百人百語 - MCEI Tokyo
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127. maia en mm CS CD B a Sel eeen 00 nO gd ni a Bona5o s 7 BRB B Bg SAH gg 74 74 19 7 76 76 TT TT 78 78 79 79 60 60 81 81 82 82 83 Companies Can Profit from Welcoming not Fighting a Recession Simply defined a recession is a period of reduced economic activity Unfortunately for many companies and their employees it can become a period not only of reduced productiv ity but of reduced creativity as well All too often the recession is a convenient excuse for poor perfor mance throughout an organization The very word recession suggests a withdrawal from giving one s best ef fort to overcome the challenges pre
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144. F MCEI MCEIl tMarketing Communications Executives International 1954 969 1972 1988 10 26 MCEI 21 1
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146. W Spend Less on Advertising amp Promotion MM Beating the Recession ttt tt ttrt tt tt ttt ttr tetett Mi The Lone Lemming ee MM The Sun also Shines MRR AY F EN FHs Be WF Ty BEARD ORR BEBE o ORRIGER rere EDIT Deer reece E E A EEA AEE a UAA Wh KiB DEB Eon eee eect 3 ing ing 2 mA i E mE SE EE AB D L Crane A O Dietrich G Meyer R W Beller E T Cucchiani J H Munz F M Uleman D G Lewthwaite W The Influence of Persuasion Gould Anon Be B Ei i aay moo wo wo DD OM MIC OL LABORA T Eetteri
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152. Staying in Touch Slower development of retail ac tivities in Western Europe has made it important for a firm such as Galer ies Lafayette to sharpen its offer and make it close to the diverse markets which are the focus of the company It is essential to define the mer chandise segments as well as the cor responding targeted population A department store is no more a place where everything is offered to every body The merchants and the buyers define their objectives and needs to adapt their collection to those objec tives Marketing techniques will be and are necessary tools to define properly Georges Meyer their features age social status habits living conditions revenue levels etc Marketing techniques again will be necessary to adjust the proposed products to those different segments and EDI electronic data interchange will be used to follow with vendors the regular inflow of merchandise With this type of acute market segments it is necessary to touch the final customer following him through his behavior and moods and to reach him at home or in the store by advance direct mail contact means Chairman amp CEO Galeries Lafayette Beating the Recession with Private Brands PB One answer to beating the reces sion is private label brands It is an answer being used by manufacturers retailers and consumers A private labe
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154. Seattle P O Box 66 U S A a R MCEI RSH RK Kaan AL Rpg a 7 Nonhyundong Kangnam ku Seoul REPUBLIC OF KOREA Mr Milan Tan Milan Tan International Maxwell Road P O Box 3440 SINGAPORE Mr Tomming Lai United Advertising 83 Sec 1 Chungking S Rd Taipei Taiwan Strategic Desi Institute Seattle WA 98119 Koma Korea Marketing Co Singapore Taipei ie do po O O O REPUBLIC OF CHINA Mr Mizuguchi Kenji Beniya Bldg 5 Tokyo 4 3 Kojimachi Chiyoda ku Tokyo 102 JAPAN MCEE T102 4 3 5F 03 3263 7134 FAX 03 5275 1246 ABR T532 4 3 2 06 301 1209 FAX 06 301 1140 OB H RK MB Profit by Welcoming not Fighting a Recession Hl Doing Less More Profitably MB Staying in Touch tener eat ce sence reeset Wl Beating the Recession with Private Brands MM Beating the Recession
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156. beat the recession Professor of Marketing Pace University Beating the Recession The Chinese ideogram for crisis combines two characters one of which is the word for chance Re cognition of the fact that crisis may bring opportunity should encourage us to realize that the recession can be a source of progress However to take advantage of these opportunities we have to un derstand the mechanisms which have turned yesterday s success into to day s failure If we are to defeat the enemy we have to know his nature and his weak points One of the characteristics of West ern economies is that they are cyclic boom is followed by stagnation and then slump Recognizing the exist ence of cycles is in itself a step on the road to victory By keeping a con stant eye on the subtle socio econ omic transformations of our changing environment we gain the means to predict how our adversary will move Henry Munz next and to prepare our counter measures Although today s recession has struck hard in the West some Asian economies are more prosperous than ever Singapore providing a notable example Recession is not a matter of fate Why has Asia succeeded where the West has failed According to all the experts the answer lies in com petitiveness It is this weapon that we must grasp today By recognizing the turning points in the economic cycle and developing strategies t
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159. more for their cus tomers with a lower investment in time and money How do you do that with your marketing communica tions investment Better planning Start far enough ahead to answer the basic marketing questions in detail Where are we Where do we want to go How do we get there It s the second and third uestions that you need to answer ree of the prejudices of the past For example examine your objec tives Do you really need to achieve every one of them What would nap pen if you didn t do anything at all By asking and answering that ques tion honestly and without prejudice you will have fewer but more valu able objectives ones that will con tribute more to your company s prof itability Arthur O Dietrich When you have fewer and more powerful objectives put them in pri ority order Only then should you an swer the third question And do that in fresh ways Challenge your crea tive p to meet the objective us ing fewer hours and yen How can you do new sales promotion cam paigns with fewer people harper Execution Challenge your assumptions about the use of resources Which alternative meth ods for achieving the objectives best match your resources and strengths Have you investigated outside re sources Can they do more for less Next year do fewer things But make sure that the things you do will inflate your profitability not your costs Chairman JRA Marketing Communications
