Website Visit: Constant Contact
1. I have used constant contact on many occasions and was very happy with the service. The tour and tutorial are very accurate and do not over-hype this great product.
2. The price is very affordable for all sizes of businesses and nonprofit organizations.
3. The tour is very persuasive and left me with an “I can’t live without this product” feeling.
4. The voice is clear and the narrator does a great job in generating interest in the product.
5. My only criticism is that many people, especially those who are at work (arguably their target market), would not listen to the voice over. Additionally, their images are small and hard to read in the window of the tour. They should have done a better job in their tour to make it easier for someone who wished to view the tour without sound.
Monday, April 7, 2008
Chapter 17, Question 3.3:
Chapter 17, Question 3.3: Explain the concepts of elastic and inelastic demand. Why should managers understand these concepts?
Elastic demand is a situation in which consumer demand is sensitive to changes in price. Inelastic demand is a situation in which an increase or a decrease in a price will not significantly affect demand for the product.
Managers should understand these concepts when determining price. If demand is elastic and they choose to significantly increase price, they could lose customers. Conversely, if demand is inelastic, the manager could increase revenue by raising prices without affecting demand.
Website Visit: Constant Contact
Elastic demand is a situation in which consumer demand is sensitive to changes in price. Inelastic demand is a situation in which an increase or a decrease in a price will not significantly affect demand for the product.
Managers should understand these concepts when determining price. If demand is elastic and they choose to significantly increase price, they could lose customers. Conversely, if demand is inelastic, the manager could increase revenue by raising prices without affecting demand.
Website Visit: Constant Contact
Chapter 17, Question 3.2:
Chapter 17, Question 3.2: If a firm can increase its total revenue by raising its price, shouldn’t it do so?
Yes, especially if demand is inelastic price should be increased. However, if demand is elastic, an increase in price could actually lead to a decrease in revenue. If overall costs are high and fixed, price should be set to where the maximum number of sales can equal a profit.
Yes, especially if demand is inelastic price should be increased. However, if demand is elastic, an increase in price could actually lead to a decrease in revenue. If overall costs are high and fixed, price should be set to where the maximum number of sales can equal a profit.
Chapter 17, Question 3.1:
Chapter 17, Question 3.1: Explain the role of supply and demand in determining price.
The price marketers set for a product depends mostly on two factors: the demand for the good or service and the cost to the seller for that good or service. When pricing goals are mainly sales oriented, demand considerations usually dominate.
If there is no demand for a product, the manufacturers and retailers will likely reduce the cost to reduce inventory. If supply is low and demand is high, the price could potentially increase but would definitely at least stay constant until demand begins to decline. Price equilibrium occurs when demand and supply are equal.
The price marketers set for a product depends mostly on two factors: the demand for the good or service and the cost to the seller for that good or service. When pricing goals are mainly sales oriented, demand considerations usually dominate.
If there is no demand for a product, the manufacturers and retailers will likely reduce the cost to reduce inventory. If supply is low and demand is high, the price could potentially increase but would definitely at least stay constant until demand begins to decline. Price equilibrium occurs when demand and supply are equal.
Chapter 17, Question 2.1:
Chapter 17, Question 2.1: Give an example of each major type of pricing objective.
Profit-Oriented: Firms like Apple are examples of profit-oriented companies. When the ipod came to the market, it was a new product and there was no competition to speak of in the MP3 player industry. Apple was and, because of quality and a relative monopoly, is able to set prices high in order to maximize profit.
Sales-Oriented: Coffee sales between Folgers and Maxwell House are an example of sales oriented pricing. Both companies set price as a means to control a larger share of the market.
Status Quo-Oriented: Air-travel is an example of status quo pricing. Across the board, airlines closely monitor their prices in comparison to other airlines in the same market. When an airline reduces its price between two markets, the competitors usually follow suit.
Profit-Oriented: Firms like Apple are examples of profit-oriented companies. When the ipod came to the market, it was a new product and there was no competition to speak of in the MP3 player industry. Apple was and, because of quality and a relative monopoly, is able to set prices high in order to maximize profit.
