and management of sales quota
Sales territory and management of sales quotasanjay_sarkar
 
Sales levers SAM commercial reconnaissance electronic flyer July 2020
Sales levers SAM commercial reconnaissance electronic flyer July 2020Sales levers SAM commercial reconnaissance electronic flyer July 2020
Sales levers SAM commercial reconnaissance electronic flyer July 2020richardhigham
 
Rethinking Sales Force Toastmasters Short Version
Rethinking Sales Force Toastmasters Short VersionRethinking Sales Force Toastmasters Short Version
Rethinking Sales Force Toastmasters Short VersionCoinoor
 
Mansfield Build Advantage
Mansfield Build AdvantageMansfield Build Advantage
Mansfield Build Advantagelinkedinlion11
 
Introducción
IntroducciónIntroducción
IntroducciónConteni2
 
Sales leader point of view
Sales leader point of viewSales leader point of view
Sales leader point of viewPivotal CRM
 
Sales territory & Quota
Sales territory & QuotaSales territory & Quota
Sales territory & QuotaBhavikd7
 
Sales contests and sales meetings
Sales contests and sales meetingsSales contests and sales meetings
Sales contests and sales meetingsAi-Ai Guerrero
 
Chapter 1 sales management strategy sales and distribution management
Chapter 1 sales management strategy sales and distribution managementChapter 1 sales management strategy sales and distribution management
Chapter 1 sales management strategy sales and distribution managementNaveen singh
 
Marketing finance[1]
Marketing finance[1]Marketing finance[1]
Marketing finance[1]shrund
 

Mais procurados (19)

Sales quota
Sales quotaSales quota
Sales quota
 
Designing Sales Comp.V3.Final.031709
Designing Sales Comp.V3.Final.031709Designing Sales Comp.V3.Final.031709
Designing Sales Comp.V3.Final.031709
 
Sales quotas
Sales quotasSales quotas
Sales quotas
 
Sales territory management
Sales territory managementSales territory management
Sales territory management
 
Sales territory and management of sales quota
Sales territory and management of sales quotaSales territory and management of sales quota
Sales territory and management of sales quota
 
Sales levers SAM commercial reconnaissance electronic flyer July 2020
Sales levers SAM commercial reconnaissance electronic flyer July 2020Sales levers SAM commercial reconnaissance electronic flyer July 2020
Sales levers SAM commercial reconnaissance electronic flyer July 2020
 
Rethinking Sales Force Toastmasters Short Version
Rethinking Sales Force Toastmasters Short VersionRethinking Sales Force Toastmasters Short Version
Rethinking Sales Force Toastmasters Short Version
 
Mansfield Build Advantage
Mansfield Build AdvantageMansfield Build Advantage
Mansfield Build Advantage
 
Introducción
IntroducciónIntroducción
Introducción
 
Sales quota and sales territory
Sales quota and sales territorySales quota and sales territory
Sales quota and sales territory
 
Account mining
Account miningAccount mining
Account mining
 
Sales leader point of view
Sales leader point of viewSales leader point of view
Sales leader point of view
 
Sales territory & Quota
Sales territory & QuotaSales territory & Quota
Sales territory & Quota
 
Sales contests and sales meetings
Sales contests and sales meetingsSales contests and sales meetings
Sales contests and sales meetings
 
Sales quotas
Sales quotasSales quotas
Sales quotas
 
Chapter 1 sales management strategy sales and distribution management
Chapter 1 sales management strategy sales and distribution managementChapter 1 sales management strategy sales and distribution management
Chapter 1 sales management strategy sales and distribution management
 
The Company and The Market
The Company and The MarketThe Company and The Market
The Company and The Market
 
Marketing finance[1]
Marketing finance[1]Marketing finance[1]
Marketing finance[1]
 
WBS Corporate Brochure
WBS Corporate BrochureWBS Corporate Brochure
WBS Corporate Brochure
 

Destaque

The Rough Guide to... A New Business Model for HR
The Rough Guide to... A New Business Model for HRThe Rough Guide to... A New Business Model for HR
The Rough Guide to... A New Business Model for HRJim Lefever
 