160. sented by slow economic progress After all if the environment doesn t offer the optimum opportunity to suc ceed how can one be expected to work at his or her optimum capacity Too few employees and managers see an economic downturn as a call to action a time to reflect on past busi ness decisions and practices to reas sess their companies and their roles within them and to strengthen their efforts to position their firms as fa Diana L Crane vorably as possible for when the econ omic pendulum swings once again toward prosperity Instead of beating the recession how much more productive it would be if companies of all types and sizes welcomed a recession as a period for creative thinking and planning Itis as simple as recognizing the external conditions over which a firm has lit tle control and fostering an internal environment that encourages the cre ative thinking needed to overcome them It is not a time to lay off one s best employees or sever ties with one s suppliers and distributors but a time to invite everyone involved in a company s livelihood to openly con tribute their thoughts andideas A recession need not be an excuse for poor performance but should be a cat alyst for greater productivity Executive Vice President Crane International Inc Doing Less More Profitably Many companies today have con centrated on doing
161. volume by joining the private label trend President Marketing Answers Consultants Inc Beating the Recession This recession comes after an un precedented period of growth and after the end ofthe Cold War Tra ditional political equilibria have been upset and new economies are moving to integrate with the capital istic world Thus this is not so much a period of recession but a period of discontinuity The business community has re sponded with a quantum leap in the art of cost management Most of this is good since business rationalization generates more value to the consumer The danger how ever is management myopia an ob sessive focus on cost reduction lead ing executives to neglect opportun ities Single minded cost cutting can too easily swap today s gain for to morrow s loss The Japanese corporations that established dominant positions in the 1970s and 1980s grasped the magni tude of the opportunities available developed global visions and imple mented sound long term strategies Enrico T Cucchiani If draconian cost cutting is not the way to beat this recession how can we survive this period of discontin uity and possibly profit from it This is my short list of dos and don ts 1 Investments in R amp D and in new process technologies cannot be re duced or deferred especially for those companies and countries that have been stingy in th
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163. Marketin Communications D ExGcuAes 7994 MCEI MCEI Board of Governors MCEI Chapter Current President Brussels Mr Robin de Ripainsel Task Force Avenue Fond Roy 119 1180 Brussels BELGIUM Mr Richard Ebel HAT Specialty Advertising Assn Internatl 3125 Skyway Circle North Irving TX 75038 7224 U S A Geneva Mr Paul Genton 2 MCEI Geneva H F R P O Box 319 PF SWITZERLAND NEC New York Mr Walter Coddington El vege ayy Environmental Management he H FL 74F rae ve i _ New York NY 10012 7 Osaka Mr Kitani Kishiro g Hes Nippon International Agency ore Towe Bid awara machi 2 Chuo ku Osaka 541 z JAPAN E 2 Mr Arthur Dietrich JRA Marketing Communications 1429 Walnut Street Philadelphia U S A Philadelphia PA 19102 Ms Ann Simpson International Marketing Director Airborne Express
164. consumer durables have to be replaced and pursuit of a quality lifestyle should again become a goal But perceptions of value will have changed One day the sun will shine again But only on those marketers who can optimize costs and still deliver value as perceived by the consumer Vice President Nestle K K The Influence of Persuasion The Son Shows the Way Anon A man lived by the side of a road and sold hot dogs He was hard of hearing so he had no radio He had trouble with his eyes so he read no newspapers But he sold good hot dogs He put up a sign on the highway telling people how good they were He stood by the side of the road and cried Buy a hot dog Mister And people bought He increased his meat and roll orders He bought a bigger stove to take care of his trade He got his son home from college to help him But then something happened His son said Father haven t you been listening to the radio If money stays tight we are bound to have bad business There may be a big depression coming on You had better prepare for poor trade ba a the father thought Well my son has gone to college He reads the papers and listens to the radio and he ought to know So the father cut down on his meat and roll orders Took down his advertising signs And no longer bothered to stand on the highway to sell hot dogs And his hot do