Sales-Oriented: Coffee sales between Folgers and Maxwell House are an example of sales oriented pricing. Both companies set price as a means to control a larger share of the market.
Status Quo-Oriented: Air-travel is an example of status quo pricing. Across the board, airlines closely monitor their prices in comparison to other airlines in the same market. When an airline reduces its price between two markets, the competitors usually follow suit.
Chapter 14, Question 5.2:
Chapter 14, Question 5.2: How does a website’s ease of use affect its ability to create attention, interest, desire, and action? Visit www.kohler.com and determine how successful they are at moving customers through the AIDA process.
A website is great for generating attention, interest, build a compelling case or desire, and command an action. Building attention starts with a compelling headline and layout – commanding the reader to continue viewing. Generating interest on a website is also key and answers the reader’s question, “what’s in it for me?” Desire on a website is created through testimonials, ratings, studies, etc. The placement of these facts on the site will help generate desire for that specific product. Action is where you close the deal. Making purchasing the product easy is key to having an effective website. If the product is only available at a certain store, the site should have direct links to where the product can be purchased.
Kohler’s website is very nice. The homepage is simplistic and it is very clear what they sell and they do a great job in generating attention to their product. When you click on kitchen and bath, you are re-directed to a flash site that brings you further through the AIDA process. Interest is generated through great pictures, and shows the depths of their product mix. Desire is also created through pictures and persuasive language. Action is made simple with an online store that makes it easy for the customer to design and purchase the product.
A website is great for generating attention, interest, build a compelling case or desire, and command an action. Building attention starts with a compelling headline and layout – commanding the reader to continue viewing. Generating interest on a website is also key and answers the reader’s question, “what’s in it for me?” Desire on a website is created through testimonials, ratings, studies, etc. The placement of these facts on the site will help generate desire for that specific product. Action is where you close the deal. Making purchasing the product easy is key to having an effective website. If the product is only available at a certain store, the site should have direct links to where the product can be purchased.
Kohler’s website is very nice. The homepage is simplistic and it is very clear what they sell and they do a great job in generating attention to their product. When you click on kitchen and bath, you are re-directed to a flash site that brings you further through the AIDA process. Interest is generated through great pictures, and shows the depths of their product mix. Desire is also created through pictures and persuasive language. Action is made simple with an online store that makes it easy for the customer to design and purchase the product.
Chapter 14, Question 5.1:
Chapter 14, Question 5.1: Discuss the AIDA concept. How do these different stages of consumer involvement affect the promotional mix?
The AIDA concept is a model that outlines the process for achieving promotional goals in terms of stages of consumer involvement with the message; the acronym stands for attention, interest, desire, and action. This model proposes that consumers respond to marketing messages in a cognitive (thinking), affective (feeling), and conative (doing) sequence.
Advertising is very effective in creating attention and interest and somewhat effective in creating desire for a product. However, advertising is not exxective in creating action. Public relations, is very effective in creating attention, interest and desire for a product but not effective in creating action. Sales promotion is very effective in creating desire for a product, not effective in creating action and somewhat effective in creating attention and interest for a product. On the other hand, personal selling is very effective in creating action desire and interest for a product and only somewhat effective in creating attention as it only person-to-person.
The AIDA concept is a model that outlines the process for achieving promotional goals in terms of stages of consumer involvement with the message; the acronym stands for attention, interest, desire, and action. This model proposes that consumers respond to marketing messages in a cognitive (thinking), affective (feeling), and conative (doing) sequence.
Advertising is very effective in creating attention and interest and somewhat effective in creating desire for a product. However, advertising is not exxective in creating action. Public relations, is very effective in creating attention, interest and desire for a product but not effective in creating action. Sales promotion is very effective in creating desire for a product, not effective in creating action and somewhat effective in creating attention and interest for a product. On the other hand, personal selling is very effective in creating action desire and interest for a product and only somewhat effective in creating attention as it only person-to-person.
Chapter 14, Question 4.1:
Chapter 14, Question 4.1: Why might a marketer choose to promote his or her product using persuasion? Examples of persuasive promotion?