Small Business Start Up Success Kit Preview
Small Business Start Up Success Kit PreviewSmall Business Start Up Success Kit Preview
Small Business Start Up Success Kit PreviewDon Osborne
 
Engineering case studies
Engineering case studiesEngineering case studies
Engineering case studiesZinnov
 
Through the case Lens - Why and when to setup a GIC
Through the case Lens - Why and when to setup a GICThrough the case Lens - Why and when to setup a GIC
Through the case Lens - Why and when to setup a GICZinnov
 
運用のためのPlaybook (Playbook for Operation)
運用のためのPlaybook (Playbook for Operation)運用のためのPlaybook (Playbook for Operation)
運用のためのPlaybook (Playbook for Operation)Shingo Kitayama
 
A New Blueprint for HR
A New Blueprint for HRA New Blueprint for HR
A New Blueprint for HRaccenture
 
Assignment on capital market operation in bangladesh
Assignment on capital market operation in bangladeshAssignment on capital market operation in bangladesh
Assignment on capital market operation in bangladeshMd. Sourav Hossain
 
David Ulrich's HR Model
David Ulrich's HR ModelDavid Ulrich's HR Model
David Ulrich's HR ModelCreativeHRM
 

Destaque (8)

The Rough Guide to... A New Business Model for HR
The Rough Guide to... A New Business Model for HRThe Rough Guide to... A New Business Model for HR
The Rough Guide to... A New Business Model for HR
 
Small Business Start Up Success Kit Preview
Small Business Start Up Success Kit PreviewSmall Business Start Up Success Kit Preview
Small Business Start Up Success Kit Preview
 
Engineering case studies
Engineering case studiesEngineering case studies
Engineering case studies
 
Through the case Lens - Why and when to setup a GIC
Through the case Lens - Why and when to setup a GICThrough the case Lens - Why and when to setup a GIC
Through the case Lens - Why and when to setup a GIC
 
運用のためのPlaybook (Playbook for Operation)
運用のためのPlaybook (Playbook for Operation)運用のためのPlaybook (Playbook for Operation)
運用のためのPlaybook (Playbook for Operation)
 
A New Blueprint for HR
A New Blueprint for HRA New Blueprint for HR
A New Blueprint for HR
 
Assignment on capital market operation in bangladesh
Assignment on capital market operation in bangladeshAssignment on capital market operation in bangladesh
Assignment on capital market operation in bangladesh
 
David Ulrich's HR Model
David Ulrich's HR ModelDavid Ulrich's HR Model
David Ulrich's HR Model
 

Semelhante a Marketing in a Recession Playbook

30 Ideas in 40 Minutes for Marketing in a Recession Webinar
30 Ideas in 40 Minutes for Marketing in a Recession Webinar30 Ideas in 40 Minutes for Marketing in a Recession Webinar
30 Ideas in 40 Minutes for Marketing in a Recession WebinarDana Vanden Heuvel
 
2008 NARI Educational Forum Speech Mcmw 10.21.08
2008 NARI Educational Forum Speech Mcmw 10.21.082008 NARI Educational Forum Speech Mcmw 10.21.08
2008 NARI Educational Forum Speech Mcmw 10.21.08kleberandassociates
 
CRM in Economic Downturn
CRM in Economic DownturnCRM in Economic Downturn
CRM in Economic DownturnDarren Flood
 
Stuck In Neutral
Stuck In NeutralStuck In Neutral
Stuck In NeutralJohn Mecke
 
30 Ideas in 40 Minutes for Marketing in the Recession
30 Ideas in 40 Minutes for Marketing in the Recession30 Ideas in 40 Minutes for Marketing in the Recession
30 Ideas in 40 Minutes for Marketing in the RecessionDana Vanden Heuvel
 
Kotler - 3rd generation of marketing
Kotler - 3rd generation of marketingKotler - 3rd generation of marketing
Kotler - 3rd generation of marketingHany Salah
 
Pricing Strategy Post-COVID
Pricing Strategy Post-COVIDPricing Strategy Post-COVID
Pricing Strategy Post-COVIDDavid Johnson
 