165. e past 2 All resources and energies must be concentrated on the core busi ness reversing the diversification process of the 1980s 3 Production that is no longer econ omical in one country or that has reached its process technology ceiling must be relocated to more efficient environments or discon tinued Those that fail to understand these basic principles will contribute to the growth of unemployment their lead ers eventually joining the ranks of the unemployed Managing Director mila schon s p a Spend Less on Advertising amp Promotion and Increase Profits SP Recession can mean greater prof its Profits can increase even while sales decline or remain flat Thisis accomplished by increased efficiency cost control and financial accounta bility For marketers a major cost com ponentis advertising promotion ex penditures Estimates are that a company s media expenditures could be reduced 35 40 percent without ap preciably affecting sales Selective media expenditure reductions will result in cost savings without losing sales James Gould The secret is knowing which to cut and which to increase This is accom plished by an analysis of the finan cial and media impact of advertising promotion expenditures Methods are available to evaluate the financial and media impact of media expenditures Marketers can control costs increase profits and
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167. g sales fell almost overnight You re right son the father said to his son We are certainly headed for a depression courtesy of James Gould Professor of Marketing Pace University MBS ASO HRAS As 7 gt celery WED RNS wea Wl As oj BHU Ad ofa BPRS Fol YD YS 7A BIA BSE AERTS HEKE Wt fez oara HE AAE AFA So Mme Mes 4APes Wel Wok Bors za At ZBRol7 RAS RAY RES HE BBE oF SAA Az ERTES 2S Beg Sate Uc ARS ZAA YAMA A F842 ad off nfl BREA 4 JAA FG WA HRH ARS FP Beste os FHS BAS FIA AEA tod EV as 2 AGS 87 Aah BARA sta Gos Atta FDI ARDEA WSs BDaHsto KAALI BE RAF St St ah oa RES AR RHA Std SBAlaA 4At Ba 7 FES o sA Arce of Rol ws AAA Fo Artt aja ro 8 amp PM OKEOBRUPMMHMADEDHReSEBSBMDTHWSHE RE MEE
168. l also called private brand private label brand or store brand has been traditionally defined as one that is distributed and promot ed at retail but not advertised nation ally in traditional media such as TV magazines or outdoor Its retail price is usually lower than the com parable nationally advertised brand Often a private label belongs to the the store like Wal Mart s Sam s Choice or A amp P s Master Choice Sometimes it belongs to a manufac turer like Loblaw s President s Choice and is sold to selected food retailers Private labels have been growing in foods cigarettes cold remedies personal care products health and beauty aids and dispos able diapers among others Robert W Beller Store brands have also become popular with department stores and clothing stores Examples are Macy s and The Limited To the consumer a private label costs less than a nationally adver tised brand In a recession therefore private brands represent savings To the retailer in a recession pri vate labels can mean more profit dollars The store can buy or make the product less expensively than a regular brand and sell more of it be cause the price is lower To the manufacturer in a reces sion making private label merchan dise may be a necessary defense to keep from losing profits As their re tail customers are buying less of the regular merchandise they can re place some of that lost
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170. o meet them we can give ourselves the tools to compete without wasting any time Like the dragon which is both Ying and Yang the fire breathing recession brings not only destruction but also the energy necessary to all things Senior Vice President Union Bank of Switzerland The Lone Lemming The easiest way to get lost is to follow the crowd Look at Japanese lenders in the Third World and real estate markets Look at companies that introduce copy cat products and wonder why they do not sell After years of juggling organiza tional boxes U S firms now talk of flexible membership project teams After years of providing capital gains Japanese firms now talk about raising the dividend propensity to attract investment capital More trends in the making Market research cannot tell you what innovative products will be hits because the ordinary consumer does not know the technology enough to know what is possible and does not know what he she wants until after it is available Rather than looking at what everyone else is doing we need to Frederick M Uleman examine our own circumstances and decide what is right for us It may be the opposite of what is right for some other company It may even be some thing that some other company tried and failed with But that is some other company in some other circum stances It is easier to follow the crowd than it is to think for ourselves But you d
171. o not break new ground by fol lowing someone else Failure only breeds success if it is your own failure and if you are able to face the facts coldly and courageously Regardless of what other people are doing re gardless of what you did last year or even last month you need to look at your own situation decide what is right for you and do it President amp CEO Japan Research Inc The Sun also Shines Even bad weather over the past several months is being blamed for the continuing reluctance of Japanese consumers to come out of hibernation Observers of the marketing scene are wasting their time searching for rational reasons for their reluctance to buy The root cause is emotional Sur veys of consumer confidence show a remarkable lack of it The govern ment s efforts to restore confidence lack substance Manufacturers and distributors which should be part of the solution are instead often part of the problem Faced with excess stocks and slow sales prices have no where to go but down It pays con sumers to wait until they fall further David G Lewthwaite But perhaps consumer reticence will ultimately benefit the Japanese economy The bubble has not really burst it is still deflating So long as prices of goods and services in Japan are above world prices the process will continue Until it s over con sumer confidence may not return Yet in the end
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