Persuasive promotion is designed to stimulate a purchase or an action. Examples of this would be encouraging making the switch to MAC from PC, telling consumers to eat more Doritos, or the lifestyle enhancements of HDTVs from Phillips.
Persuasive promotion is designed to stimulate a purchase or an action. Examples of this would be encouraging making the switch to MAC from PC, telling consumers to eat more Doritos, or the lifestyle enhancements of HDTVs from Phillips.
Chapter 14, Question 3.1:
Chapter 14, Question 3.1: Why is understanding the target market a crucial aspect of the communication process?
Marketers are both senders and receivers of messages. As senders, marketers attempt to inform, persuade and remind the target market to adopt courses of action compatible with the need to promote the purchase of goods and services. As receivers, marketers attune themselves to the target market in order to develop the appropriate messages, adapt existing messages, and spot new communication opportunities. This two way communication is crucial to having a successful relationship with your target market.
Marketers are both senders and receivers of messages. As senders, marketers attempt to inform, persuade and remind the target market to adopt courses of action compatible with the need to promote the purchase of goods and services. As receivers, marketers attune themselves to the target market in order to develop the appropriate messages, adapt existing messages, and spot new communication opportunities. This two way communication is crucial to having a successful relationship with your target market.
Chapter 12, Question 3.1:
Chapter 12, Question 3.1: Describe the most likely marketing channel as well as an alternative channel for each of these consumer products:
Candy Bars: Wholesaler channel. The alternative would be retailer.
Tupperware: Direct channel. Alternative would be retailer.
Notification books: Retailer channel and the alternative is the wholesaler channel.
New automobiles: Retailer channel and the alternative could be the producer or the direct channel.
Farmers’ market produce: Direct channel and the alternative could be the wholesaler.
Stereo equipment: Wholesaler channel with the alternative being the retailer.
Candy Bars: Wholesaler channel. The alternative would be retailer.
Tupperware: Direct channel. Alternative would be retailer.
Notification books: Retailer channel and the alternative is the wholesaler channel.
New automobiles: Retailer channel and the alternative could be the producer or the direct channel.
Farmers’ market produce: Direct channel and the alternative could be the wholesaler.
Stereo equipment: Wholesaler channel with the alternative being the retailer.
Chapter 12, Question 2.1:
Chapter 12, Question 2.1: What kind of marketing channel functions can be performed over the Internet? Why do you think so?
I believe that all marketing channel functions can be performed over the internet. In fact, I think it’s probably easier to perform most of the channels via the internet. The infrastructure to promote, contact, deliver, finance, sort, negotiate sales of products is already in place and provides the marketer a much easier (one step) process to sell their products. Logistically, most products require an outside vendor to ship the product to the consumer and a warehouse to store and sort the product, some products like gift cards, photo enhancement, software, movies, and music are stored online and available to the customer directly.
I believe that all marketing channel functions can be performed over the internet. In fact, I think it’s probably easier to perform most of the channels via the internet. The infrastructure to promote, contact, deliver, finance, sort, negotiate sales of products is already in place and provides the marketer a much easier (one step) process to sell their products. Logistically, most products require an outside vendor to ship the product to the consumer and a warehouse to store and sort the product, some products like gift cards, photo enhancement, software, movies, and music are stored online and available to the customer directly.
Chapter 11 Application Exercise - Activities
Chapter 11 Exercise Activities
BONUS POINTS:
1. Is playbill a good, a service or both?
Playbill can be considered both a good and a service. Because it can be “possessed” it is a good - contradictory to the definition of service. However, this is obviously a service provided to companies who wish to advertise to a specific (affluent) group of people who attend theatre. Playbill is also a service, as it doesn’t cost the theatre or the theatergoer a single cent. They provide the audience information about the show such as cast bios, agenda, and other information about theatre in general. This service to the theatre, saves the box office money and time from printing and producing these materials in-house and allows them to keep costs low.
2. What is Playbill’s marketing mix?
Product: Playbill is a free program provided to theatre audiences all across the country at no charge.
