By Wednesday (12 July 2017), review your colleague’s posts and respond to with feedback and suggestions for addressing their identified areas for growth and development. Be sure to explain how your suggestions should be applied and why you think they will be helpful. Yusuf Top of Form PDP Marketing is the area I have collected the least experience throughout my professional life. Terms, such as SD-Logic and co-creation of value (Kotler & Keller, 2012) were new to me. On a personal level, I can just conclude that I am a disengaged consumer who is not interested in providing any feedback to sellers/retailers through reviews, product ratings, surveys, etc. despite the repetitive ask after I purchased a product or a service. Up until now, I have considered Marketing as a push model that is just put on people (O’Malley & Patterson, 1998) to convince them to purchase something they might or might not need. In many cases, I considered that most products were not even needed, which I judged based on the quality. Hence, my conclusion heavily geared towards the paradigm that Marketers seek to create demand to sell their products only. The teachings of the module, however, helped me realize that there can be a genuine interest to co-creation of value, in particular with the example of Chef Tony Marciante (Laureate Education, 2014), who engaged in a dialog with the crowd to honestly understand what they were looking for. That very video made me reflect on how re-active of a consumer I am with my behavior of waiting for firms to deliver towards my needs without even letting them know what I truly need via providing a proper response. On a personal level, I plan to be an engaging consumer who will selectively respond to firms I care most about by leveraging designated digital platforms, such as online surveys, twitter (I don’t even have a twitter account, yet!), Facebook, etc. With that initiative, I can endorse products or firms but also help manufacturers and service providers to improve their offerings towards me or even the target segment. Such engagement will also give me a hand to experience how top companies provide “best in class” response and leverage the input provided, which I believe I can use as best practice sharing in my professional life as well. While I have a good understanding of the Consumer marketing strategies of the company I work at, I realized that I had not paid much attention to the organizational buying process that is distinct to consumer purchases. A buyer within an organization is a part of a larger decision-making unit who has corporate objectives and a process to stick to, where emotional purchases can only be a pervasive personal bias (Lovallo & Sibony, 2010). Based on my experience in the sales department of a strong brand like LEGO, I have never practiced marketing strategies towards buyers due to the already existing desire of retail partners to have the products on their shelf. Considering that I might work for a company with less brand power, I see a need to develop this particular area further to learn and understand the marketing strategies towards organizational buyers/buying centers. References: Internal: · Kotler, P. & Keller, K.L. (2012) Framework for marketing management. 5th edition, Upper Saddle River, NJ: Pearson Prentice Hall. · O’Malley, L. & Patterson, M. (1998) ‘Vanishing point: the mix management paradigm re-viewed,’ Journal of Marketing Management, 14 (8), pp. 829-851. · Laureate Education (2014) Social media conversations and crowdsourcing [Video, Online]. (Accessed: 8 July 2017). External: · Lovallo, D., & Sibony, O. (2010) ‘ The case for behavioral strategy’ McKinsey & Company [online] (Accessed: 24 June 2017) Available at: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-case-for-behavioral-strategy Bottom of Form

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    Yes, consumer views, comments, suggestions, and feedbacks aid in marketing. As a aggregation, uniformly you dispose-of your result to your customers, then it is essential to obtain their feedback environing the result. First of entire, companies do referable lawful petition restraint feedback restraint lawful balbutiation them; they strike on the comments. It is solely strikeing on the feedback that earn be of good-tempered. The comments aid the aggregation benchmark with its competitors (Cheung & Lee, 2012). It is through the customer feedback that the dispose-ofer earn comprehend whether or referable the consumers are successful. Uniformly you include your consumers in result evaluation, then you are calling more customers to your vocation. The verificationrs earn disperse the good-tempered-tempered tidings to other customers if they are successful with your result. They aid marketing through order of hole. It is the errand of the vocation to supply better notice environing a result. Uniformly a customer buys a result with feature qualities and the qualities are fallacious, then the aggregation loses the customer.

    Other ways that a vocation can outgrowth their marketing is by increasing customer faith. Restraint specimen, you can invent online platforms where customers impart their letter, and then strike on their needs. By doing this, you create the grass greener on your laterality, and customers are more satisfied with your result. You can to-boot create particular emails to your clients and obtain to comprehend how they arrive-at environing your results and services (Cheung & Lee, 2012). You can to-boot petition them to disperse the result marketing by referring to other tribe restraint a errand. Create unmistakable that the email feedbacks are systematic and own a transient exculpation. Therefore, customer exculpation and comments are very piercing restraint a vocation outgrowth and outgrowth. The vocation superintendent should comprehend what to do with the postulates they convoke, which despatch agent to verification and what verificationr profit do they scantiness to better.

    References

    Cheung, C. M., & Lee, M. K. (2012). What drives consumers to disperse electronic order of hole in online consumer-opinion platforms. Decision buttress systems, 53(1), 218-225.