Kl Brand Summit 2009 Presentation Ml Jacobsen
Kl Brand Summit 2009 Presentation Ml JacobsenKl Brand Summit 2009 Presentation Ml Jacobsen
Kl Brand Summit 2009 Presentation Ml JacobsenMarie-Louise Jacobsen
 
Customer Growth Equals Your Growth
Customer Growth Equals Your GrowthCustomer Growth Equals Your Growth
Customer Growth Equals Your Growthinvanllc
 
Accelerating Revenue Growth
Accelerating Revenue GrowthAccelerating Revenue Growth
Accelerating Revenue Growthguestc4d058
 
Managing Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard TimesManaging Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard TimesMarc-Olivier Arnold
 
Strategy in times of crisis
Strategy in times of crisisStrategy in times of crisis
Strategy in times of crisisIgneos
 
Template sales plan
Template sales planTemplate sales plan
Template sales plan1234v
 
5 Things A Company Must Do Now in a Slowing Economy
5 Things A Company Must Do Now in a Slowing Economy5 Things A Company Must Do Now in a Slowing Economy
5 Things A Company Must Do Now in a Slowing EconomyRon Chandler
 
5 Things A Company Must Do Summary Version
5 Things A Company Must Do Summary Version5 Things A Company Must Do Summary Version
5 Things A Company Must Do Summary Versionjshumway2009
 

Semelhante a Marketing in a Recession Playbook (20)

30 Ideas in 40 Minutes for Marketing in a Recession Webinar
30 Ideas in 40 Minutes for Marketing in a Recession Webinar30 Ideas in 40 Minutes for Marketing in a Recession Webinar
30 Ideas in 40 Minutes for Marketing in a Recession Webinar
 
2008 NARI Educational Forum Speech Mcmw 10.21.08
2008 NARI Educational Forum Speech Mcmw 10.21.082008 NARI Educational Forum Speech Mcmw 10.21.08
2008 NARI Educational Forum Speech Mcmw 10.21.08
 
The Northpoint Value Stack
The Northpoint Value StackThe Northpoint Value Stack
The Northpoint Value Stack
 
CRM in Economic Downturn
CRM in Economic DownturnCRM in Economic Downturn
CRM in Economic Downturn
 
Stuck In Neutral
Stuck In NeutralStuck In Neutral
Stuck In Neutral
 
30 Ideas in 40 Minutes for Marketing in the Recession
30 Ideas in 40 Minutes for Marketing in the Recession30 Ideas in 40 Minutes for Marketing in the Recession
30 Ideas in 40 Minutes for Marketing in the Recession
 
Kotler - 3rd generation of marketing
Kotler - 3rd generation of marketingKotler - 3rd generation of marketing
Kotler - 3rd generation of marketing
 
Marketing Plan
Marketing PlanMarketing Plan
Marketing Plan
 
Pricing Strategy Post-COVID
Pricing Strategy Post-COVIDPricing Strategy Post-COVID
Pricing Strategy Post-COVID
 
Kl Brand Summit 2009 Presentation Ml Jacobsen
Kl Brand Summit 2009 Presentation Ml JacobsenKl Brand Summit 2009 Presentation Ml Jacobsen
Kl Brand Summit 2009 Presentation Ml Jacobsen
 
Study case
Study caseStudy case
Study case
 
Customer Growth Equals Your Growth
Customer Growth Equals Your GrowthCustomer Growth Equals Your Growth
Customer Growth Equals Your Growth
 
Accelerating Revenue Growth
Accelerating Revenue GrowthAccelerating Revenue Growth
Accelerating Revenue Growth
 
24 Growth Strategy Insights
24   Growth Strategy Insights24   Growth Strategy Insights
24 Growth Strategy Insights
 
Managing Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard TimesManaging Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard Times
 
Strategy in times of crisis
Strategy in times of crisisStrategy in times of crisis
Strategy in times of crisis
 
Template sales plan
Template sales planTemplate sales plan
Template sales plan
 
5 Things A Company Must Do Now in a Slowing Economy
5 Things A Company Must Do Now in a Slowing Economy5 Things A Company Must Do Now in a Slowing Economy
5 Things A Company Must Do Now in a Slowing Economy
 