Core and supplementary services: Their core service is to provide information about the show the audience is about to see as well as information about theatre regionally and nationally to the audience. Their supplementary service is to provide companies a way to reach affluent consumers very effectively. They also provide a service to box offices by producing the much needed programs to them and the audience at no cost.
Mass customization: Partnership with Sirius Satellite radio and providing exclusive content online.
Service mix: To be the one source of information about theatre in the United States. Programs, online, radio.
Promotion: Their main promotion strategy is in the box office where their programs are offered to the audience at no charge. They have worked to maintain a monopoly among information sources in this arena. They also promote their services online and through a partnership with Sirius Satellite Radio and through other partnerships with hotels, restaurants, and others.
Pricing: Free to the box office and audience. Obtains revenue through advertising.
3. How does the partnership with Sirius affect Playbill’s marketing mix? Will it increase demand for playbill’s service?
The alliance with Sirius is a great move for Playbill. Both companies are national communication entities and for playbill, the use of Sirius’ national audience will generate more interest in theatre and could boost attendance in theatres nationwide (increasing the demand for its product). This alliance will also dramatically increase Playbill’s brand recognition. Additionally, the cross-promotion of their services on the radio to generate website traffic could allow Playbill to generate more advertising revenue online.
BONUS POINTS:
1. Is playbill a good, a service or both?
Playbill can be considered both a good and a service. Because it can be “possessed” it is a good - contradictory to the definition of service. However, this is obviously a service provided to companies who wish to advertise to a specific (affluent) group of people who attend theatre. Playbill is also a service, as it doesn’t cost the theatre or the theatergoer a single cent. They provide the audience information about the show such as cast bios, agenda, and other information about theatre in general. This service to the theatre, saves the box office money and time from printing and producing these materials in-house and allows them to keep costs low.
2. What is Playbill’s marketing mix?
Product: Playbill is a free program provided to theatre audiences all across the country at no charge.
Core and supplementary services: Their core service is to provide information about the show the audience is about to see as well as information about theatre regionally and nationally to the audience. Their supplementary service is to provide companies a way to reach affluent consumers very effectively. They also provide a service to box offices by producing the much needed programs to them and the audience at no cost.
Mass customization: Partnership with Sirius Satellite radio and providing exclusive content online.
Service mix: To be the one source of information about theatre in the United States. Programs, online, radio.
Promotion: Their main promotion strategy is in the box office where their programs are offered to the audience at no charge. They have worked to maintain a monopoly among information sources in this arena. They also promote their services online and through a partnership with Sirius Satellite Radio and through other partnerships with hotels, restaurants, and others.
Pricing: Free to the box office and audience. Obtains revenue through advertising.
3. How does the partnership with Sirius affect Playbill’s marketing mix? Will it increase demand for playbill’s service?
The alliance with Sirius is a great move for Playbill. Both companies are national communication entities and for playbill, the use of Sirius’ national audience will generate more interest in theatre and could boost attendance in theatres nationwide (increasing the demand for its product). This alliance will also dramatically increase Playbill’s brand recognition. Additionally, the cross-promotion of their services on the radio to generate website traffic could allow Playbill to generate more advertising revenue online.
Chapter 11, Question 3.1:
Chapter 11, Question 3.1: Analyze a recent service provided in terms of expectations and perceptions about each of the five components of service quality.
Central Pediatrics:
Reliability: We may have an answer to our baby’s problem after one visit.
Responsiveness: This place is always open. Unlike most pediatric clinics, they have extended hours for urgent care 7 days a week and offer same day appointments. We never will have a problem getting our baby seen by our usual provider. The staff is also always on call
Assurance: Everyone who works there always has a smile on their faces. Our nurses and pediatrician seems genuinely interested in her care.
Empathy: The staff is extremely nice and they took the time to get to know us. The front desk staff knew our baby’s name (and ours) on the second visit and commented on how cute she is before we reintroduced ourselves.
Tangibles: The building is brand new, clean, well-lit, and smells great. VERY CONTEMPORARY. We left thinking our baby is healthy and her problem will get better.