5 Things A Company Must Do Summary Version
5 Things A Company Must Do Summary Version5 Things A Company Must Do Summary Version
5 Things A Company Must Do Summary Version
 
Case analysis
Case analysis Case analysis
Case analysis
 

Mais de Dana Vanden Heuvel

Thought Leadership: Positioning Yourself as an Expert in the Marketplace
Thought Leadership: Positioning Yourself as an Expert in the MarketplaceThought Leadership: Positioning Yourself as an Expert in the Marketplace
Thought Leadership: Positioning Yourself as an Expert in the MarketplaceDana Vanden Heuvel
 
Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...
Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...
Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...Dana Vanden Heuvel
 
MarketingSavant Social Media Course Catalog - 2012
MarketingSavant Social Media Course Catalog - 2012MarketingSavant Social Media Course Catalog - 2012
MarketingSavant Social Media Course Catalog - 2012Dana Vanden Heuvel
 
Social Media Attitude Adjustment - NEW Arts Council
Social Media Attitude Adjustment - NEW Arts CouncilSocial Media Attitude Adjustment - NEW Arts Council
Social Media Attitude Adjustment - NEW Arts CouncilDana Vanden Heuvel
 
Seasonal Marketing: Prepping for the Next Wave so You’re Always One Step Ahead
Seasonal Marketing: Prepping for the Next Wave so You’re Always One Step AheadSeasonal Marketing: Prepping for the Next Wave so You’re Always One Step Ahead
Seasonal Marketing: Prepping for the Next Wave so You’re Always One Step AheadDana Vanden Heuvel
 
Speakership: Grow Your Career or Business Through Speaking and Thought Leader...
Speakership: Grow Your Career or Business Through Speaking and Thought Leader...Speakership: Grow Your Career or Business Through Speaking and Thought Leader...
Speakership: Grow Your Career or Business Through Speaking and Thought Leader...Dana Vanden Heuvel
 
Customer Twervice: Protect Your Reputation with Social Media Customer Service
Customer Twervice: Protect Your Reputation with Social Media Customer ServiceCustomer Twervice: Protect Your Reputation with Social Media Customer Service
Customer Twervice: Protect Your Reputation with Social Media Customer ServiceDana Vanden Heuvel
 
What Every School District Needs to Know About Social Media
What Every School District Needs to Know About Social MediaWhat Every School District Needs to Know About Social Media
What Every School District Needs to Know About Social MediaDana Vanden Heuvel
 
Marketing for Small Business - Packers Mentor-Protege Program Presentation
Marketing for Small Business - Packers Mentor-Protege Program PresentationMarketing for Small Business - Packers Mentor-Protege Program Presentation
Marketing for Small Business - Packers Mentor-Protege Program PresentationDana Vanden Heuvel
 
30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth
30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth
30 Social Media Ideas in 30 Minutes - Delivered at Chicago BoothDana Vanden Heuvel
 
Leveraging the Power of Social Media for Trade Shows
Leveraging the Power of Social Media for Trade ShowsLeveraging the Power of Social Media for Trade Shows
Leveraging the Power of Social Media for Trade ShowsDana Vanden Heuvel
 
Social Media Strategy: The 12-Point Program for the Social Enterprise
Social Media Strategy: The 12-Point Program for the Social EnterpriseSocial Media Strategy: The 12-Point Program for the Social Enterprise
Social Media Strategy: The 12-Point Program for the Social EnterpriseDana Vanden Heuvel
 
Digital Centered Marketing - AMA Madison
Digital Centered Marketing - AMA MadisonDigital Centered Marketing - AMA Madison
Digital Centered Marketing - AMA MadisonDana Vanden Heuvel
 
Green Bay Business Expo 2011 - 12 Steps of Social Media Strategy
Green Bay Business Expo 2011 - 12 Steps of Social Media StrategyGreen Bay Business Expo 2011 - 12 Steps of Social Media Strategy
Green Bay Business Expo 2011 - 12 Steps of Social Media StrategyDana Vanden Heuvel
 
Social Media - Content and Marketing Tools of the Trade for 2011
Social Media - Content and Marketing Tools of the Trade for 2011Social Media - Content and Marketing Tools of the Trade for 2011
Social Media - Content and Marketing Tools of the Trade for 2011Dana Vanden Heuvel
 
7 Effective Facebook Pages YOU Can Create Right Now
7 Effective Facebook Pages YOU Can Create Right Now7 Effective Facebook Pages YOU Can Create Right Now
7 Effective Facebook Pages YOU Can Create Right NowDana Vanden Heuvel
 
Social Media Marketing for the National Bicycle Tour Directors Association (N...
Social Media Marketing for the National Bicycle Tour Directors Association (N...Social Media Marketing for the National Bicycle Tour Directors Association (N...
Social Media Marketing for the National Bicycle Tour Directors Association (N...Dana Vanden Heuvel
 
Social Media for Non-Profits - Green Bay Non-Profit Resource Group
Social Media for Non-Profits - Green Bay Non-Profit Resource GroupSocial Media for Non-Profits - Green Bay Non-Profit Resource Group
Social Media for Non-Profits - Green Bay Non-Profit Resource GroupDana Vanden Heuvel
 

Mais de Dana Vanden Heuvel (20)

Thought Leadership: Positioning Yourself as an Expert in the Marketplace
Thought Leadership: Positioning Yourself as an Expert in the MarketplaceThought Leadership: Positioning Yourself as an Expert in the Marketplace
Thought Leadership: Positioning Yourself as an Expert in the Marketplace
 
Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...
Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...
Thought Leadership Marketing: From Hidden Talent to Visible Expert - Presente...
 
10 Marketing Trends for 2013
10 Marketing Trends for 201310 Marketing Trends for 2013
10 Marketing Trends for 2013
 
Mind Mapping Workshop
Mind Mapping WorkshopMind Mapping Workshop
Mind Mapping Workshop
 
MarketingSavant Social Media Course Catalog - 2012
MarketingSavant Social Media Course Catalog - 2012MarketingSavant Social Media Course Catalog - 2012
MarketingSavant Social Media Course Catalog - 2012
 
Social Media Attitude Adjustment - NEW Arts Council
Social Media Attitude Adjustment - NEW Arts CouncilSocial Media Attitude Adjustment - NEW Arts Council
Social Media Attitude Adjustment - NEW Arts Council
 
Seasonal Marketing: Prepping for the Next Wave so You’re Always One Step Ahead
Seasonal Marketing: Prepping for the Next Wave so You’re Always One Step AheadSeasonal Marketing: Prepping for the Next Wave so You’re Always One Step Ahead
Seasonal Marketing: Prepping for the Next Wave so You’re Always One Step Ahead
 
Speakership: Grow Your Career or Business Through Speaking and Thought Leader...
Speakership: Grow Your Career or Business Through Speaking and Thought Leader...Speakership: Grow Your Career or Business Through Speaking and Thought Leader...
Speakership: Grow Your Career or Business Through Speaking and Thought Leader...
 
Customer Twervice: Protect Your Reputation with Social Media Customer Service
Customer Twervice: Protect Your Reputation with Social Media Customer ServiceCustomer Twervice: Protect Your Reputation with Social Media Customer Service
Customer Twervice: Protect Your Reputation with Social Media Customer Service
 
What Every School District Needs to Know About Social Media
What Every School District Needs to Know About Social MediaWhat Every School District Needs to Know About Social Media
What Every School District Needs to Know About Social Media
 
Marketing for Small Business - Packers Mentor-Protege Program Presentation
Marketing for Small Business - Packers Mentor-Protege Program PresentationMarketing for Small Business - Packers Mentor-Protege Program Presentation
Marketing for Small Business - Packers Mentor-Protege Program Presentation
 
30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth
30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth
30 Social Media Ideas in 30 Minutes - Delivered at Chicago Booth
 
Leveraging the Power of Social Media for Trade Shows
Leveraging the Power of Social Media for Trade ShowsLeveraging the Power of Social Media for Trade Shows
Leveraging the Power of Social Media for Trade Shows
 