Central Pediatrics:
Reliability: We may have an answer to our baby’s problem after one visit.
Responsiveness: This place is always open. Unlike most pediatric clinics, they have extended hours for urgent care 7 days a week and offer same day appointments. We never will have a problem getting our baby seen by our usual provider. The staff is also always on call
Assurance: Everyone who works there always has a smile on their faces. Our nurses and pediatrician seems genuinely interested in her care.
Empathy: The staff is extremely nice and they took the time to get to know us. The front desk staff knew our baby’s name (and ours) on the second visit and commented on how cute she is before we reintroduced ourselves.
Tangibles: The building is brand new, clean, well-lit, and smells great. VERY CONTEMPORARY. We left thinking our baby is healthy and her problem will get better.
Chapter 11, Question 2.1
Chapter 11, Question 2.1 Describe a bank branch manager’s list of implications of intangibility.
Curb appeal of the building.
Availability of parking
Weather barriers (snow removal, awnings to block from rain, etc.)
Physical appearance of staff
Cleanliness of the facility
Appearance of security and safety
Openess
Friendliness of staff
Décor
Lighting
Comfort of seating area
Speed of service
Organization of services (making sure that placement of services are logical).
Curb appeal of the building.
Availability of parking
Weather barriers (snow removal, awnings to block from rain, etc.)
Physical appearance of staff
Cleanliness of the facility
Appearance of security and safety
Openess
Friendliness of staff
Décor
Lighting
Comfort of seating area
Speed of service
Organization of services (making sure that placement of services are logical).
Chapter 11, Question 1.1:
Chapter 11, Question 1.1: Visit www.bls.gov/bdm. What trends to you see and do the numbers support the information from the chapter?
The trends show that job losses and job gains in the service sector represent about 80% of the workforce. What I thought was particularly interesting was how in the second quarter of 2007 that job losses and gains remained equal in the “goods-producing sector” but the job gains was significantly higher in the service sector than job losses. This trend shows that the percentage of service-producing jobs increased in the second quarter of 2007.
Gross Job Gains:
Total Private
History 7,644,000 in 2nd Qtr of 2007
Goods-Producing
History 1,622,000 in 2nd Qtr of 2007
Service-providing
History 6,022,000 in 2nd Qtr of 2007
Gross Job Losses:
Total Private
History 7,403,000 in 2nd Qtr of 2007
Goods-Producing
History 1,691,000 in 2nd Qtr of 2007
Service-Providing
History 5,712,000 in 2nd Qtr of 2007
Number of establishments gaining jobs:
Total Private
History 1,907,000 in 2nd Qtr of 2007
Goods-Producing
History 349,000 in 2nd Qtr of 2007
Service-Providing
History 1,558,000 in 2nd Qtr of 2007
Number of establishments losing jobs:
Total Private
History 1,938,000 in 2nd Qtr of 2007
Goods-Producing
History 383,000 in 2nd Qtr of 2007
Service-Providing
History 1,555,000 in 2nd Qtr of 2007
The trends show that job losses and job gains in the service sector represent about 80% of the workforce. What I thought was particularly interesting was how in the second quarter of 2007 that job losses and gains remained equal in the “goods-producing sector” but the job gains was significantly higher in the service sector than job losses. This trend shows that the percentage of service-producing jobs increased in the second quarter of 2007.
Gross Job Gains:
Total Private
History 7,644,000 in 2nd Qtr of 2007
Goods-Producing
History 1,622,000 in 2nd Qtr of 2007
Service-providing
History 6,022,000 in 2nd Qtr of 2007
Gross Job Losses:
Total Private
History 7,403,000 in 2nd Qtr of 2007
Goods-Producing
History 1,691,000 in 2nd Qtr of 2007
Service-Providing
History 5,712,000 in 2nd Qtr of 2007
Number of establishments gaining jobs:
Total Private
History 1,907,000 in 2nd Qtr of 2007
Goods-Producing
History 349,000 in 2nd Qtr of 2007
Service-Providing
History 1,558,000 in 2nd Qtr of 2007
Number of establishments losing jobs:
Total Private
History 1,938,000 in 2nd Qtr of 2007
Goods-Producing
History 383,000 in 2nd Qtr of 2007
Service-Providing
History 1,555,000 in 2nd Qtr of 2007
Chapter 10, Question 6.1:
Chapter 10, Question 6.1: Visit Cheerios.com. What is Cheerios doing to compete successfully in its maturity stage?
In their maturity stage, Cheerios has done a great deal to try and attract new customers and retain old ones. Normally, cereal is considered a kid’s meal in the morning but the company is obviously communicating the health benefits for adults on its site to attract or bring back adults to its product line. On their site, they have three of their six images specifically directed at adult consumers (not necessarily adults with children). One is for adults and two are directly related to the heart health benefits that eating cheerios can have. Although many parents are concerned with their children’s heart health, that is not a marketing tactic that would appeal to younger consumers and would not have much of an impact on sales to children.
For parents, cheerios is definitely aiming to communicate that they have a product in their line that kids love and is good for them too. It is obvious that the company is trying to market to kids as much as they are to parents, as ultimately the children will end up driving the consumer decision made by the parents. As a new parent myself, I noticed how cheerios is talking to me about my infant’s health and when she can start sampling cheerios!
In reality, visitors to this site will unlikely be children so it is perfectly understandable that cheerios will market towards parents and adult consumers on their site.
In their maturity stage, Cheerios has done a great deal to try and attract new customers and retain old ones. Normally, cereal is considered a kid’s meal in the morning but the company is obviously communicating the health benefits for adults on its site to attract or bring back adults to its product line. On their site, they have three of their six images specifically directed at adult consumers (not necessarily adults with children). One is for adults and two are directly related to the heart health benefits that eating cheerios can have. Although many parents are concerned with their children’s heart health, that is not a marketing tactic that would appeal to younger consumers and would not have much of an impact on sales to children.
For parents, cheerios is definitely aiming to communicate that they have a product in their line that kids love and is good for them too. It is obvious that the company is trying to market to kids as much as they are to parents, as ultimately the children will end up driving the consumer decision made by the parents. As a new parent myself, I noticed how cheerios is talking to me about my infant’s health and when she can start sampling cheerios!
In reality, visitors to this site will unlikely be children so it is perfectly understandable that cheerios will market towards parents and adult consumers on their site.
Chapter 10, Question 5.2:
Chapter 10, Question 5.2: What type of adopter behavior do I typically follow?
I am very much an innovator. I am always looking to upgrade my cell phone, buy the newest computing technology, and more. I am completely obsessed with having the newest greatest products. I spend a ton of time researching products coming to the market and, if interested, I either find myself in line for that product on the day of its release or pre-order it online when that option is available.
Before hybrid cars were a big frenzy, I already had one. I have taken some risks with regard to my home and have shown many signs of being an innovator when it comes to investing into new technology that could increase our energy efficiency. I was the first of my friend group to have a high definition television and have since upgraded my televisions a few times to maintain a top of the line viewing and listening technology in my home. I never make it more than six months with a single cell phone and have never owned an automobile more than two years.
Hopefully I will grow out of this phase at some point but I don’t see that happening any time soon.
I am very much an innovator. I am always looking to upgrade my cell phone, buy the newest computing technology, and more. I am completely obsessed with having the newest greatest products. I spend a ton of time researching products coming to the market and, if interested, I either find myself in line for that product on the day of its release or pre-order it online when that option is available.
Before hybrid cars were a big frenzy, I already had one. I have taken some risks with regard to my home and have shown many signs of being an innovator when it comes to investing into new technology that could increase our energy efficiency. I was the first of my friend group to have a high definition television and have since upgraded my televisions a few times to maintain a top of the line viewing and listening technology in my home. I never make it more than six months with a single cell phone and have never owned an automobile more than two years.
Hopefully I will grow out of this phase at some point but I don’t see that happening any time soon.
Chapter 10, Question 5.1:
Chapter 10, Question 5.1: Describe how some product adoption rates are affected by…
Complexity: Blackberrys (my mom hasn’t figured out hers yet), Computer programs and operating systems, PCs, complex video games, etc. I rarely find any product complex.