Social Media Strategy: The 12-Point Program for the Social Enterprise
Social Media Strategy: The 12-Point Program for the Social EnterpriseSocial Media Strategy: The 12-Point Program for the Social Enterprise
Social Media Strategy: The 12-Point Program for the Social Enterprise
 
Digital Centered Marketing - AMA Madison
Digital Centered Marketing - AMA MadisonDigital Centered Marketing - AMA Madison
Digital Centered Marketing - AMA Madison
 
Green Bay Business Expo 2011 - 12 Steps of Social Media Strategy
Green Bay Business Expo 2011 - 12 Steps of Social Media StrategyGreen Bay Business Expo 2011 - 12 Steps of Social Media Strategy
Green Bay Business Expo 2011 - 12 Steps of Social Media Strategy
 
Social Media - Content and Marketing Tools of the Trade for 2011
Social Media - Content and Marketing Tools of the Trade for 2011Social Media - Content and Marketing Tools of the Trade for 2011
Social Media - Content and Marketing Tools of the Trade for 2011
 
7 Effective Facebook Pages YOU Can Create Right Now
7 Effective Facebook Pages YOU Can Create Right Now7 Effective Facebook Pages YOU Can Create Right Now
7 Effective Facebook Pages YOU Can Create Right Now
 
Social Media Marketing for the National Bicycle Tour Directors Association (N...
Social Media Marketing for the National Bicycle Tour Directors Association (N...Social Media Marketing for the National Bicycle Tour Directors Association (N...
Social Media Marketing for the National Bicycle Tour Directors Association (N...
 
Social Media for Non-Profits - Green Bay Non-Profit Resource Group
Social Media for Non-Profits - Green Bay Non-Profit Resource GroupSocial Media for Non-Profits - Green Bay Non-Profit Resource Group
Social Media for Non-Profits - Green Bay Non-Profit Resource Group
 

Último

AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 

Último (20)

AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 

Marketing in a Recession Playbook

  • 1. The New Playbook for Marketing in a Recession January 27th, 2009
  • 2. The old playbook… “…build a recession “…response to the   marketing plan based recession varies by on the firm’s strategic geography, sector and capabilities” firm size”
  • 3. The new playbook There is no panacea  Strong firms benefit from investment and suffer from  cost cutting Proactive marketing is not always a guarantee of  success Firm’s viewpoint on the recession determines strategy  “How an organization perceives a change in the  environment affects the level and type of response” Focusing on historically profitable regions and  customer groups will miss the mark
  • 4. Four prescriptions for managing through an economic recession Prescription Explanation Effect To conserve resources Position the firm in multiple Sales are imperfectly correlated Creates a balancing effect on cash markets and geographies. across regions and industries. flow. Plan for the contingency of Recessions are hard to forecast; Facilitates a swift response to sharply declining sales. sales declines are a leading recession. indicator. To attract resources Promote the business in tough Customers often rethink supplier Makes new customer inroads. times. relationships during tough times. Prepare to exploit the recovery When competitors are conserving Adds capacity or customers at a with careful investments. cash, desirable hires, capital assets, discount. and even companies may become available.
  • 5. One way of looking at things… Corporation Conversation Customer Competition
  • 7. Internal Branding and Morale Employee issues are critically important during  recessions and in preparation for recovery Constant communications has been proven to sustain  high morale and maintain company strength For Example: Black and Decker increases communications during times of recession in order to maintain morale and credibility among their employees. • The company alerts employees to changes in their respective departments • They communicate up front what the managers see as areas for potential reductions in employment or financial support • Black and Decker continues its investment in organizational development • The company philosophy is to promote employees from within, even during a recession.
  • 8. Multiple markets and geographies Examine your customer base for cycles &  counter cycles and prepare to shift focus  Examine regions, or even parts of the city/state/county that have performance differentials  Identify customers less affected by recession  Who needs your help the most in the recession?  Could you do more business virtually, not dependent on local geography?
  • 9. Micromarket to profitable segments Consumer marketers with access to micromarket  data have even more opportunities to enhance profitability. One beverage company recently conducted surveys that  identified staggering differences in the potential profitability of customers within individual markets and micromarkets. A company can maximize its profitability by focusing on micromarkets less sensitive to prices while also offering discounts or preferential pricing elsewhere to drive sales volumes.
  • 11. Plan to confront declining sales Ear to the ground, “CRM mentality”  Don’t believe that economists (3/01 – 90% said “no  recession) Get comfortable with the data – it’s all about the  data! Setup trigger points at which you invoke different  parts of your recession marketing plan For Example: In 2001, ADC communications, a competitor to Lucent, Cisco and Nortel saw it’s sales degrading to the point of a 27% dip. The immediately retrenched, changed course, implemented a recession marketing & sales strategy and gained market share on each of their major competitors that they retain to this day.
  • 12. Promote products & services Don’t be tempted to abandon planned initiatives  Supplier switching activity peaks during recessions!  Cheap advertising = higher ROMI  Your best prospects are your competitors best  customers For Example: Dixieline Lumber, a 10-unit San Diego chain, two marketing initiatives helped increase company sales by 9% during the recession of 2001. 1) The first was directed to the building trade and involved training the in-store sales force to assemble hardware packages for custom-home builders. 2) The second initiative was directed at homeowners and involved increasing marketing on millwork as homeowners switched from spending on traveling and entertainment to fixing up their homes.
  • 13. Maintain advertising & marketing All data points to higher post-recession market  share for sustained or increased investment Confidence is built through sustained successful  efforts Mix in new marketing vehicles to maintain reach but  reduce cost Steady marketing sustains brand awareness and  position with consumers For Example: Carpet Mills of America increased its sales by 24.4% during the recession of 2001 simply by sustaining their overall marketing efforts while their competitors shuttered their marketing.
  • 14. Introduce new products & services Historically, some of the best innovations come from  recessions Less noise and clutter means more room for you  (increase SOV & SOM) Innovations are proven to keep customers buying in  times that are otherwise slow For Example: There are two examples of great interest: 1) Paychex, an payroll processor, launched Taxpay in 1990 as an additional service for it’s existing customers on Paychex. It brought in a burst of new revenues from existing customers while introduced new customers to both Taxpay and Paychex, setting itself up nicely for the recovery 2) Black & Decker introduced a highly successful line of 33 new power tools during the 1990 recession that set it up to capitalized on the DIY boom of the next decade.
  • 15. Find price cut alternatives Don’t send unintentional messages training your  customers to buy on discount only Bundling, repackaging, white labeling, adding  service elements to products, tiered offerings and a host of other mechanisms can sustain profitability without entering a price war. For Example: Grocery stores, department stores and other retailers often seek to raise the profile of their own labels during recessions, often rebranding things to give them broader appeal while increasing their profitability. Microsoft and others have always sold a ‘bundled’ set of products that offers value while maximizing profitability. Offer packages, include service offerings and seek out customer input on what will provide the most value to them.
  • 16. Attract new customers Now’s a great time to get deep profiles of your  best customers (“Vertizontal”) Focus on solutions – deep understanding of  customers includes deep understanding of their needs, problems, pain points & desires Maintain marketing presence as a show of strength  Capitalize on competitors pullbacks by  approaching their customers Employ new marketing tools & channels to attract  customers from new media
  • 17. Reprioritize marketing vehicles Reevaluate the  effectiveness of current vehicles Shift 10-15% into new  media Conduct a marketing  audit, don’t just do guesswork
  • 18. Reprioritize customer segments Analyze customer segments for profitability to  determine shifts B2B should examine risk on a per-customer basis  Watch where the trends are going  Setup tiers of customer segmentation   Core  Secondary  Opportunity  Harvest
  • 19. Prepare for economic recovery Typical recessions are 6mos – 2 years … Prepare  your plans for a 2 year horizon Look for bargain acquisitions, leases, employees,  whatever you need to be successful on the upswing Marketplace protection moves rapidly to  marketplace expansion You’ll be flush with cash from the new customers  acquired in the downturn, ready to expand into the recovery
  • 21. The New Playbook for Marketing in a Recession Q&A Need help after the presentation? Email dana@marketingsavant.com