Compatibility: Condoms, birth control pills,
Relative Advantage: High Definition Televisions, Digital Cameras, cell phones, hybrid cars, low interest-rate loans and credit cards,
Observability: ipods, cell phones, sunglasses, glasses, purses, strollers, jeans, shoes, etc.
Trialability: soap, toothpaste, candy, gum, soda, prescription drugs, non-prescription drugs.
Complexity: Blackberrys (my mom hasn’t figured out hers yet), Computer programs and operating systems, PCs, complex video games, etc. I rarely find any product complex.
Compatibility: Condoms, birth control pills,
Relative Advantage: High Definition Televisions, Digital Cameras, cell phones, hybrid cars, low interest-rate loans and credit cards,
Observability: ipods, cell phones, sunglasses, glasses, purses, strollers, jeans, shoes, etc.
Trialability: soap, toothpaste, candy, gum, soda, prescription drugs, non-prescription drugs.
Website: VALS Survey
Website: VALS Survey
1. Results from my survey:
Your primary VALS type is Innovator, and your secondary type is Experiencer.
The primary VALS type represents your dominant approach to life. The secondary classification represents a particular emphasis you give to your dominant approach.
2. The basic tenet of VALS is that people express their personalities through their behaviors. VALS specifically defines consumer segments on the basis of those personality traits that affect behavior in the marketplace. Rather than looking at what people do and segregating people with like activities, VALS uses psychology to segment people according to their distinct personality traits. The personality traits are the motivation—the cause. Buying behavior becomes the effect—the observable, external behavior prompted by an internal driver.
3. I found the results of my survey to be pretty much what I would expect. I learned nothing new about my behavior.
4. This information about me could be valuable to a marketer as they would know a great deal about my potential buying behavior and how to be my next product of choice.
5. I would be interested in learning more about this method and how a similar model could be used to assist my line of work in the nonprofit world.
1. Results from my survey:
Your primary VALS type is Innovator, and your secondary type is Experiencer.
The primary VALS type represents your dominant approach to life. The secondary classification represents a particular emphasis you give to your dominant approach.
2. The basic tenet of VALS is that people express their personalities through their behaviors. VALS specifically defines consumer segments on the basis of those personality traits that affect behavior in the marketplace. Rather than looking at what people do and segregating people with like activities, VALS uses psychology to segment people according to their distinct personality traits. The personality traits are the motivation—the cause. Buying behavior becomes the effect—the observable, external behavior prompted by an internal driver.
3. I found the results of my survey to be pretty much what I would expect. I learned nothing new about my behavior.
4. This information about me could be valuable to a marketer as they would know a great deal about my potential buying behavior and how to be my next product of choice.
5. I would be interested in learning more about this method and how a similar model could be used to assist my line of work in the nonprofit world.
Website: Claritas Target Market Research
Website: Claritas Target Market Research
1. The site is very cluttered and has too much information on the main page.
2. The amount of information offered at no cost is astounding. I would normally expect to have to pay for this amount of information.
3. The information is frighteningly specific. I clicked on many zip codes and found the site to be spot on in the information it provided.
4. I liked their value statement and found it to be very appealing: “To be trustworthy, unbiased, collaborative, insightful and passionate in everything we do. To serve clients by providing simple, open and integrated solutions.”
5. I also liked that they offer the customer the ability to speak to a live rep by clicking on the link online. That makes their service a lot more personal than most websites offering a product for sale.
1. The site is very cluttered and has too much information on the main page.
2. The amount of information offered at no cost is astounding. I would normally expect to have to pay for this amount of information.
3. The information is frighteningly specific. I clicked on many zip codes and found the site to be spot on in the information it provided.
4. I liked their value statement and found it to be very appealing: “To be trustworthy, unbiased, collaborative, insightful and passionate in everything we do. To serve clients by providing simple, open and integrated solutions.”
5. I also liked that they offer the customer the ability to speak to a live rep by clicking on the link online. That makes their service a lot more personal than most websites offering a product for sale.
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